HR challenges in the education sector

1. Teacher supply is falling as retention and recruitment targets are missed

The National Foundation for Education Research’s (NFER’s) annual report found that teacher supply is in a critical state. In 2023, 43,522 teachers left the profession, which is around 9% of the total number in the UK. Compounding the problem, secondary initial teacher training (ITT) recruitment fell short of target numbers by half in 2023/24, and the NFER expects targets to be missed once again.

Among the HR challenges in the education sector one of the most pressing is addressing the teacher shortage. While teacher pay is an important part of the picture (and HR can have little control over this in the public sector), workload is also an essential consideration. In fact, one study found workload to be the most frequently cited reason for leaving the teaching profession, even when teachers claimed to be aware of the challenges before choosing this career path. The NFER modelled a scenario where the overall retention rate permanently improved by 1 percentage point in 2025/26 should workload decrease, which is realistic according to patterns seen previously. It’s thought that this could achieve similar results to increasing teacher pay, specifically by 1 percentage point more than average earnings growth.

The message that HR leaders can take from this is that workload reduction can be a cost-effective way to increase teacher retention. Many of the initiatives that HRM can cover will be technology focused, such as implementing software that can support teaching and assessment, or making use of generative AI tools for lesson planning. If effective HRM can reduce teacher workloads a significant amount, retention and recruitment could in turn become less of a challenge.

2. Many teachers experience barriers to accessing professional development opportunities

Teachers’ continuing professional development (CPD) is important and when pupils are taught by competent, well-educated professionals, this can lead to improved learning outcomes. But while the early career framework (ECF) can help new teachers enhance their practice, there are fewer opportunities for more experienced teachers. According to an independent review of teachers’ professional development, teachers and leaders particularly want:

• More time dedicated to CPD
• More training in teaching pupils with special educational needs and/or disabilities (SEND)
• Higher-quality training and development opportunities

One of the HR challenges in the education sector is addressing the fact that 87% of classroom teachers reported workload as a barrier to accessing development opportunities. Another key concern was the availability of staff to cover lessons. This, then, gives HR professionals some actionable steps that can be taken to begin improving access to and engagement with CPD.

To practically support teachers, HR should consider how to:

• Help manage workloads so that training can be accessed and taken seriously.
• Provide quality training in areas where teachers have expressed a need for more knowledge e.g. specialist SEND teaching.
• Ensure lesson cover is arranged well ahead of time, so teachers can engage with training without admin concerns.

3. Workplaces must be inclusive and create a meaningful culture of diversity, equity and inclusion

According to Deloitte’s global survey, creating a diverse and inclusive culture makes Gen Z and Millennial respondents more likely to stay with their current employer for more than five years. Bringing diversity, equity and inclusion (DEI) into the workplace helps everyone to feel like they belong, from the staff room to the classroom.

The main HR challenges in the education sector are twofold: applying DEI practices to staff recruitment and creating a strong culture of inclusion in the workplace. These are some practical steps that can help schools achieve DEI goals:

1.  Assign a lead and identify champions – setting this out as part of the process is important according to BBC Teach.
2. Promote accessibility internally and externally – ensure school websites and resources are designed and built accessibly and audit the accessibility of the school site.
3. Focus on policy – is your school an equal opportunities employer? Once policies are defined, they must be shared with and understood by recruitment teams so they understand your values and mission.
4. Listen – ask employees about their experiences via office hours, surveys and other appropriate means. Their direct experiences of DEI at work will help influence your next steps.

4. Employee stress levels are high, compromising wellbeing

The 2023 Teacher Wellbeing Index shows that 36% of school teachers reported burnout (up 9% from the year before), and 78% of all education staff/89% of senior leaders experienced stress.  Working in a school comes with many challenges, and HR departments are central to designing wellbeing policies that actually work.

One of the significant HR challenges in the education sector is addressing the high levels of stress and burnout among staff. In Mind’s guidance on teacher wellbeing, an important starting point is introducing, implementing and communicating a mental health at work plan and developing awareness – 48% of teachers were unsure if their workplace had a mental health policy.

But when workloads are not manageable, wellbeing policies fall short – burnout is usually linked to feelings of being stressed, overwhelmed and exhausted by work. Any changes that HRM can make to reduce teacher workload can also go a long way to reducing stress and burnout.

5. HR must be equipped to deal with complex compliance and regulatory requirements

Among the many HR challenges in the education sector, navigating complex compliance and regulatory procedures is a key concern. School HR employees must navigate complex compliance and regulatory procedures, including:

• Maintaining the single central record.
• Completing pre-employment checks.
• Maintaining a duty of care to everyone on site, from fire safety to preventing harassment and discrimination.
• Handling disputes and grievances appropriately.
• Ensuring there are suitable policies covering equal opportunities and DEI, social media and technology use, data protection, academic accommodations and much more. While governors are ultimately responsible, HR will usually be called upon to develop and maintain policies effectively.

Much of this is specific to the education sector so HR professionals will need ongoing training to manage compliance and regulation. Trackers can help manage all obligations throughout the employee lifecycle, especially if these can be automated to take some of the complexity out of compliance operations. HR teams should also not be afraid to advocate for themselves – if gaps in knowledge exist, ask for the necessary support and instigate change.

6. Performance management processes can be difficult to navigate, especially during periods of change

Performance management is essential to help teachers develop in their roles and gain valuable new skills. But overseeing the process can be challenging for HR, especially in an environment of change – performance-related pay has recently been removed, which will require a different approach.

One of the ongoing HR challenges in the education sector is adapting performance management systems during periods of change. For HR professionals, the main responsibilities will involve establishing clear-cut performance management policies and procedures – NASUWT’s guidance states that there should be, amongst other things:

• Clear timelines for the completion of the performance management/appraisal process.
• A number of statements, including the purpose of appraisals and the standards used to inform objective setting.
• A right of appeal against all appraisal decisions.

The other key responsibility is ensuring that line managers are equipped to deliver accurate, helpful appraisals. According to NASUWT, appraisals should contain “no surprises,” which is a key part of managing expectations and making the process constructive.

Setting out standards in advance and formulating a plan to train managers on appraisal delivery will help HR manage their responsibilities. Performance management software can also be an option to help set objectives and record appraisal outcomes.

7. Legacy technology can hold HR back

If schools have dedicated IT resources, technology will likely be their main remit. But specific technology functions will align with HR responsibilities, such as training staff to use new tools and platforms, and establishing data privacy and protection policies.

One of the persistent HR challenges in the education sector is the use of legacy systems that make work harder. By re-assessing technology needs, HR can greatly improve effectiveness. For example, Aquila Trust saw significant improvements in efficiency, control and data management when it implemented HR software for people and payroll processes, resulting in smoother operations and a more effective approach to staff management. And Ewell Castle School was able to improve the process of updating student information, making it accurate and streamlined instead of slow and error prone.

Throughout this article, we have identified practical steps that HR can take to make more of an impact in their roles:

• Finding ways to cut workload for teachers.
• Ensuring teachers are offered – and can engage with – quality training and development opportunities.
• Developing key policies around DEI and mental health.
• Fully understanding and tracking all relevant regulatory obligations throughout the employee lifecycle.
• Updating HR software to improve automation and efficiency.

Relying on the right HR software is a practical way to lessen the load and save days of time. One real-life example comes from Deal Education Alliance for Learning Trust – after implementing new people, finance and budgeting software, annual audits were cut from 40 days to around 25.