Headteachers across the country are all too familiar with the persistent challenge of attracting and retaining high-quality teachers. As the education landscape evolves, understanding the deeper factors that influence entry into the profession—and long-term commitment to it—is crucial.
Recent research by Professor John Jerrim offers fresh insight into the demographic, academic, and motivational factors shaping the teaching workforce. Shared by Lee Owlston on his blog for Ofsted, this research provides a data-driven foundation for rethinking recruitment and retention strategies.
You can access the full research summary here:
Key Findings for School Leaders
1. Socioeconomic Background
Students from lower socioeconomic backgrounds—particularly those eligible for free school meals—are significantly less likely to enter the teaching profession. The primary reason is lower academic attainment at earlier stages, not a lack of interest or ability. However, once in the profession, these individuals are just as likely to stay as their peers.
Leadership takeaway: Improving outcomes for disadvantaged pupils could expand the future teacher workforce. Schools should also consider targeted outreach to high-potential students from underrepresented groups.
2. Language and Cultural Diversity
Students who speak English as an additional language (EAL) are underrepresented in teaching roles. Even when academically qualified, they are less likely to enter the profession and more likely to leave early.
Leadership takeaway: Develop inclusive recruitment pathways and mentoring schemes that actively support candidates from linguistically and culturally diverse backgrounds.
3. Student Lifestyle and Local Ties
Undergraduates who live at home during university are more likely to become teachers—and remain in the profession. Factors such as financial stability, family support, and a sense of local belonging appear to influence these choices.
Leadership takeaway: Consider regional campaigns and partnerships with local universities to engage students with strong community ties.
4. University Prestige and Career Choice
Graduates from high-status universities are less likely to enter teaching and more likely to leave if they do. The perceived prestige and pay of alternative careers are likely drivers.
Leadership takeaway: To attract top graduates, schools must highlight the value, purpose, and leadership opportunities within teaching. Wellbeing, career progression, and impact must be at the centre of recruitment messaging.
What Can School Leaders Do?
This research makes one thing clear: recruitment and retention require more than just advertising roles. They demand a strategic, inclusive, and values-driven approach to workforce development.
Practical Strategies for School Leaders:
1. Early Outreach and Engagement
- Develop links with local schools and universities to promote teaching as a meaningful, attainable career—particularly for underrepresented students.
- Host school experience days and ‘Teach Meet’ events for potential recruits.
2. Mentorship and Early-Career Support
- Offer strong induction programmes for new staff, supported by coaching and peer mentoring.
- Use structured tools like our New Staff Induction Checklist to ensure consistency and care from day one.
3. Prioritise Professional Growth
- Invest in meaningful CPD pathways and leadership development.
- Use reflective tools and appraisal frameworks that focus on both wellbeing and growth.
- Explore the MasterClass on Retaining Talent for strategies to keep staff inspired and supported.
4. Build a Positive School Culture
- Promote collaboration, wellbeing, and recognition in daily practice.
- Create a workplace where staff feel valued, listened to, and empowered to lead change.
- Access our Leading on Wellbeing MasterClass for tools and strategies to create a culture people want to be part of.
Conclusion
Teacher recruitment and retention are complex, long-term challenges—but they are not insurmountable. By understanding the personal, cultural, and structural factors that influence a teacher's journey, school leaders can build stronger pipelines into the profession and create environments that support great teachers to stay.
Investing in your teachers is investing in your school’s future.
Further Resources for School Leaders
- Headteacher Chat Community – Connect with other leaders, access checklists, templates, and expert-led discussions
- MasterClasses for School Leaders – Training on leadership, staff wellbeing, retention, and recruitment
- Leadership Blog Archive – Explore articles covering strategy, culture, recruitment, and more
