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Emeritus Prof Christopher May
Emeritus Prof Christopher May
@ChrisMayLA6@zirk.us  ·  activity timestamp 2 weeks ago

Universities 2:

As Mark Tupper points out (on LinkedIn), the staff retention crisis in UK universities (compounding issues noted in my previous post) is not a well-being or a staff management issue, its more structural;

cuts to staffing have intensified the teaching demands (both in hours & the range of subjects - often outside the specialisms - they're being required to teach) while also expanding administration, leading to a dysfunctional churn of academic staff

#universities #workers

The result is that many roles contracted at 1.0 FTE are effectively designed around 1.3–1.5 FTE workloads, normalised as “commitment”. This is increasingly incompatible with senior technical staff, those with health or caring constraints, and anyone with real external market value. Which is why most retention initiatives fail. You can’t fix a structural overwork problem with mentoring schemes, wellbeing workshops, or engagement surveys.
The result is that many roles contracted at 1.0 FTE are effectively designed around 1.3–1.5 FTE workloads, normalised as “commitment”. This is increasingly incompatible with senior technical staff, those with health or caring constraints, and anyone with real external market value. Which is why most retention initiatives fail. You can’t fix a structural overwork problem with mentoring schemes, wellbeing workshops, or engagement surveys.
The result is that many roles contracted at 1.0 FTE are effectively designed around 1.3–1.5 FTE workloads, normalised as “commitment”. This is increasingly incompatible with senior technical staff, those with health or caring constraints, and anyone with real external market value. Which is why most retention initiatives fail. You can’t fix a structural overwork problem with mentoring schemes, wellbeing workshops, or engagement surveys.
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