Guest Post by Julia Corrie, Residence Life Professional
Residence Life offices are the backbone of campus life. Similar to Campus Security and Mental Health Support offices, they provide essential services that ensure the safety, well-being, and development of residential students. Although Residence Life is essential to the function of any college with on-campus housing, the office often faces an uphill battle when it comes to receiving adequate institutional support. The prevailing expectation for Residence Life staff to “do more with less” has become a pervasive and damaging practice that urgently needs to be addressed. At its core, this mindset ignores the reality of what Residence Life offices are asked to accomplish. Managing thousands of students across various housing facilities, supporting resident assistants (RAs), mediating conflicts, and responding to crises all require resources, time, and most importantly, human resources. When resources are stretched too thin, the people within these offices bear the brunt of this strain. Subsequently, the consequences trickle down to the students they serve.
This blog series features different writers responding to the prompt, “What is one practice ResLife departments need to let go of?”
In my experience, this mindset results in high turnover rates for professional staff members in Residence Life as they do not have a choice when it comes to burning out. The mindset shifts to focusing on “just making it through the semester.” As a new professional working in Higher Education, I started my journey in Residence Life. While this is arguably the most challenging functional area of Student Affairs, I do not believe it has to be. When I come into work every day, I do not want my mindset to be “just making it to Friday.” That mindset is what empowered me to make a complete 180 in my professional life in the Spring of 2023. I was working in my first “big-girl” job at a personal injury law firm, and I ended up applying for a master’s program in Educational Leadership focusing on Higher Education Student Affairs. I did not want to continue waking up every day dreading the workday ahead, and I know that I made the right decision making that professional transition. With this being said, I think with improved institutional support to Residence Life offices, this belief may not be as normalized in Student Affairs.
When vacancies arise in Residence Life offices, the hiring process is not as straightforward as it might be for a traditional 9-to-5 role. While a job may be posted in January, the reality is that a new professional might not actually begin until mid-March. This timeline is also generous, as, due to the unique demands of the field, which includes interview schedules, onboarding timelines, and relocation logistics, the hiring process may take even longer. Even though mid-year transitions in roles may be expected or something that can be prepared for annually, this should not automatically translate to an “all hands on deck” approach for the remaining staff. Office or departmental leadership can and should provide additional support during these times, whether through adjusted workloads, providing adequate flex time, or even small actions such as recognizing the extra effort and stress involved. This recognition and intentional support can go a long way in boosting morale and ensuring staff feel valued and supported during these challenging periods. As we look ahead to the spring semester, the potential for mid-year vacancies is a stark reminder of how these gaps disrupt the organizational structure and amplify stress within Residence Life offices.
The truth is, Residence Life offices cannot simply cease operations. Students still move in and out. Policies still need to be enforced. Community building and inclusive programming still need to occur to enhance the residential student experience. On my campus, where there is a three-year residency requirement, the stakes are even higher. Residence Life is not optional, it is essential. Yet, institutional priorities often fail to reflect this reality. When vacancies arise, the default response should not be to redistribute the responsibilities among the remaining staff without a clear, actionable plan to fill those roles. This approach creates a cycle of burnout, low morale, and turnover, which ultimately harms the entire department. By extension, it is also harming the student experience.
If institutions truly value Residence Life as an essential service deserving of additional support, they need to prioritize its needs accordingly. Institutional leadership must recognize that Residence Life offices cannot be expected to function effectively without the people and tools necessary to succeed. Residence Life professionals are deeply committed to their roles and show up every day to holistically support students, often having to choose between their own wellbeing and their job performance. However, this commitment should not be synonymous with exploitation, solely because institutions know that Residence Life offices will never cease to operate. It is time for institutions to stop expecting Residence Life staff to do more with less to survive and instead ensure they have the resources they need to thrive.
