Navigating the Shifting Landscape of Higher Ed Hiring

In the United States, higher education institutions are grappling with a complex and evolving job market as they head into 2026 and beyond. Universities and colleges, once known for steady expansion, now face a confluence of demographic shifts, financial constraints, and technological disruptions that are reshaping how they hire faculty, staff, and administrators. While some sectors within higher education continue to see demand, overall hiring has slowed significantly, prompting institutions to adopt more strategic and selective approaches to talent acquisition.

The sector employs millions, with postsecondary teachers alone numbering over 1.3 million according to recent Bureau of Labor Statistics data. However, projections indicate moderated growth, influenced by broader economic conditions and internal challenges. This outlook examines the key drivers, challenges, and opportunities defining the future of higher ed hiring, offering insights for job seekers, current employees, and institutional leaders alike.

The Enrollment Cliff: A Core Driver of Hiring Constraints

The so-called enrollment cliff, stemming from a decline in the number of high school graduates, is profoundly impacting university budgets and staffing decisions. After peaking in 2025, the pool of traditional college-age students is expected to shrink by 15% between 2025 and 2029, with high school graduates dropping from 2.9 million to 2.5 million by 2029. This demographic reality means fewer tuition dollars flowing into institutions, particularly those reliant on undergraduate enrollment.

Public and private nonprofit colleges have already felt the pinch, with total postsecondary enrollment showing modest upticks in spring 2025—such as 5.4% growth at public two-year colleges—but long-term forecasts predict a 13% overall decline through 2041. International student numbers, which contribute significantly to revenue, fell 17% for new graduate enrollments in fall 2025, exacerbating losses estimated at billions. Consequently, many universities are curtailing hiring to preserve fiscal health.

Financial Pressures and Widespread Hiring Freezes

Budgetary woes are at the forefront, with over half of private universities posting operating deficits in 2024, a trend continuing into 2025. At least 15 states reduced public university funding last year, and federal changes—like the elimination of Grad PLUS loans starting July 2026—are set to depress graduate enrollment further. Research funding cuts have hit large institutions hard, prompting staff reductions and program eliminations.

Hiring freezes are now commonplace: 63% of Ivy League and private R1 universities, along with numerous public systems, have implemented them through fiscal year 2026. Examples abound, from the University of Southern California laying off over 900 employees to Northwestern cutting 424 positions, about 5% of its workforce. Merit pay pools have shrunk to a median of 3%, with salary caps limiting competitiveness. Deloitte's analysis highlights how these pressures are forcing mergers of administrative functions and cuts to low-enrollment programs, like Ohio State University's elimination of eight majors.

Faculty Hiring Trends: From Tenure-Track to Flexible Models

Faculty positions, traditionally the backbone of higher ed hiring, are undergoing transformation. Non-tenure-track appointments now comprise 70% of faculty hires, reflecting a shift toward adjuncts, lecturers, and clinical roles to manage costs. Tenure-track openings remain scarce, with voluntary turnover for tenure-track faculty at just 6.3% in 2024, but overall faculty vacancies persist in high-demand fields.

In nursing education, for instance, 1,588 full-time faculty positions were vacant across 478 schools in 2025, a 7.2% vacancy rate, with 29.7% unfilled for over a year. Primary hurdles include noncompetitive salaries and a limited pool of doctoral-prepared candidates—80.9% of vacancies require or prefer a doctorate. Institutions are increasingly turning to part-time and non-tenure options, fueling unionization efforts and equity debates. AACN's faculty vacancy report underscores the ongoing shortage in clinical and specialized roles.

Emerging models include joint university-industry hires for principal investigators, allowing shared funding for research positions.

Staff Retention Challenges and Turnover Dynamics

Non-faculty staff face high turnover, with part-time non-exempt roles at 25% in 2024. One in four employees (25%) is likely to seek new opportunities in the next year, down from 33% in 2023, but still elevated. Departments like research, academic affairs, and student affairs are most at risk, with younger workers under 45, men, employees of color, and non-supervisors more prone to leave.

