Date

5-22-2024

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

Shawna Wentlandt

Keywords

non-academic, career pathing, succession planning, retention, higher education institutions

Disciplines

Business

Abstract

This qualitative multiple case study explored the perspectives of non-academic employees in private higher education institutions (HEIs) in the Northeast United States on the availability of formal career pathing, professional development opportunities, and succession planning impacting engagement and retention. The researcher conducted semi-structured one-on-one interviews with 20 non-academic employees across five private higher education institutions in various career stages and divisions, including human resources, student affairs, facilities, academic affairs, information technology, and development. The researcher also used the 2022 College and University Professional Association of Human Resources (CUPA-HR) employee retention survey to cross-reference, triangulate, and validate findings. The findings revealed that HEIs should implement inclusive strategic talent management and practices like formalized career pathing and succession planning to positively impact the retention of non-academic employees, creating leadership pipelines and continuity. The results also revealed that HEIs should refine and revitalize institutional values, norms, leadership behaviors, and adequate resource allocation to create inclusive cultures where non-academic employees feel a sense of fair treatment and consistency in the employee experience. The researcher used the study's findings to propose practical recommendations to help HEIs enhance non-academic employees' career trajectories and employee experience.

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