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A really fantastic and pertinent report was released by Edurio at the end of 2024 ‘Balancing Workload in School Trusts, Best-practice stories from top education teams’ which revealed that 48% of teachers feel persistently overworked, while only 28% report finding it easy to manage their responsibilities. As well as the societal climate teachers are operating within, this sense of overwhelm contributes to what the National Institute of Teaching identifies as a significant crisis in teacher retention, with 42% of teachers leaving the profession within a decade of qualifying (National Institute of Teaching, 20 September 2024). While the profession remains mission and values-driven, an over-reliance on teachers’ sense of altruism is proving unsustainable.
This approach may place additional pressure on teachers, potentially limiting their capacity to balance personal needs and professional aspiration, which could in turn narrow the pool of candidates for schools and trust and contribute to internal challenges such as burnout and high staff turnover. A transition is needed from reliance on teacher goodwill to equitable, evidence-based approaches. Such a shift is essential to securing the future of education recruitment. It is imperative for school and trust leaders, supported by HR professionals, to implement proven strategies that promote wellbeing, reduce workload, and foster supportive, sustainable work environments for teachers.
The ‘Working Lives of Teachers and Leaders’ survey from 2023 provides a snapshot reminder of the realities faced by teachers today. The survey, conducted during a period marked by industrial action and rising cost of living pressures, reported that full-time teachers are experiencing increasing workloads.
Among these, the findings suggest full-time teachers spend much time on administration and data management. A staggering 75% of teachers report that they spend too much time on general administrative tasks. Notably, the proportion of teachers who feel they have an acceptable workload remains low, with only 17% agreeing to this sentiment, consistent with the previous year’s findings.
In addition to this, it is important to reflect on the "Tomorrow's Teachers" report by Teach First. The values and priorities of the incoming workforce, particularly Generation Z, exhibit a blend of idealism and pragmatic concerns that influence their career choices, including the decision to enter the teaching profession. Gen Z place a high premium on flexibility and work-life balance. They value careers that offer some degree of remote work or flexible scheduling, which is a challenge in traditional teaching roles. Schools and trusts that can innovate in this area, perhaps through more creative timetabling or the integration of technology, will be more attractive to this cohort.
To effectively reduce the workload of teachers, it's crucial to establish a core set of principles and policies that prioritise healthy teachers and student outcomes.
At Edwin People, we are committed to supporting schools and trusts with forward-thinking HR strategies that address these challenges. Our approach centres on creating resilient organisational cultures that prioritise staff wellbeing, adaptable workloads, and opportunities for meaningful professional growth. Key elements include:
In many cases, schools and trusts, rely on teachers’ sense of selflessness and dedication to drive recruitment and retention. However, teachers are increasingly exhausted and the incoming workforce highly prioritises work-life balance and wellbeing.
Instead, schools and trusts must offer competitive salaries, manageable workloads, meaningful career growth opportunities, and strong support systems to attract and retain skilled teachers who feel genuinely valued and supported in their work. By moving beyond appeals to altruism, schools and trusts can develop a workforce of talented professionals who are motivated by more than a sense of obligation and who can thrive within their roles.
Edwin People and our sister company Still Human specialise in supporting schools and trusts review and improve these critical areas for your organisation, aligned to your school and trust improvement priorities. Our deep-rooted knowledge of the education sector with tailored, specialist advice, means we have the privilege of working nationally with schools and trusts to develop strategies that enhance recruitment, retention and wellbeing. Our expertise allows us to provide tailored solutions to your unique context.