Student Affairs professionals report concerns of stress, burnout, work-life balance issues, overall job satisfaction, and unrealistic demands and expectations often resulting in employees exiting the field (Boehman, 2007; Evans, 1988; Lorden, 1998; Marshall et al., 2016; Mullen et al., 2018; Rosser & Javinar, 2003; Ward, 1995). The COVID-19 pandemic further intensified many of these staffing issues. Because student affairs staff serve in integral roles on college campuses and add significant value through programming, services, and resources designed to enhance student success and persistence, there is a need to address these staffing concerns. (McClure, 2021). The goal of this study and Executive Position Paper was to examine student affairs staffing issues from the lens of ideal worker norms and via the perspective of senior student affairs officers (SSAOs). The premise of ideal worker norms assumes that employees have unlimited time to give to their jobs/careers, and it is implied they will dedicate whatever time is necessary for the good of their organization (Acker, 1990; Sallee, 2021; Williams, 1989). Sallee (2021) argued that those serving in leadership roles should utilize strategies to disrupt ideal worker norms that are contributing to student affairs staffing issues. This qualitative study utilized interviews with 12 SSAOs to confirm the presence of ideal worker norms contributing to student affairs staffing issues and identified resulting strategies that SSAOs are utilizing to address these concerns. Using the study findings, I developed a VALUE Staffing Framework as a resource for higher education leaders to address student affairs staffing issues. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]