This blog series features different writers responding to the prompt, “What is the future of the RD position and role?”
Guest Post by Younna Gooden, Residence Life Professional
Resident Directors, Residential Life Coordinators, Hall Directors, Community Coordinators, what are we to our institutions? Most consider us a catch all, to be all things to all people. We have to be conduct officers, counselors, professors, mentors, advisors, academic coaches, event planners, care officers, advocates, and more. But why is that? What do RDs get stuck with so much of the “other duties as assigned,” even though those functions are essential parts to another department or office on campus?
As some campuses slowly recover from “The Great Resignation”, what are we doing in higher education, specifically housing and residential life, to retain our talented, passionate, driven individuals on our teams or that join our teams? Student Affairs is no longer blind to the oppressiveness and disparities within our positions. Are RDs property managers, student affairs professionals, conduct officers, or all these above? If all these above, why? Why do we continue to overwork and undervalue those to the point that they leave the position, institution, and worse leave the field of higher education all together? We try to dress it up as leadership, development, or growth opportunities, which don’t get me wrong, they are, but is it also not more work.
Is it because we’re understaffed? Is it because we lack the funding? Or is it because we have not taken an assessment of our practices, procedures, and policies to see what needs to change or adapt? Are you listening to RDs about what they need, want, and advocate for? Are they sitting in the meetings and spaces to have their voices heard and are you active listening? When plans that directly affect them are being made, are we considering staff care and best ways to support them?
Retaining Resident Directors necessitates a commitment to care, active listening, and transparency. Furthermore, inclusion in decision-making processes is crucial. For instance, involving them in facilities meetings related to new housing facilities allows for valuable input on building structures, office layouts, apartment designs, event spaces, and front desk setups based on their daily experiences in the communities. Investing in thorough training and onboarding is paramount. Simply providing a manual is insufficient; a well-defined plan for professional development is required. How do you invest in your RDs? Can you give them more funding or opportunities for professional development? Can you make concessions by working with campus partners to get parking spaces or campus gym membership? Regular evaluation of living costs, accounting for inflation, and adjusting compensation and benefits accordingly are essential to demonstrate commitment.
Moreover, acknowledging the extra hours Resident Directors invest beyond the standard workweek and providing them with adequate time off or flexibility is crucial for their well-being and the success of the department.
As we grapple with these considerations, it becomes evident that the continued expectation for Resident Directors to be the catch-all without sufficient empathy and support will hinder the retention of these professionals. Addressing the challenges of underappreciation and overwork is paramount to stem the loss of valuable talent. Departments facing difficulties in hiring or retaining Resident Directors should contemplate a comprehensive evaluation or audit of the RD position and responsibilities, including the often overlooked “other duties as assigned.” Resident Directors are the catalysts for community development, and without their sustained engagement, residential experience programs will struggle to thrive.
