Why staff leave, or stay.

There’s lots of talk about experienced and qualified staff leaving the early education profession in record numbers.  In the workplace, and in simple terms, people generally leave when they feel unhappy, and when there is a sense of better opportunities being available elsewhere.  The sector and organisations in general cannot afford to clumsily lose workers and their unique skills, qualities, and experiences.  We must all consider outward workforce migration, work out its root causes, and do whatever we can to reverse the trend. We have a responsibility as leaders and managers to our teams, the individuals within them, and our organisations as a whole.

On a foundational level, we need to help workers to be happy, and fulfilled in their professional roles.  That requires leaders and managers to deliver on three key things.  All of which are achievable or have no or low cost. 

They start with feelings.  All staff should feel fully appreciated for their work, at all times, through regular meaningful feedback, thank yous, and enabling encouragement.  That needs leaders and teams to be vocal and present.

And it needs a sense of place. The physical and team environments should be positive and supportive – it is the little things that count here, and no stone should be left unturned, as unaddressed issues will fester and build until it is too late. 

And there should be fair flexibility. Because that breeds happiness, in contrast inflexibility results in the opposite.  There is no doubt that more staff are asking for greater flexibility in the hours and days they work, good for them. But that can be a real headache for leaders delivering an education or childcare service.  It is not impossible, and moreover it is essential.  Those settings I see that are cracking flexibility are the ones better able to retain and develop their happy staff, whilst reconciling the needs of the business. 

These three things helps the workforce to realise what a special place they occupy now, and how the grass may not always be greener on the other side of the fence.  Whenever I fantasise about getting another job, it is at those moments when I don’t feel appreciated, I don’t feel like I fit in, things seem just a bit too hard, or people aren’t being nice. 

There are three more useful approaches to help: 

Feeling the fit. Everyone needs to have a sense that they are suitable for their role and responsibility.  That is a big issue at the point of recruitment, but it is also one to consider as roles change, people are promoted, or they need to cover gaps in the team.

Cultivating culture. Workplace culture is a solution here, by creating a perfect balance for business stability (even when everything around is uncertain), growth and change (even when things feel unsustainable), and challenge (countering any sense of things always being the same or stuck in their ways).  And finally…

Involvement. One of the most effective ways of achieving that is involving everyone in decision-making or helping them understand the reasoning behind decisions.  Indeed research has shown this to be especially the case in early education roles.