Today’s Tuesday Reading is from Curtis Odom, Ed.D., Program Leader and Executive Coach, MOR Associates. Curtis may be reached at [email protected] or via LinkedIn.
Higher education institutions face unprecedented challenges in an era of rapid technological advancement, demographic shifts, and rising societal expectations. The traditional education models—centered on in-person instruction, tenure-track faculty, and relatively stable administrative structures—are being tested by digital transformation, fluctuating enrollment patterns, and increasing scrutiny over value, equity, and access. As leaders of people within this sector, we must recognize that fostering talent agility is not a peripheral concern but a central strategic imperative. Talent agility is essential for institutional resilience, innovation, and long-term sustainability in a climate of increasing workforce instability.
Higher education institutions face unprecedented challenges in an era of rapid technological advancements, shifting demographics, and evolving societal expectations. As leaders of people within this sector, it is critical to recognize that fostering talent agility is paramount to navigating workforce instability and ensuring institutional resilience.
Understanding Talent Agility
Talent agility refers to an organization’s ability to quickly and effectively adapt its workforce capabilities to meet changing needs. In higher education, this means more than simply hiring or retraining staff. It involves creating a culture of continuous learning, adaptability, and cross-functional collaboration embedded into the institution’s DNA. Faculty and staff must be empowered to embrace new technologies, reimagine pedagogy, develop interdisciplinary expertise, and pivot in response to student demands and external pressures.
The Imperative for Agility in Higher Education
Recent studies highlight the pressing need for agility within academic institutions. A survey conducted by Huron Consulting Group and The Chronicle of Higher Education revealed that colleges and universities struggle to attract and retain talent, facing more open positions and fewer qualified applicants. This talent shortage underscores institutions’ need to become more agile in workforce strategies. Workforce instability is also fueled by economic pressures, including budget cuts, shifts in funding models, and a competitive labor market that lures away top talent with promises of flexibility and higher compensation. Institutions must therefore be proactive in retaining and developing their people. This might involve reimagining roles, introducing hybrid work arrangements, and creating more fluid career paths that enable employees to grow laterally and vertically.
Implementing Agile Leadership
The need for agility is underscored by the demographic changes reshaping our student populations. Declining birth rates in many regions and increasing diversity in race, socioeconomic status, and learning preferences demand that institutions be responsive and inclusive. For human resources leaders and academic administrators, this entails building teams that reflect and understand these evolving constituencies. It also requires supporting employees through targeted professional development, leadership pipelines, and performance systems that reward innovation and resilience rather than time served alone.
Agile leadership is central to fostering talent agility. This leadership style emphasizes adaptability, collaboration, and a willingness to embrace change. By empowering teams, encouraging innovation, and promoting continuous learning, agile leaders can create a culture that supports agility at all organizational levels. For instance, adopting agile methodologies in project management and decision-making processes can enhance responsiveness to change. Leaders can facilitate cross-functional teams that work iteratively, allowing for rapid adjustments based on feedback and evolving circumstances.
Moreover, technological change is contributing to workforce instability and reshaping every facet of university life—from course delivery and student engagement to research collaboration and administrative operations. Adopting artificial intelligence, data analytics, and remote learning platforms requires a digitally literate and adaptable workforce. However, change fatigue is real, and without a culture that supports experimentation and psychological safety, institutions risk disengaging the talent they need to lead the transformation.
Developing Learning Agility
Learning agility—the ability to learn from experience and apply that learning to new situations—is a critical component of talent agility. Encouraging faculty and staff to engage in professional development, interdisciplinary collaboration, and reflective practices can enhance their capacity to adapt and innovate. Research indicates that learning-agile individuals are more likely to succeed in complex, changing environments. Institutions can build a workforce capable of navigating uncertainty effectively by prioritizing learning agility in hiring and development practices. To effectively enhance talent agility, institutions must assess their current capabilities and identify areas for improvement. A “Higher Education, Skills and Work-Based Learning” study introduced a workforce agility assessment framework tailored for higher education institutions. This framework enables institutions to identify strengths and areas for improvement, guiding strategic initiatives to bolster agility.
Balancing Stability and Agility
While agility is crucial, maintaining a degree of stability is equally important. The concept of “stagility,” as discussed in Deloitte’s 2025 Global Human Capital Trends Report, emphasizes the need to balance organizational agility with the stability that employees seek. Institutions can create an environment where agility and stability coexist harmoniously by providing clear structures, consistent communication, and supportive leadership. Technology plays a critical role in enhancing talent agility. Implementing AI-driven platforms can help identify skill gaps, facilitate personalized learning, and streamline administrative processes. By adopting technological solutions, institutions can respond more effectively to changing demands and support their workforce in ongoing development.
Conclusion
Higher education institutions must prioritize talent agility to remain resilient and responsive despite workforce instability and mounting pressures. By embracing agile leadership, fostering learning agility, assessing workforce capabilities, balancing stability with adaptability, and leveraging technology, leaders can navigate the complexities of the modern educational landscape. Through these efforts, institutions will weather current challenges and position themselves for sustained success in the future.
Ultimately, talent agility is a leadership responsibility. It requires modeling adaptability, investing in people, and aligning institutional strategy with workforce planning. It means listening to employees, empowering them with the tools and trust to lead change, and recognizing that the future of higher education will depend as much on its people as on its programs.
As we navigate this volatile environment, let’s remember that institutions prioritizing their talent’s agility will survive and thrive, positioned to meet the future with creativity, confidence, and a renewed sense of purpose.
How would you rate your institution’s talent agility?
Last week, we asked what you think matters most when a university considers integrating IT across the university.
- 26% said a clear purpose
- 26% said an inclusive process
- 15% said established principles
- 15% said intentional wording/naming
- 14% said ongoing communication
- 4% said effective process
Based on last week’s survey on MOR’s experience integrating IT and the most important design issues, respondents underscored the need for a clearly stated purpose along with an inclusive process. People who will be impacted by this change will want to know the “why” behind this initiative. Making a compelling case will be important early on. Having an inclusive process means having stakeholders engaged. Bringing those impacted by the initiative means they will be far more likely to adopt the eventual organizational alignment.