3 strategies for retaining a diverse staff workforce


3 strategies for retaining a diverse staff workforce

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This resource is part of our larger research initiative, focusing on DEIJ initiatives.

Retaining a diverse faculty is top-of-mind for institutions, but retaining a diverse staff is just as important and can be just as challenging.

A diverse staff, defined here as administrators and non-academic professionals from different identity groups, helps drive employees’ intent to stay at an institution, especially for employees of color. In a 2018 workplace diversity survey, 54% of respondents indicated they would consider finding a new job if their employers did not demonstrate a commitment to promoting a diverse workplace. For Black employees specifically, 78% indicated they would consider finding a new job. Like other employers, colleges and universities face the same expectations to build a diverse workplace. Leaders can leverage strategies, which may already be used by some divisions, across departments and the institution overall to retain diverse staff members.


of surveyed institutions reported difficulty retaining talented staff, compared to 52 percent that reported difficulty retaining talented faculty

Based on EAB’s best practice research across advancement, facilities, and other divisions, below are three strategies university and department leaders can use to support staff retention.

Understand the climate

Leaders should regularly administer climate or engagement surveys as well as exit interviews to identify employees’ experiences with diversity, equity, and inclusion (DEI) in their division. Conducting surveys and interviews is only the beginning; keeping track and analyzing the data by race, ethnicity, gender, and other dimensions of identity can reveal problem areas that need to be addressed. Beyond collecting the data, ensure that the data is used to drive future policies, activities, and programs.

In between climate or engagement surveys, conduct stay interviews to understand why employees stay and how their managers can maintain or improve their job satisfaction. Stay interviews provide an opportunity to surface and address issues that may have otherwise led an employee to leave their job. These 30-minute interviews also result in an individualized action plan that addresses ideas discussed during the interview. Most importantly, stay interviews are separate from conversations about job performance and pay. They are dedicated time for listening to the staff member and understanding what motivates them to stay and remain engaged, rather than for coaching or training. As such, stay interviews help diverse staff members give feedback without fear of consequences on job evaluations.

Regularly schedule stay interviews or conduct them after specific events, such as when a staff member decides to stay after receiving an offer elsewhere or when job circumstances change (e.g., working in a remote environment), to maintain a regular pulse on how staff members feel about their jobs. Leaders can analyze interview responses to identify common pain points or engagement opportunities for specific demographics.


of employees who voluntarily left their job said their manager or organization could have done something to prevent it (Gallup 2019 survey)

About the stay interview

What it is

  • A one-on-one conversation about what motivates the employee to stay engaged
  • Proactive and regularly scheduled (1-2 times a year)
  • Conducted typically by the direct manager
  • Structured 20- to 30-minute conversations

A stay interview is not:

  • Feedback asked at a team meeting
  • About job performance or manager feedback
  • Scheduled only when there’s a problem
  • Led by Human Resources
  • Unfocused and without guided questions

What it asks

The Society for Human Resource Management (SHRM) encourages stay interviewers to ask these five key questions. Explore the link for probing questions which help identify root issues.

  • What do you look forward to each day when coming to work?
  • What are you learning here, and what do you want to learn?
  • Why are you staying here?
  • When was the last time you thought about leaving, and what prompted it?
  • What can I do to best support you as your manager?

What it results in

  • A tailored “stay plan” or lists for actions for both the employee and managers – see example from the Ohio Department of Education
  • Both near-term and long-term strategies, such as options for a flexible work schedule and shadowing opportunities to learn a topic or skill of interest
  • Set deadlines for follow up on actions taken, which sets a cadence of accountability and distinguishes a stay interview from a regular check in

Build communities of support

Affinity-based resource groups allow diverse staff members to build community with others based on shared experiences and challenges in the workplace. Beyond providing a space for staff members to build internal connections, affinity-based resource groups also help advocate for more inclusive workplace policies and elevate problems that individuals may find hard to share alone.

Below are examples of university affinity-based resource groups compiled by INSIGHT into Diversity. INSIGHT honored 38 resource groups in its inaugural Inspiring Affinity Group Award, including ones led by or supporting staff employees:

Grand Valley State University


Grand Valley State University’s Positive Black Women affinity group started as informal lunch meetings between African American women faculty, administrative staff, and clerical employees in 1994. Positive Black Women now hosts annual programming honoring and supporting Black women on campus. They also offer a scholarship endowment that has awarded over $25,000 to African American students.

The University of Texas at San Antonio


The University of Texas at San Antonio’s Pride Faculty & Staff Association (Pride FSA) is a university resource group established in 2006 for LGBTQ+ and allied faculty and staff. Pride FSA advocated for the launch of the “Pride Rowdy” mascot, making the University the first in the University of Texas System to permanently include an LGBTQ+ pride-themed mascot in university marketing guidelines.

Further engage and develop diverse staff members with mentorship programs that provide a professional support system. Large group opportunities, such as leadership cohorts, encourage community building through shared experiences. One-on-one opportunities, such as cross-department coffee chats and shadow days, offer individualized attention.

Engage staff in DEI initiatives

Advancing DEI initiatives for staff members requires the effort of every employee and leader, not just of a select few. Depending on diverse staff members to constantly advocate for themselves without support from their peers and leaders leads to burnout and eventually to employees leaving their jobs. To better support staff, leaders should offer department- and institution-wide initiatives for staff members to take part in beyond the standard DEI training sessions. Engage staff in groups or advisory committees focused on specific inclusion goals. Working groups that include staff and other members of campus encourage cross-department problem solving and empower staff members to voice their concerns and needs, whether for themselves or as allies.

Empower Staff to Drive Progress on DEI initiatives

The University of Wisconsin-Green Bay


The University of Wisconsin-Green Bay has several advisory committees which include staff. For example, staff representatives on the “Committee on Disability Issues” work alongside faculty, student, and leadership representatives to advise the Provost and Vice Chancellor for Academic Affairs.

Rhodes College


In 2011, Rhodes College created the “Common Table,” an annually rotating group of faculty, staff, student, and trustee representatives which advises the President on cross-functional initiatives. The "Common Table” has led to measurable outcomes such as improved advising processes and greater equity of advising loads.

Creating a DEI communication plan that keeps staff up to date is just as important as developing the initiatives themselves. Highlight DEI engagement opportunities, whether at the department or institution level, in newsletters, departmental emails, and staff meetings to emphasize the importance of DEI to the division. A communication plan should include affinity-based resource group activities and updates from working groups and the central DEI office, among other things, to build awareness of what is being done and how staff members can get involved. Quarterly updates and proactive communication signal an organization’s commitment to DEI.

A diverse staff helps students feel more connected to and seen by an institution, and even staff members who don’t work directly with students help drive institutional and student success.

Move beyond debate and take action

Learn more about how the Institutional Strategy Index for DEIJ can help you quickly and comprehensively assess the current state of DEIJ on campus and prioritize the work that matters most to your strategy.

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