The Emergence of a Two-Tier Workforce in UK Higher Education

In the UK's higher education landscape, a stark divide has emerged between secure, permanent academic positions and a growing pool of precarious roles characterised by fixed-term contracts, zero-hours arrangements, and hourly-paid work. This two-tier workforce—where a core of stable teaching-and-research academics coexist with a flexible underclass handling much of the teaching load—threatens to undermine the sector's attractiveness to talented professionals. Precarious contracts, defined as non-permanent employment lacking guarantees of continuity, such as fixed-term contracts (FTCs) limited to specific projects or terms, zero-hours contracts offering no minimum hours, and hourly-paid gigs, now affect nearly one-third of academic staff. This shift, accelerated by financial strains and fluctuating student numbers, erodes job security, career progression, and overall appeal of academia as a profession.

Historical Trends: Expansion Followed by Contraction

Over the decade from 2014/15 to 2024/25, the total number of academic staff in UK universities grew by 23%, from around 200,000 to approximately 245,000. Much of this expansion came from teaching-only roles, which surged 64% from 52,000 to 85,000 positions, rising from 26% to 35% of the total workforce. Teaching-and-research roles, traditionally the backbone of academia, increased modestly by 9,000 but fell as a proportion from 49% to 43%. Research-only posts saw slower growth of about 8%.

However, 2024/25 marked a turning point with the first recorded decline in academic headcount, dropping 1% to 244,755. Teaching-only roles bore the brunt, falling 4% or 3,600 positions, while fixed-term contracts decreased 3% to their lowest since 2015/16 and zero-hours contracts dipped from 1.7% to 1.4% of staff. Despite these shifts, open-ended or permanent contracts now cover 70-72% of academics, up from 65%, signaling gradual stabilisation amid crisis.

Breaking Down Precarious Contract Types

Fixed-term contracts remain prevalent, comprising 29% of academic roles in 2023/24, with 64% of research-only staff and 35% of teaching-only on FTCs. Zero-hours contracts affect 2% overall, but 4% of teaching-only staff, totaling around 3,780 individuals. Hourly-paid arrangements hit 14% of academics, disproportionately 36% in teaching-only roles (nearly 31,000 people). These figures, drawn from Higher Education Statistics Agency (HESA) data, highlight how precarious work clusters in frontline teaching.

Part-time work exacerbates insecurity: 70% of teaching-only roles are part-time, compared to just 19% for research-only. Women face higher exposure, with 30% on FTCs versus 28% for men, and elevated rates among Black, Asian, and mixed-ethnicity staff.

The Rise and Risks of Teaching-Only Contracts

Teaching-only contracts have ballooned to dominate growth, yet recent culls hit them hardest amid falling international student numbers. In 2024/25, these roles—often 64-70% part-time and 35% fixed-term—dropped sharply, reflecting demand volatility. While open-ended teaching-only posts rose from 46% to 65% over the decade, pay disparities persist: only 15% of full-time teaching-only staff earn above the £52,183 median, versus 75% in teaching-and-research roles.

This specialisation creates silos, limiting staff to pedagogic duties without research time, which hampers career advancement and institutional knowledge sharing.

Human Impacts: Career Stagnation and Well-Being

Precarious contracts erode appeal by fostering uncertainty. Early-career researchers on 64% fixed-term research-only roles struggle with serial short-term posts, hindering grant applications and publications essential for permanency. Teaching-only staff, often women (55%) and part-time, face pension exclusions and financial instability, as seen in cases like Sheffield Hallam University's subsidiary employment model.

• Financial strain from summer pay gaps in term-time contracts.
• Mental health toll from job insecurity and workload pressures.
• Disproportionate effects on underrepresented groups, widening diversity gaps.

Two-thirds of university staff report considering leaving the sector due to these issues.

Photo by Eden Constantino on Unsplash

Institutional Consequences: Quality and Innovation at Risk

A two-tier system fragments academia. Teaching-only staff's lack of research exposure diminishes research-informed teaching, while fixed-term researchers prioritise outputs over collaboration. This risks eroding academic autonomy, as specialised roles constrain holistic contributions. Student satisfaction dips with higher casual staffing, and long-term innovation suffers from talent churn.

Financial crises—deficits, visa curbs on international students—exacerbate cuts, with over 12,000-13,000 redundancies announced recently, disproportionately hitting temporary roles.

Stakeholder Perspectives: Calls for Change

Dr Fadime Şahin, senior lecturer at the University of Portsmouth, warns of a stratified workforce based on pay, progression, and influence, urging awareness and action. Prof Cornelia Lawson of the University of Manchester attributes teaching post declines to student shortfalls, preserving research investment for upcoming Research Excellence Framework (REF). UCU highlights endemic casualisation, disproportionately affecting women and minorities. Ernestine Gheyoh Ndzi of York St John University sees selective restructuring narrowing pathways.

For deeper insights, explore the detailed Times Higher Education analysis on these trends.

Case Studies: Universities Leading Reform

Some institutions demonstrate viable paths forward. Durham University scrapped nine-month teaching fellow contracts for 12-month minimums after a successful UCU-backed campaign, improving financial stability and research time. The University of Cambridge reviewed casual workers, introducing a Decision Tree for proper classification, Guaranteed Minimum Hours Contracts, and transitions to employment status via union collaboration.

Other successes include the University of Bath's anti-casualisation agreement, Sheffield's enhanced postgraduate researcher teaching contracts, and Sussex's pay rises for doctoral tutors. These cases show targeted negotiations yield security gains. See UCU's case studies for more.

Government Reforms and Policy Shifts

The Employment Rights Act 2025 introduces phased changes from 2026, curbing exploitative zero-hours by mandating guaranteed hours for regulars, reasonable notice for shift changes, and protections against unfair dismissals. While not banning zero-hours, these target higher education's gig-like roles. Universities must adapt workforce planning amid broader post-16 skills reforms emphasising quality training.

UCU's latest precarious work report underscores ongoing needs: download here.

Practical Strategies for University Leaders

Managing the two-tier workforce requires proactive steps:

• Contract Conversion: Audit and transition long-term casuals to open-ended roles, as Cambridge did.
• Workforce Planning: Forecast demand to minimise FTC reliance; prioritise multi-year funding for research.
• Diversity Audits: Monitor impacts on women and ethnic minorities, offering progression pathways.
• Pension and Benefits Equity: Extend schemes to subsidiaries and part-timers.
• Union Partnerships: Negotiate like Bath and Sheffield for mutual gains.

These build resilience, enhancing appeal.

Photo by Hakim Menikh on Unsplash

Future Outlook: Restoring Academia's Appeal

While challenges persist, declining precarious metrics and reform precedents offer hope. Universities investing in stable roles will attract top talent, fostering innovation and equity. Sector leaders must balance finances with people, ensuring UK higher education remains a beacon of opportunity. Aspiring academics can explore stable paths via targeted job searches and career advice.