Higher education's approach to cyber talent: Lessons in recruitment and retention

by Michael Sink for eCampus News

The cybersecurity threat environment continues to evolve at an accelerating pace, prompting organizations in every industry to intensify their efforts around hiring and, critically, keeping experienced cyber professionals on staff. The challenge is particularly acute in higher education, where institutions face dual responsibilities: safeguarding institutional research, student data, and sensitive information while simultaneously preparing future cybersecurity workforces.

While cybersecurity teams across the private sector continue to grapple with high turnover rates, higher education institutions are keeping cyber talent onboard. According to a recent EDUCASE report, two-thirds of higher education cybersecurity and privacy professionals reported little to no turnover over the past year–a striking contrast to the broader industry's struggle to retain skilled cyber talent. Though this trend may fluctuate as labor markets shift and technology advances, many institutions are doubling down on strategies that extend well beyond salary–including investments in continuous learning, building cohesive team cultures, and deploying cutting-edge security tools and technologies.

This resilience isn't accidental. It reflects something fundamentally different about how higher education approaches people, purpose, and the work itself. As the broader cyber skills gap grows, industry can learn from higher education institutions and adapt creative strategies to attract–and retain–top talent.

The unexpected strengths of higher education teams

For many cybersecurity professionals, the appeal of higher education extends beyond compensation. The sector's mission, including protecting institutional research and enabling student achievement, offers a sense of purpose that few corporate environments can match. This connection to meaningful work, combined with visible daily impact and opportunities for professional recognition, cultivates a deeper sense of belonging and institutional commitment.

The structure of cyber teams in academia reinforces this dynamic. Departments tend to be lean and tightly connected, creating environments where members genuinely know one another and feel invested in collective success. This intimacy builds a shared identity that transcends the typical employer-employee dynamic.

A significant contributor to this loyalty is the prevalence of "homegrown" talent. Many cybersecurity professionals begin their careers as student workers or interns, then advance into permanent positions. This progression from within means employees possess deep knowledge of the institution and genuine care for its welfare–they're not just hired hands but integral community members.

Layered atop these factors is higher education's competitive benefits structure. Benefits packages–particularly strong retirement plans, health insurance, and job security–frequently exceed what private sector peers currently provide. For mid-career professionals with families and long-term financial goals, these benefits can effectively counter any salary gap.