Taking a Pulse Check: A Year-Round Approach to Teacher Retention

The loss of an experienced and passionate teacher affects everyone in a school. 

These teachers know how to motivate students with individual strengths and needs. They are aware of the instructional practices that fuel student success. And they provide endless support to younger teachers. This knowledge has been developed over years, and the value they bring can’t easily be replaced.

And as we know, we’re losing K12 teachers more quickly than ever before. For the 2021-2022 school year, there were over 36,000 teacher vacancies counted in 37 states and Washington D.C. Recent research shows that number has increased by 35%, and currently sits at over 49,000 vacancies. 

These numbers make it clear that teacher turnover is an ongoing, year-round challenge for school leaders. The challenge is further exacerbated by the fact that many teachers aren’t just leaving their classrooms, or their school districts—they’re leaving teaching altogether. 

This teacher retention trend is indeed worrisome, but the good news is there are many opportunities for school and district leaders to proactively retain teachers, and create the conditions they need to feel empowered and confident in their roles. We’ve outlined four actions to keep at the forefront as you’re doing “pulse checks” with your teachers—right now and throughout the year. 

This teacher retention trend is indeed worrisome, but the good news is there are many opportunities for school leaders to proactively retain teachers, and create the conditions they need to feel empowered and confident in their roles.

Utilize value-based questions to better understand your teachers’ experience

Genuinely knowing your teachers is one of the best tools in your retention toolkit. Making time for consistent engagement not only creates the strong connections that are necessary in working together for student success, but it also creates a sense of psychological safety. When teachers work in an environment based on openness and honesty, they’ll feel more comfortable voicing their thoughts and concerns.

This relationship-building comes from asking questions that are more than the usual, “How’s it going?” Here’s where it’s helpful to lean on value-based questions—those that help identify your teachers’ views, values, and behaviors. 

This relationship-building comes from asking questions that are more than the usual, “How’s it going?” Here’s where it’s helpful to lean on value-based questions—those that help identify your teachers’ views, values, and behaviors.

Here are a few examples to test out:

• How can I best lean into your strengths? Your veteran teachers have institutional knowledge. Your younger teachers might prioritize experimentation and innovation in their classrooms. How can you leverage these in a way that makes them feel valued? 
• What would help you maximize your impact on student learning? Your teachers often know what they need to be successful, and asking this question reminds them that you know that as well. 

• In what ways do you feel seen and recognized for your work? Celebrating wins—and understanding how your teachers like to be celebrated—is a critical part of getting to know your teachers. 

We know time is something school and district leaders don’t have nearly enough of, so it’s worth noting that these conversations don’t always need to be in person. This school district sends out regular “pulse checks” to their teachers, asking three multiple-choice questions that teachers are welcome to elaborate on if they’d like. The data they get from these short surveys offers insights and trends on the teacher experience in real-time—and creates a way for leaders to take action faster. 

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Prioritize proactive “stay conversations” to get valuable feedback

If you’ve ever lost a teacher you thought of as “irreplaceable,” you probably spent a fair amount of time wondering why they left—or what you could have done differently to get them to stay.

This is why “stay conversations” are a critical piece of teacher retention efforts. They’re intentional, informal discussions where school leaders can express appreciation for high-performing teachers, and gain valuable insight on whether they plan to remain in their roles. 

“Stay conversations” are a critical piece of teacher retention efforts. They’re intentional, informal discussions where school leaders can express appreciation for high-performing teachers and gain valuable insight on whether they plan to stay in their roles.

Stay conversations may be informal, but they still require advance planning and thought. As you’re laying the groundwork for these chats, consider these tips:

• Determine the environment. Opt for a convenient location that’s a neutral place—a private office or area that’s not your office or a teacher’s classroom. 
• Conduct and collect research. Take time to assemble informal or anecdotal information about the teacher you’ll be meeting with. This could be comments from other teachers and parents. Remember to note your own interactions!
• Keep it informal. Frame the conversation as a discussion to determine how things are going and how you can best support their growth.
• Focus on learning and information sharing. Invite an open dialogue, get feedback, and understand if there’s a need to course correct or find solutions for their concerns. Feel free to lean on the type of value-based questions we suggested above.
• Be direct. If you do have teachers who are actively considering other options, ask outright what would convince them to stay. Be truthful with yourself—and them—about what you have the ability to truly change, and make sure to follow-up with them after the discussion to share what you’ve learned and if a solution is possible. 

The best time to have a stay conversation is…anytime. It’s never too late—or too early—to have these types of discussions and get insight into what’s on the mind of your teachers. 

Give teachers more agency over their PD

When teachers are targeted with the meaningful, intentional, and personalized PD they’re looking for—instead of a one-size-fits-all, “sit-and-get” approach—they’re more likely to feel supported and stay in the classroom. 

At the same time, we know it’s tough—or downright impossible—to create individual professional development plans for each of your teachers. A good middle ground is to give your teachers more voice and choice in their PD. Here are some ways to begin that conversation:

• Ask about personal goals. Great PD is about more than the learning teachers need to propel student learning—it’s also about tapping into what they're looking to achieve as professionals. Brainstorm together on how both needs might be met.
• Consider special projects. If you have aspiring teacher leaders in your school, mutually determine if there is an opportunity for them to take the reins on an initiative that they’re interested in. Are they looking to forge better partnerships with parents and families? Tap the expertise of the local community for the purpose of place-based learning? Think about pathways to make that PD a reality. 

“Agency” doesn’t mean “unbridled independence” around professional development. It simply means making educators part of an ongoing partnership around professional learning—what it is, how it’s delivered, and why it’s important.

Also, keep in mind two additional forms of professional development that fuel teacher growth: mentoring and coaching. Teaching is a tough profession, especially when you’re a new teacher—and being able to share challenges with and gain insight from experienced teachers through mentorship can make it feel a little less lonely. 

Similarly, coaching—be it peer coaching, instructional coaching, or coaching from you—is a way for your teachers to feel empowered to reflect and come up with their own solutions to advance student achievement. Regardless of whether coaching or mentorship is the way forward, New Leaders alum and principal Cristina Segura says, it’s important to make sure teachers know they can ask for help. “We’re all learners here,” she says of her school. 

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Teacher retention requires consistent attention

It's possible to reverse teacher turnover. When leaders make it a priority to check in with teachers, give them more agency over their own learning, and ask about their hopes for their careers, they create the space for stronger relationships, increased engagement, and improved trust. It’s these small actions, all year round, that will keep high-performing teachers not only in your school, but in the teaching profession.