The Technology Workforce in Higher Education, 2022

Published:
Briefs, Case Studies, Papers, Reports
Author(s) and Contributors:
Author(s): Mark McCormack Jenay Robert
Source(s) and Collection(s):
Sources(s): EDUCAUSE Research Collection(s): Research Hub Research Report
ParentTopics:
Budgets Centralized and Decentralized Support Change Management CIO Collaborations and Partnerships COVID-19 Institutional Management IT Funding and Spending IT Organization IT Strategic Planning IT Workforce Development Leadership and Management Mental Health and Wellness New Models Organizational Structure Strategic Planning Working Remotely

The Technology Workforce in Higher Education, 2022

Smaller and Restructured: How the Pandemic Is Changing the Higher Education IT Workforce

Read the Report

The Adaptive CIO: Balancing Institutional Structure and Culture

Read the Report

Other materials


One of the most salient consequences of the COVID-19 pandemic on higher education has been a reduction and reorganization of the workforce. In the report Smaller and Restructured: How the Pandemic Is Changing the Higher Education IT Workforce, we share the voices of senior IT leaders surveyed in October 2021, and focus on respondents' open-ended descriptions of the impact of the pandemic on their units and on plans for reorganization.

In The Adaptive CIO: Balancing Institutional Structure and Culture, we explore how higher education IT leaders are taking on elevated strategic roles at their institutions, and how direct reporting lines and access to the highest levels of institutional leadership may be optimal for influence and efficacy. But institutional cultures that foster inclusion and collaboration may be even more important, regardless of reporting structure.



Smaller and Restructured: How the Pandemic Is Changing the Higher Education IT Workforce

Size of the IT Workforce

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Most respondents (42%) reported that during 2021 their IT organization got smaller, but 26% of respondents indicated that their IT organization grew.

Read more about size of the IT workforce > 




Plans for IT Reorganization

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In the face of staff turnover and new service needs, IT units are evolving "to support the new normal" and "to support the students and workforce of the future."

Learn more about the plans for IT reorganization >




Resources for Action

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Get access to additional resources, trainings and mentorship opportunities.

See resources for action >




The Adaptive CIO: Balancing Institutional Structure and Culture

Reporting Structures

We asked our survey respondents to indicate which leadership position they report to—the president/chancellor, or officers of various functional units, or other administrative or academic leadership positions. A plurality of respondents (39%) said they report directly to the president/chancellor.

Read more about reporting structures >




Structure Still Matters

Chart that shows how many respondents often or almost always perform various tasks, comparing CIOs who report to the president, chancellor, or CEO with those who do not. For the task 'Discusses the IT implications of institutional decisions with senior campus leadership,' 94% of CIOs who report to the president do this, and 66% of those who do not report to the president do this. For 'Shapes or influences institutional administrative directions,' the values are 92% and 58%. For 'Shapes or influences institutional strategic directions,' the values are 89% and 38%. For 'Shapes or influences institutional academic directions,' the values are 45% and 20%.

Consistent with previous EDUCAUSE research, we find that reporting lines still matter a great deal for CIOs’ influence and efficacy as leaders.

Learn more about how structure still matters >




Culture Also Matters

Chart that shows how many respondents agree or strongly agree that they perform various tasks, comparing CIOs who report to the president, those who do not and agree with their reporting line, and those who do not but disagree with their reporting line. For the task 'Collaborate with other leaders,' 95% of CIOs who report to the president do this, 95% of those who do not report to the president and agree with that reporting line do this, and 96% of those who do not report to the president but disagree with that reporting line do this. For 'Build relationships with non-IT leaders,' the values are 96%, 97%, and 94%. For 'Share IT strategy and plans with other units,' the values are 97%, 80%, and 82%. For 'Play an active and critical role in digital transformation,' the values are 97%, 89%, and 79%. For 'Leverage IT to add business value,' the values are 100%, 94%, and 82%.

Although reporting lines can make a difference for CIO influence and efficacy, they don’t preclude CIOs who do not report to the president/chancellor from finding ways to lead from wherever they are and make effective use of the resources they have.

Learn more about how culture also matters >




When Structure Compensates for Culture

This figure includes five quotes from respondents who do not report to the president, explaining why they would prefer to report to the president. First quote: 'Lacking a direct line to the president/chancellor inhibits efficient decision-making.' Second quote: 'IT decisions impact the entire institution; therefore IT representatives should be directly involved with the president/chancellor.' Third quote: 'The COVID pandemic made technology essential for student success and should be a high priority for any institutional leader.' Fourth quote: 'Being a part of a senior-level cabinet could help IT more easily partner with all academic and administrative units.' Fifth quote: 'IT decisions often directly affect and support the institution’s mission, and a direct line can improve strategic planning and resource allocation.'

Across almost all of our measures of influence and efficacy, the third category of CIOs—those who do not report to the president/chancellor and who feel that this reporting structure is not appropriate—lagged behind their peers.

Learn more about when structure compensates for culture >




Collaboration Over Structure

Leadership at its best is a highly relational and collaborative practice. It requires effective communication across the institution, as well as intentional focus on listening, respect, and empathy. It requires skill in building relationships across a diverse group of professionals working toward the common goal of supporting the institution’s mission.

Read more about collaboration over structure >




Reports and Supporting Materials