Whenever I ask friends in higher ed marcomm how they’re doing, the most optimistic response I get is a resigned “hanging in there.”
More often, though, they tell me they’re “exhausted,” “overwhelmed” or, worst of all, “burned out.”
It’s a sobering spectrum, especially given the robust well-being programs many colleges and universities tout today. And it underscores a troubling trend of burnout and mental health challenges for professionals in creative disciplines such as PR.
When I accepted my first role in higher ed communications at Wake Forest University in 2011, many people congratulated me for landing what they considered a “cush job.” To be clear, working in college and university marcomm has never been easy; however, the purpose-driven nature and wide-ranging benefits typically outweighed often below-market salaries and the occasional crisis. But now, the once-bright allure of working for this mission-focused sector—one that often touts work-life integration, good benefits and intellectual curiosity—has dimmed considerably.
There is surprisingly little data on workplace satisfaction specifically among higher ed marcomm professionals. However, the TIAA Institute and CUPA-HR reported that 19 percent of all college and university staff are at risk for turnover in the next two years, according to a 2024 survey. Among those at risk, 37 percent think working for their current institution is worse than working for most organizations outside higher ed. Yikes.
On the marcomm side, half of PR professionals considered quitting in the last year due to burnout, according to 2024 MuckRack data. Nearly everyone surveyed (96 percent) said they had difficulty relaxing and switching off from work after their workday was done. A 2023 Sprout Social survey found 42 percent of marketers planned to stop working in social media within the next two years, with burnout being the third most common reason. Nearly two-thirds had experienced burnout in the last three months.
Given the 24-7 demands of college and university life—especially on residential campuses—and the always-on expectations of modern marcomm professionals, it’s no wonder burnout is so rampant. Add to this volatile mix the growing public distrust in higher education, the looming policy shifts from Biden to Trump-era priorities and the relentless financial pressures tied to declining enrollments, and you have to wonder: Who would willingly take on these roles?
And yet, we need people who not only want these jobs but are equipped to and enthusiastic about tackling these challenges with creativity, resilience and a renewed sense of purpose. Now, more than ever, the future of higher education depends on it.
Here are key actions campus leaders must stop, start and continue doing to empower marcomm teams, enhance their effectiveness and ensure they remain motivated, supported and equipped to thrive in today’s challenging environment.
- Stop blaming marcomm professionals for enrollment declines. For years, Inside Higher Ed has emphasized that enrollment challenges stem from multifaceted issues, including the long-predicted demographic cliff, skyrocketing tuition, the politicization of higher education and shifting program preferences. And yet, I know several marcomm leaders who feel that all eyes are on them. Blame undermines morale and contributes to high turnover, making it harder and costlier to address these challenges effectively.
- Stop expecting “more with less” without strategic prioritization. The relentless demand for more output without added resources results in overwork and burnout, undermining the sustainability and creativity of marcomm teams. Leaders cannot pile on or take on additional responsibilities without scaling resources or reprioritizing. Planning for capacity is not a luxury, it’s a necessity. Tired teams are less likely to be flexible and creative and more likely to make mistakes and burn out. Senior leadership teams that are not planning for such eventualities should expect diminishing returns, inefficiency and turnover.
- Start adding marcomm to your senior leadership team. While this practice is increasingly common, there are still institutions where CMOs and CCOs report to the provost, a dean or even within advancement instead of directly to the president or chancellor. To align institutional messaging with strategic priorities, marcomm leaders need direct and routine access to top leadership and decision-making forums.
- Start engaging marcomm in strategic decision-making early. Similarly, effective communication and creative strategies depend on early involvement, enabling alignment with institutional priorities and reducing last-minute crises. Fostering a culture of cross-departmental collaboration at the outset minimizes emergency-driven workflows and burnout. Combined with a seat at the leadership table, marcomm professionals have the empowerment, information and partnerships they need to succeed.
- Continue investing in professional and personal growth. Beyond traditional conferences, colleges and universities should explore alternative professional development opportunities, like coaching or peer mentorship programs. For example, a $5,000 professional development budget could fund six months of individual coaching, offering tailored support, lasting impact and more measurable ROI compared to a single conference.
- Continue advocating for the value of higher education. Many marcomm professionals are drawn to the purpose of their work: championing the transformative power of education. However, they face growing challenges due to declining public trust and political polarization. Leaders must amplify efforts to communicate the institution’s societal impact and relevance in ways that reflect both the general public’s perception and reality. This requires listening to diverse stakeholders and adapting messages to align with shifting expectations that were evident in the wake of the 2024 election.
The success of higher ed institutions hinges on the strength and resilience of their marcomm teams. By rethinking priorities, strengthening leadership involvement and investing in sustainable practices, leaders can ensure their teams are ready to tackle today’s challenges and secure tomorrow’s trust.
