Can a ‘Protean Career’ Thrive in South Korean Higher Education Administration?

 "Competence is inversely rewarded."

This was what a staff member at T University told me in a casual conversation about two years ago. At first, it struck me as an exaggeration, perhaps even a contradiction. Surely it couldn’t be that bad, I thought. But as we continued our discussion, I began to see his point. What seemed like a cynical remark was, in fact, a reflection of the frustrations stemming from the structural and inherent limitations in the system. His comment also made me realize that the atmosphere was quite different from what I had experienced at S University, where staff capabilities, pride, and commitment as agents of university innovation were strongly emphasized.

After transitioning from S University to N University (a U.S. campus located in Songdo International City), one question I frequently received from former colleagues was, "How far can you advance over there?" While becoming a university president seemed out of reach, they were curious about whether opportunities for positions like vice president, dean, or director were realistic and attainable. This is not a question exclusive to S University; many university staff members I've interacted with across various institutions have expressed similar curiosity. However, the underlying assumption behind this question points to a shared awareness of the so-called "glass ceiling" that exists in the university sector.

University Administration and the Potential for a Protean Career

The concept of a "protean career" refers to a flexible and adaptable career path—one that evolves freely in response to changing environments. In the private sector, where organizations can no longer guarantee lifelong employment, individuals are expected to cultivate their own unique selling points and develop their ability to create added value. The rise of the so-called "N-jobber" (people with multiple jobs or sources of income) is just one example of this trend.

The growing number of public employees resigning due to low pay and difficulties in handling complaints also reflects this societal shift. It was less than a decade ago that the country was inundated with aspiring civil servants, prompting one author to ask, "Where did all the children who wanted to be president go?" Yet today, the once-bustling streets of Noryangjin, a mecca for civil service exam preparation, are now much quieter, signaling a dramatic change in career aspirations.

Universities are no exception. Once considered a "hidden gem" in the job market around 2010, university administrative positions have now come to be labeled, somewhat disparagingly, as "abandoned jobs" less than a decade later. This shift is telling. A staff member at K University in Seoul recently confided, "In a situation where prestige, salary, and work-life balance are all out of reach, I'm worried that the pursuit of 'self-imposed work-life balance' may gradually lead to professional stagnation." This sentiment is likely shared by many others.

The Power of Professionalism and the Desire for Career Development

As the number of highly capable and active university staff increases, so too does their desire for career development. If such opportunities are not adequately provided or are institutionally blocked, staff members may perceive the lack of fair reward mechanisms based on their contributions and abilities, leading to dissatisfaction and, ultimately, higher turnover.

As is widely known, the higher education career landscape in English-speaking countries is generally much more flexible. Staff are hired based on finely tuned qualifications for specific roles, and compensation is tied to these qualifications. Employees are encouraged to build their expertise in specialized areas within higher education and can demand proportional recognition for their skills. In contrast, the seniority-based salary structures commonly found in South Korean universities are almost non-existent in these countries.

The dominance of U.S. universities on the global stage can be interpreted in various ways. One key factor, however, is the robust presence of "higher education" as a distinct academic field at countless universities. This field nurtures experts through a wealth of content and resources, equipping them with the leadership skills necessary to thrive. As someone who has spent years in university administration, I would argue that one of the key factors behind their success is the vast pool of highly skilled professionals with specialized knowledge and skill sets across various areas of higher education.

Where Do We Go from Here?

Training programs provided by the Korean Council for University Education, Seoul National University's Graduate School of Public Administration, and the Korea Foundation for the Promotion of Private Schools are noteworthy. However, these programs often focus on functional aspects of administration, such as drafting official documents, learning software, and office etiquette. While important, these do not go far enough in cultivating the kind of professionalism needed for more advanced roles. Some leading universities have taken the initiative to design their own human resource development (HRD) programs. Additionally, some highly motivated individuals have created their own curricula or collaborated to publish professional guides for university staff. Various associations also play a significant role in this regard. However, the general consensus is that the need for, and investment in, education and training aimed at enhancing the professionalism of university staff remains limited.

Is a protean career possible in South Korean university administration? It is challenging. The market is small, and opportunities and resources are limited. Yet, it must be done. Without experts leading university administration, which is a key driver of university development and innovation, it will be difficult to effectively design, manage, and advance the complex platform that is the modern university. Moreover, these professionals must navigate the broader, global higher education landscape, generating high-quality added value in a more dynamic and flexible manner. I believe this is the essence of the university administrative profession.

When the cynical notion that "incompetence is rewarded" finally disappears from the university landscape, South Korea’s higher education sector will be in a much stronger position to compete globally.

*This is a translation of the article published on University News Network in September 2024. For the original work, please visit https://news.unn.net/news/articleView.html?idxno=568944.