Key pain points include salary dissatisfaction—43% disagree they are paid fairly—and overwork, with 51% working beyond full-time hours. Remote work misalignment persists: 61% prefer hybrid or remote, but only 28% have it. CUPA-HR data reveals that pay remains the top reason for job hunting, compounded by absorbed duties from departed colleagues. Institutions must prioritize compensation equity analyses and flexible policies to stem the tide. CUPA-HR's retention survey offers strategies like informal recognition and professional development to boost retention.

Photo by Erwan Hesry on Unsplash

Technology and AI: Reskilling the Higher Ed Workforce

Artificial intelligence is both a disruptor and enabler. Nearly 93% of institutions plan AI expansion within two years, using it for enrollment modeling and administrative efficiency. However, 78% worry about academic integrity, and MIT estimates 12% of the US workforce, including higher ed roles, could be AI-replaceable.

Skills-based hiring is rising—70% of employers overall, and two-thirds in higher ed contexts—prioritizing competencies over degrees. AI skills appear in 13.3% of job postings. Universities are responding with new AI divisions, like the University of Wisconsin-Madison's College of Computing and AI, and emphasizing human skills like critical thinking. This shift demands reskilling for faculty and staff in data analytics, cybersecurity, and personalized learning tools.

Growth Pockets: Where Hiring Demand Persists

Not all areas are contracting. Fields aligned with workforce needs, such as healthcare education, computer science, and micro-credentials, show resilience. Nursing faculty vacancies highlight demand despite challenges, while online and hybrid programs expand staffing needs. Nondegree credentials, bolstered by Workforce Pell Grants from July 2026, could spur hires in short-term programs.

Public two-year colleges saw 5.4% enrollment growth in spring 2025, signaling opportunities in vocational training. Institutions monetizing assets—like solar projects or public-private partnerships—are creating roles in facilities and development.

• Specialized roles in AI ethics and immersive tech (VR/AR).
• Student success advisors amid mental health crises.
• Esports and experiential learning coordinators.

Institutional Strategies for Competitive Hiring

Forward-thinking universities are adapting. WTW's trends report recommends transparent merit pools, equity-focused recruiting, and AI for talent pipelines. Examples include California State University's HR-accounting mergers and Oklahoma's program consolidations to free resources.

Other tactics:

• Skills equivalency for experienced hires (80% of employers flexible).
• Hybrid incentives to attract remote talent.
• Partnerships for joint appointments.

Enterprise risk management, now in 71% of institutions, aids in forecasting hiring needs.

Actionable Advice for Higher Ed Job Seekers

Aspiring faculty and staff should tailor applications to demonstrate skills via internships (73% employment edge) and portfolios. Target growth areas like nursing or tech, and consider non-tenure paths for entry. Networking on platforms like AcademicJobs.com and gaining AI proficiencies can differentiate candidates in a competitive pool.

Current employees: Advocate for development opportunities and monitor institutional stability signals.

Case Studies: Adaptation in Action

Stanford and Northwestern's targeted cuts preserved core missions, while two-year colleges in Utah (9.4% enrollment surge) ramped up staff for dual enrollment. Large publics like Ohio State streamlined offerings, redirecting funds to high-ROI programs. These cases illustrate resilience through agility. Forvis Mazars' outlook predicts more such pivots amid the demographic cliff.

Photo by Egor Komarov on Unsplash

Projections for 2027 and Beyond

By 2027, expect continued moderation in hiring growth, with 5,400 new faculty jobs projected over the decade but offset by attrition. Consolidation will accelerate—19% of leaders anticipate mergers. Success will hinge on aligning with employer demands for adaptable, skilled talent producers. Optimistically, tech-enabled efficiencies and non-traditional students could stabilize the market, positioning nimble institutions for recovery.

Higher ed hiring's future is cautious yet opportunistic, demanding innovation from all stakeholders.