How campus rec centers keep student employees engaged and growing by making the job more than a paycheck.
In a competitive job market, universities across the country face a growing challenge: how to retain student employees when local businesses offer higher wages and more immediate perks. But for many campus rec departments, the solution isn’t about matching pay — it’s about cultivating purpose.
Below, leaders from Washington to New York share their best strategies for holding onto high-performing student employees amidst hectic schedules, more lucrative opportunities and the need for personal balance.
“Retention starts with building a culture where students feel seen, supported and challenged — in that order,” said Sydney Fanning, the coordinator of Safety Education and Student Development at Washington State University.
Every leader echoed this idea: students are far more likely to stick around when they feel like more than just a name on a shift schedule.
At Louisiana State University (LSU), Brittany Morriss, the assistant director of Student Employment and Training, believes retention starts with a healthy environment. This means a clean facility, flexible scheduling and an incentive program that rewards strong performance.
That sense of community and recognition is central for many. At Syracuse University, Matt Hackett, the director of Recreation, emphasized how belonging drives retention. He encourages teams to spend quality time with student employees and genuinely get to know them.
“Make sure student employees know we couldn’t provide all of our programs and services without them,” said Hackett. “But more importantly, we wouldn’t want to. Working with them is the absolute best part of the job.”
Flexibility is another critical piece. With academics, social life and personal responsibilities all competing for attention, rigid jobs can quickly fall to the bottom of a student’s priority list.
Sarah Luke, the associate director of Campus Recreation at the University of Wyoming, sees this clearly. During stressful times, she’ll bake treats or write thank-you notes as simple ways to show appreciation. But more importantly, she prioritizes schedule flexibility, which she says is key to long-term retention.
Still, even with accommodations and appreciation, universities face a tough hurdle of pay. James Friel, the director of Recreation at Marquette University, noted how difficult it is to compete with local YMCA rates when hiring lifeguards. To address this, they raise summer pay to attract and retain staff. Morriss said LSU faces similar challenges, particularly when up against fast food restaurant wages.
Rather than trying to win a wage war, many universities focus on what they can uniquely offer.
“What may be lacking in wages is made up for flexible work arrangements, professional development opportunities and a fun, rewarding work environment,” said Luke. “It’s an experience and opportunity for professional development that will serve them well in their future professions.”
While some student employees may pursue careers in campus recreation, many won’t — which is why Friel emphasizes lifelong skills like leadership, time management and conflict resolution to help students prepare for whatever comes next.
Fanning agreed, highlighting the importance of proactive scheduling and consistent communication to prevent burnout. “Our job is to keep investing in their development, not just their performance,” she said. “It’s to build systems that grow with them as they lead, learn and eventually launch into what’s next.”
Ultimately, every campus leader shared the same belief: student jobs are more than paychecks, and students are more than employees. These positions offer chances to gain professional skills, build community and grow personally. By investing in student development, campus rec departments aren’t just filling shifts, they’re shaping futures.
