7 best strategies to increase teacher retention

How to improve teacher retention

Explore teacher retention problems and solutions through these seven top strategies, designed to keep teams motivated, increase support and ensure there are opportunities for career development.

1. Increase teacher retention through continuing professional development (CPD)

When teachers first enter the profession, there is a lot to learn. As such, CPD is a requirement during the initial years and teachers have plenty of opportunities to develop their knowledge, skills and practices. For more experienced teachers, CPD opportunities are less prevalent.

Once they are no longer mandatory, teachers will have to seek out CPD opportunities themselves, which is more difficult to do as workloads increase. The schools that provide CPD for all staff have a real opportunity to differentiate themselves, giving teachers the chance to learn and grow personally and professionally as a part of their everyday work, increasing teacher retention.

One point to bear in mind is workload – teachers are incredibly busy, and their timetables might already be full. According to a Department for Education (DfE) independent review, teachers and leaders want more time dedicated to professional development, but 87% of teachers reported workload pressures as a barrier to participation. Schools that are serious about offering CPD will need to address this head on, providing practical support with lesson cover and reducing timetabled obligations where appropriate.

For schools looking to build on CPD, a good place to start is with the teachers themselves. Ask them to answer some key questions around their interests, areas they would like to work on and what they need in order to grow their careers. This will provide invaluable insight into the psyche of staff, helping to refine the CPD opportunities that will be offered.

Surveys can be sent out online to collect responses, or teachers can be asked about CPD during meetings with their line managers.

Best free online survey tools for schools:

• Google Forms
• Microsoft Forms
• All Counted
• Typeform (free trial available)
• Sogolytics (free trial available)

To find a teaching-specific CPD event near you, head over to the edcentral calendar.

2. Encouraging a healthy work/life balance to support teacher retention

A survey by a teaching union revealed that teachers perform the most unpaid overtime of any profession, with two in five teachers working 26 hours for free each week. There is no denying that teachers have a heavy workload, but work patterns like these are not sustainable and much more can be done by schools and senior leaders to redress the balance. Often, overworking can become part of the culture within a school, so leaders should be mindful of leading by example and demonstrating effective prioritisation.

Senior Leadership Teams (SLTs) can also offer practical support to reduce teachers’ workloads, helping to improve their jobs day to day. Steps they can take include:

• Offering flexible hours where possible – for example, dropping expectations around times teachers should be on site outside of school hours.
• Exploring the option of job sharing to allow for part time hours.
• Investing in technology that can reduce teachers’ workloads.
• Setting manageable expectations around workloads by considering what individuals have to take on at different times during the year and bringing in extra support when needed.
• Ensuring there is adequate cover when teachers are off sick or on parental leave, so others do not have to pick up additional work.
• Providing an Employee Assistance Programme to support teachers with mental health
• Offering self-service options for payslips, time off etc. to speed up administration tasks.

By implementing these strategies, schools can not only promote a healthier work/life balance for teachers but also enhance teacher retention rates.

Supporting every team member: Beyond classroom workload

It's essential to recognise that the workload within your school extends beyond just teachers. Your school comprises a diverse team of dedicated professionals, ranging from School Business Managers to lunchtime assistants. In larger settings like Multi-Academy Trusts (MATs), roles such as finance managers and HR managers also play crucial roles. Therefore, it's important to consider the workload of all staff members, regardless of whether they are classroom-based or not.

Utilising software to support various areas such as safeguarding, payroll, HR, budgeting, and Special Educational Needs and Disabilities (SEND) can significantly alleviate the workload for every professional within your school, including those who aren't in the classroom full-time.

For further details, explore our range of products designed to support back-office and operational tasks:

• HR software for schools
• Payroll software for schools
• Finance software for schools
• Budgeting software for schools
• Parent communication software for schools

3. Connect with your teachers on a personal level

With such busy day jobs and a hectic schedule, teachers can end up feeling out of touch with the wider school community and the SLT. A key function of the SLT is to develop and motivate staff, so connecting with them on a personal level is important. Everyone in the school should feel that they are working towards the same big picture goals and share the same overall mission, which could help to improve teacher retention. These are some of the ways the SLT can develop better connections with teachers:

• Encourage and initiate social events where staff can get to know each other, ensuring members of the SLT are present.
• Set up regular office hours when teaching staff can access the SLT to ask questions, raise concerns and share feedback. This helps to create an open, ongoing dialogue.
• Ensure time is given to staff and teachers for appraisals - time for them to share their development needs and provide 360 feedback in a safe and constructive environment.
• Schedule one-to-one meetings between teachers and SLTs. These do not have to be held often – everyone is busy – but they will help to establish a direct connection.
• Ensure the school has clearly defined, actionable goals, communicated by the SLT.

