Stretch Assignments at IET: What We’ve Learned So Far

In 2025, Information and Educational Technology (IET) launched its Stretch Assignments Self-Service Program, a flexible framework that supports short-term, skill-building projects outside an employee’s regular role. 

In its first year, the shift has helped normalize career development conversations. Staff are better equipped to initiate growth discussions, supervisors have clearer tools to respond, and HR provides structure without adding unnecessary barriers.

That kind of progress matters in higher ed IT, where teams are often balancing rapid change, evolving technology needs and limited capacity, all while trying to retain talented staff and support long-term growth. In that environment, creating practical ways for employees to build skills and explore new challenges within their current roles can make a meaningful difference.

The goal: make career growth easier to pursue through structured conversations, not job changes.

Now in 2026, the first year shows encouraging progress in both participation and development dialogue.

Why Stretch Assignments?

Career opportunities ranked among IET’s top three concerns in the 2022 Glint survey, with 58% of staff reporting dissatisfaction. Among those dissatisfied:

• 85% were not using UC Davis career development resources
• 49% said “new challenges” were very or extremely important to career advancement
• Only 42% were interested in staying in their current role, compared to 79% of satisfied staff, signaling potential retention risk

The message was clear: staff were seeking greater growth and challenge. Stretch assignments offered one way to provide those opportunities within existing roles.

What the 2024 Pilot Showed

In 2024, IET piloted two stretch assignments over five months.

Results were promising:

• Knowledge and skill levels increased by 4 to 6 on a 10-point scale
• The average time investment was 144 hours (combined volunteer and sponsor time)
• The time commitment was greater than an online course, but less than a job rotation

Participants emphasized the relationship-building and development impact:

• “Without this stretch assignment, I would not have developed these relationships.”

• “I would absolutely recommend stretch assignments.”

The pilot confirmed that stretch assignments can build skills, expand networks and create meaningful development without requiring a role change.

What Was Getting in the Way

Given the strong results from the 2024 pilot, IET conducted a follow-up survey to better understand why stretch assignments were not being more widely adopted.

The findings pointed less to policy barriers and more to practical challenges:

• 44% of staff who wanted stretch assignments were either not asking or had been rejected
• 62% of supervisors did not submit pilot proposals, most often citing lack of time and ideas

At the same time, polling suggested there was enough interest and potential project work to meet demand if time could be intentionally protected.

Recurring themes included time constraints, alignment challenges, budget considerations, and hesitation to initiate conversations. Another key insight: meaningful stretch work was often already happening informally, driven by employees taking initiative.

That reflects a familiar reality in higher ed IT. Employees often develop new skills by stepping into emerging needs, helping on cross-functional efforts or taking on work adjacent to their formal roles. The self-service model helps make that kind of growth more visible, supported and intentional.

The Shift to Self-Service

In 2025, IET transitioned to a self-service model focused on enabling better conversations with less administrative burden.

The framework includes:

• A UC Davis-wide HR policy
• Conversation training for staff and supervisors
• Optional post-training coaching
• A knowledge base article
• A streamlined Stretch Assignment Memorandum of Understanding (MOU) form
• HR review and tracking

In its first year:

• 57 staff and supervisors completed training
• 2 supervisors and 1 staff member requested coaching
• 2 MOUs were submitted

Beyond the numbers, the shift has normalized development conversations. Staff are better equipped to initiate growth discussions, supervisors have clearer tools to respond, and HR provides structure without adding unnecessary barriers.

Looking Ahead

After one year, one thing is clear: demand for growth is real. The biggest obstacles are time, clarity, and communication — not policy.

By continuing to center conversations and simplify the process, IET is building a sustainable pathway for staff to take on new challenges and continue growing in the roles they value.