Teacher recruitment and retention

Published: November 14 2025

Fewer pupils and fewer funds, means fewer teachers according to the annual teacher recruitment and retention report by Teacher Tapp and School Dash, funded by the Gatsby Foundation.

Key findings

The findings from the 2025 Report, published earlier this year, are taken from the monitoring of job adverts and surveys conducted with over 10,000 teachers.

The Report highlights five key findings:

1. Secondary school teacher recruitment activity is significantly lower than in recent years.
2. Both supply- and demand-side factors are cited to be contributing to the current slowdown in secondary teacher recruitment.
3. Falling pupil numbers are reducing demand for primary teachers, particularly in certain regions.
4. Teachers’ long-term commitment to the profession remains significantly below pre-pandemic levels.
5. Variation in school recruitment activity is affected by a detailed socio-economic context.

Comment

As an HR professional the statistics that stand out for me are that of those surveyed:

• 45% of Headteachers expect to employ fewer teachers next September;
• Only 42% of deputy and assistant heads say they aspire to become a headteacher;
• 17% of teachers in primary schools and 23% in secondary schools report that their school is inadequately staffed with suitably qualified teachers, and 53% of teachers in primary schools report that a class is led by a short-term temporary agency, or unqualified teacher;
• Only 60% of teachers report it is likely that they expect to be a teacher in 3 years time.

HR strategies

Whilst the report identifies that the statistics don’t suggest an imminent national decline in the size of year 7 cohorts,  some areas are already taking action to manage reductions in school capacity. We may start to see more areas following this trend as budgets continue to be reduced in anticipation of an expected future fall in pupil numbers rather based on real time declines.

With the number of those expecting to remain in teaching stabilising at the new lower rate of circa 60% there may be some natural attrition, however there are both pros and cons to this.

This may be helpful where a school wishes to decrease its headcount, but if the timing isn’t right it can potentially lead to a loss of resources spent on recruitment and training.  Alternatively it may lead to schools reviewing their structure and ultimately a consideration of redundancies.

I find the statistic interesting that it was reported that 55% of primary PPA time is now covered by non-teachers, despite easing teacher shortages. While this may be a pragmatic response to staffing challenges, it raises important questions about the quality and consistency of education delivery. From an HR standpoint, this trend may reflect a growing reliance on support staff and agency workers, which could have long-term implications for workforce planning, training, and retention.

Strategic considerations for HR professionals

In light of these findings, HR teams in education settings should consider the following strategic actions:

1. Proactive Workforce Planning
   With falling pupil numbers and tighter budgets, schools must adopt a more agile approach to workforce planning. Modelling based on projected enrolment trends can help identify where staffing reductions may be needed — and where investment in recruitment or retention is still critical.
2. Strong Focus on Retention
   With only 60% of teachers expecting to remain in the profession in three years time, retention strategies must be prioritised. This includes fostering a supportive working environment, offering flexible working arrangements, and investing in professional development.
3. Succession Planning and Leadership Development
   The low aspiration rate among deputy and assistant heads to become headteachers is a red flag. Schools should invest in leadership development programmes and mentorship opportunities to build a strong internal pipeline of future leaders to ensure they are prepared should their current leader leave.
4. Review of Staffing Structure
   The increased use of non-teachers for PPA time suggests a shift in staffing models. HR should evaluate the impact of this on educational outcomes and staff morale, and consider whether more sustainable models can be developed.

Further support

The Brachers Education team and Kent HR Consultants are on hand to provide guidance and practical HR assistance as and when you need us, in a way that suits your business. For more in-depth guidance or support, get in touch with our experienced team of HR professionals who can guide you and assist you.

To keep up to date with employment law changes, sign up to receive regular business updates along with industry specific updates for the healthcare and education industries from our Employment Law Partners Brachers.