4. Eliminate toxic cultures

According to ASCD, a global education organisation, there are 10 signs of a toxic school culture:

1. No clear sense of purpose
2. Hostile relations
3. An emphasis on rules over people
4. An absence of honest dialogue
5. More self-preservation than collaboration
6. Unofficial meetings instead of official lines of communication
7. Punishment instead of recognition
8. A palpable lack of emotional safety, where people are afraid to speak up
9. A small group that controls the conversation
10. An absence of risk taking for fear of getting it wrong

These signs can indicate a workforce that is worried, stressed, demotivated and distrustful of each other and of management, impacting teacher retention. The staffroom is often at the centre of a toxic culture, with teachers expressing dissatisfaction amongst themselves or, even worse, undermining each other. This can perpetuate toxicity in the workplace and make it feel like an inevitability rather than a battle worth fighting.

What’s more, it can be difficult to identify at first, especially if the SLT is not spending enough time “on the ground” with teachers. Over time, a toxic culture might manifest itself through:

• Increased absences
• Mental health concerns amongst teaching staff
• High turnover rates

Some of the steps that schools can take include:

• Reducing stress levels amongst staff, making provisions for wellbeing and mental health. Writing for teacher mental health charity Education Support, one middle leader advised SLTs to “just give staff reasonable expectations and the time needed in order to meet them. Instead of a wellbeing day or session, why not give staff time for collaboration in order to plan, moderate or something similar so they don’t need to do so after school or at lunch.”
• Communicating clearly with all staff and having a formalised communications strategy to get messages across from leaders and unite staff in one single mission.
• Offering CPD so staff can keep up the momentum with their own learning.
• Ensuring diversity in leadership and within the teacher population so that different viewpoints and life experiences are represented.
• Lessening scrutiny. While lesson observations can help with teachers’ development, constant checks can undermine trust.
• Showing appreciation so teachers know they are doing a good job.

Types of organisational culture: Punishment and recognition dynamics in schools

Within the context of a school environment, organisational culture profoundly influences the behaviour, attitudes, and performance of students, teachers, and administrators alike. One crucial aspect of school culture revolves around the dynamics of punishment and recognition. How a school approaches discipline and acknowledgment can significantly shape its learning atmosphere and the overall well-being of its members.

Open punishment and closed recognition vs closed punishment and open recognition:

• Culture of Open Punishment and Closed Recognition - In this type of culture, mistakes or failures are openly punished or criticised, creating an environment of fear or distrust. However, successes or achievements may not be openly recognised or celebrated. This can lead to demotivation, low morale, and a lack of innovation as employees may feel discouraged from taking risks or sharing ideas.
• Closed Punishment and Open Recognition - Here, punishment or criticism may occur behind closed doors, away from the public eye. However, successes and achievements are openly recognised and celebrated. While this culture may foster a more positive atmosphere compared to open punishment, it still carries the risk of demotivation if employees perceive punishment as unfair or arbitrary.
• Closed Punishment and Closed Recognition - This type of culture may involve keeping both punishment and recognition private. While it might shield individuals from public scrutiny, it can also create an opaque environment where feedback, both positive and negative, is not openly shared. This can hinder communication and growth within the organisation.
• Open Punishment and Open Recognition - In this ideal scenario, both punishment and recognition are transparent and communicated openly. Mistakes are addressed constructively, with opportunities for learning and improvement, while achievements are acknowledged publicly, fostering a culture of accountability, trust, and continuous improvement.

Ultimately, the most effective organisational cultures typically emphasise open communication, constructive feedback, and recognition of achievements, while providing support and opportunities for growth and development.

5. Provide career progression and give professional recognition to help increase teacher retention

Feeling undervalued is one of the key factors affecting teacher retention. When teachers feel their work is not valued, this can affect their mood, wellbeing and performance at work. The practice of providing consistent recognition for a job well done is a simple yet profound change that SLTs can make, helping teachers to stay motivated. Ideas to improve recognition include:

• Calling out key achievements in assemblies and meetings.
• Giving out cards and small tokens of appreciation.
• Creating department awards to recognise outstanding performance.
• Providing opportunities to celebrate collective achievements at the end of term or the school year.
• Presenting handwritten notes or awards from leadership upon the completion of key achievements.
• Encouraging collaboration so staff recognise each other’s successes.
• Using recognition software that allows staff to digitally recognise and celebrate aspects of each other’s performance.

Remember that everyone will enjoy being rewarded and recognised in different ways. Be mindful of this and think about the different forums available to promote recognition among teams.

The ultimate recognition is a promotion or career progression opportunity, signalling to a teacher that they are outperforming in their role and are a culture carrier in the school.

