Kingsbridge Institute of Learning

Recruitment and retention remain critical challenges for the sector. Despite a growing need for qualified teachers, particularly in shortage subjects, recruitment shortfalls and high leaving rates are straining the teacher workforce. But what does this mean locally, nationally and within our partnership?

The Recruitment Shortfall

There is a lot of complexity in the system and 6,500 additional teacher headlines should not in our opinion distract from the main challenges related to recruitment and retention. Prior to the pandemic, Kingsbridge EIP SCITT reported on the challenge in meeting both local and national recruitment targets and the difficulties particularly in subjects like Physics, Computing, Design and Technology, Sciences, Music, Maths, and Geography. The pandemic temporarily boosted recruitment as the broader labour market weakened, but recruitment numbers have returned to pre-pandemic experiences, leaving us far short of targets. Forecasts indicate significant gaps in the supply of teachers for primary schools and many secondary subjects, including English, all Sciences, and Religious Education. These shortfalls of course place pressure on schools.

The Retention Challenge

A key part of addressing these issues should focus on improving retention. Teacher leaving rates float around 10%, with more recently larger numbers of mid-career teachers exiting the profession compared to previous generations, where most departures were due to retirement. The Labour government have pledged to recruit 6,500 additional teachers to address these challenges. However, achieving this pledge in our experience and opinion requires a dual focus on recruitment and retention, as highlighted in Bridget Phillipson's recent call for retention-focused strategies. To grow the workforce, policies should tackle the reasons teachers leave, as well as the barriers to entry.

Addressing the Core Issues

Pay and Reward: Recent increases in starting salaries are a step in the right direction, but experienced teachers still face some pay disparities compared to other graduate professions. While teaching pensions and term time working arrangements are valuable, more competitive salaries for mid-career teachers are crucial to retaining more of the workforce. Retention payments or targeted bursaries could be considered/utilised to incentivise teachers to remain in the profession, particularly in shortage subjects.

Workload and Working Conditions: Excessive workload is the primary reason teachers leave early. Surveys recently revealed that hours worked had increased amongst teachers and school leaders, with teachers facing mounting pressures from behaviour management, lesson planning, safeguarding, and marking. Efforts should therefore be placed on reducing workload such as streamlining assessment policies, providing administrative support, and leveraging supportive leadership cultures. Schools that prioritise well-being, offer flexible working, and provide off-site planning time have seen positive impacts on staff retention.

Flexibility and Work-Life Balance: The teaching profession needs to consider how it can adapt to the changing expectations of the workforce. Flexible working practices, such as part-time roles and job shares, are increasingly in demand. Surveys show teachers are willing to trade small salary reductions for part-time options or greater flexibility, but this requires careful timetabling and proactive leadership. Consideration should be placed on these policies and actions.

Diversity and Inclusion: School leaders should also place a focus in their recruitment policy/strategies in building a workforce representative of the communities served by their schools/trusts, addressing barriers faced by graduates from ethnic minority backgrounds. Inclusive recruitment processes and targeted support can help attract and retain a more diverse teaching workforce.

Considering Generation Z: School Leaders should consider the needs of Gen Z graduates who often seek careers with social impact, and teaching aligns with this aspiration. Promoting teaching as a pro-social, purpose-driven profession can help attract this cohort, provided working conditions and salaries align with their expectations.

A Path Forward...

Recruiting 6,500 additional teachers will require not just more entrants into ITT but also a systematic approach to retention. By improving pay structures, addressing workload, offering flexibility, and leveraging inclusive, supportive environments, the teaching profession can become more attractive and sustainable. The challenge is significant, but with coordinated effort and targeted action, we can meet it and ensure the next generation of learners is taught by passionate, well-supported educators.
At Kingsbridge, this mission begins with preparing new teachers to thrive in their roles while supporting schools in our partnership to create environments where great teachers want to stay. We look forward to continuing to work with our schools and their leaders in addressing these challenges.