Recruitment and Retention in a Challenging Labour Market

Recruitment and retention are no longer HR tasks — they are strategic imperatives that directly impact standards, pupil outcomes, and long-term school sustainability.

Across the UK education sector, recruitment and retention of teachers and senior school staff has emerged as a strategic risk for leaders — with implications not just for staffing but for standards, pupil outcomes and long-term sustainability. Recent workforce analyses paint a stark picture: teacher vacancies, particularly in secondary schools and specialist subjects, are significantly higher than pre-pandemic, even as pupil numbers continue to grow.

The Depth of the Challenge

Schools are operating in the most competitive labour market in decades. With unemployment at historic lows and alternative sectors offering greater flexibility and pay, education struggles to compete for talent. Recruitment into initial teacher training remains below target in most subjects, and vacancy rates have ballooned, forcing many schools to depend on unqualified or non-specialist staff.

Retention is equally concerning. Nearly 10% of teachers leave the state sector annually, with early career teachers being particularly vulnerable to exiting the profession. This attrition erodes institutional knowledge and increases the costs and disruption associated with turnover.

Schools that innovate around workload, flexible roles, and professional development retain talent longer and reduce early-career attrition.

Evidence‑Led Strategies That Work

Emerging research suggests that successful recruitment and retention strategies are multi‑faceted. A summary of evidence highlights four key areas that senior leaders can influence directly:

• Manageable workload and flexible working: Excessive hours and inflexible practices are correlated with higher turnover. Schools that innovate around workload distribution and flexible models see improved retention.

• Supportive, positive school culture: Staff are more likely to stay where leadership actively fosters wellbeing, professional respect and collaborative practice.

• Targeted use of financial incentives: While not a silver bullet, financial incentives such as targeted bonuses or enhanced pay for shortage subjects show promise in attracting candidates, especially into hard‑to‑staff roles.

• Strong induction and development pathways: Effective induction, mentoring and career development — including clear non‑leadership advanced roles — help retain talent longer and reduce early‑career exits.

Effective workforce planning grounded in evidence positions schools to attract and keep the talent needed to deliver excellence in teaching and learning.

Leadership Actions that Make a Difference

For headteachers and business managers, addressing recruitment and retention means thinking strategically about workforce dynamics:

• Benchmark local and national recruitment data to identify subject and phase pressures.

• Audit workload drivers and remove unnecessary administrative burden where possible.

• Design flexible roles and career pathways that appeal to diverse candidates, including part‑time professionals and returners.

• Invest in strong induction and mentoring to build competence and connection from day one.

Long‑Term Imperatives

No individual school can solve a national workforce challenge alone, but leaders who drive culture, innovate around working patterns and align incentives with strategic goals will mitigate risk most effectively. Recruitment and retention must be viewed not as HR tasks, but as core components of organisational strategy — essential to sustaining standards, equity and excellence in UK education.

By grounding workforce planning in evidence and proactively adapting to labour market pressures, senior leaders can position their schools to attract and keep the talent they need to deliver on their mission.

---

School Buy is a UK publication providing practical insight and guidance for senior education leaders, helping decision-makers navigate leadership, finance, governance, and operational challenges with confidence.

We deliver expert analysis, sector news, and practical solutions tailored to the strategic, financial, and operational realities of schools and academy trusts across primary, secondary, and higher education.