According to a report on teacher progression by TES, 48.8% of surveyed teachers thought there was a lack of career progression at their current school, and 20.4% said a lack of progression would make them look elsewhere for opportunities.

By focusing on career progression for talented teachers, communicating job openings, hiring internally where possible and promoting self-development, schools have a real opportunity to retain their teachers.

6. Ensure staff have full support from leadership, which goes a long way towards increasing teacher retention

Teachers look to those in leadership positions to shape the school’s values, culture and operational systems, which have such an important bearing on everyday life at work. But headteachers and senior leaders often lose touch with the people they employ and don’t fully comprehend what matters to them, or know the areas where they might need help. In a TES survey, 17.2% of teachers who felt unsupported by their leadership team said they would look to move schools within the next three years, but would stay if this changed. This is a stark reminder of the importance that leadership support holds.

As discussed earlier, keeping an open dialogue between teachers and the SLT is really important to ensure challenges are uncovered and the SLT can intervene as needed. Surveys are also a tool commonly used to understand what teachers need in terms of specific support. Answers can be anonymous so teachers feel confident to be open and direct. Surveys will often include question such as:

• Name the key challenge you face in your everyday role
• What does the school do well?
• What could the school do better?
• What does the SLT need to know?
• Do you feel proud to be part of the team?
• How can the SLT provide better support?

Survey data can then be used to shape school policy and practices. Teachers should also have a forum to speak directly with senior leaders on a one-to-one basis.

7. Using technology wisely to further the school’s mission

Can technology really improve teacher retention? In schools, the basics need to be right. Teachers must be paid on time and correctly, absences should be recorded properly, and it should be simple to request time off when needed (particularly as it will often be due to an important occasion, a serious life event or an illness if a teacher needs time off during the school term).

Administration for teachers should be streamlined where possible and tasks outside of teaching should be minimised to prioritise education. Technology is essential for all of this and when its capabilities are fully utilised, strong foundations are formed to support ongoing progress. In this sense, technology certainly has a part to play in improving teacher retention.

School software can unburden busy teachers and save more time in the school day, automating and streamlining tasks such as HR, payroll, budgeting, finance, and parent communication functions. If your school is stuck in a rut using legacy systems and is not making full use of technology, consider how transitioning to a comprehensive software solution can be transformative for teachers, pupils, and other school staff.

By consolidating various functions into a single solution, schools can avoid the disjointedness of legacy systems and benefit from a unified ‘workspace’ that seamlessly integrates all essential processes.

Here at Access Education, our operational tools can be accessed via ‘Access Workspace’, a single-sign on platform that connects payroll, finance, HR and more. To find out more about Access workspace, visit this link.

Planning Ahead for Future Compliance and Regulatory Changes

In addition to addressing current challenges, forward-thinking schools should also consider the landscape of compliance and regulatory changes that may arise in the future. By anticipating these shifts and planning ahead, schools can better allocate resources and manage potential disruptions effectively, potentially increasing teacher retention.

All schools expected to be part of a multi-academy trust by 2030

Consider the recent developments in educational policy, such as the release of the White Paper titled "Opportunity for all: strong schools with great teachers for your child" by the Secretary of State for Education on 28 March 2022. This White Paper outlines the government's vision for the future of schooling, with a particular emphasis on a significant shift: by 2030, all schools are expected to be part of a multi-academy trust (MAT).

The implementation of such a directive could have profound implications for teacher retention. As schools transition to MATs, teachers may experience shifts in their roles, responsibilities, and working environments. Uncertainty about the transition process, changes in leadership structures, and adjustments to school cultures could potentially impact job satisfaction and morale among teaching staff.

Furthermore, the restructuring of schools into MATs may introduce new challenges and opportunities for professional development and career progression. Teachers may seek reassurance and support from school leadership to navigate these changes effectively and adapt to the evolving educational landscape.

Data protection and privacy

Moreover, with the increasing emphasis on data protection and privacy, schools must stay ahead of regulatory frameworks like the General Data Protection Regulation (GDPR). By implementing robust data management systems and fostering a culture of compliance, schools can mitigate the risks associated with data breaches and safeguard sensitive information.

To effectively manage future compliance and regulatory changes, schools should allocate dedicated resources and establish mechanisms for ongoing monitoring and adaptation. This may involve investing in staff training, partnering with external consultants, or leveraging technology solutions designed to streamline compliance processes.

By embracing foresight and planning ahead for regulatory changes, schools can position themselves for long-term success while ensuring the continued well-being of their students and staff.

Wrapping up: Retaining teachers is challenging but changes from leadership can help

There is no quick fix for teacher retention, particularly in an already challenged field where teachers are leaving at concerning rates. SLTs must look holistically at the school environment to understand where change can occur and how staff can best be supported, so they can develop an effective teacher recruitment and retention strategy.