The Education Endowment Foundation (EEF) has recently released new research exploring one of the most pressing issues facing schools today: how to recruit, retain and support teachers effectively. The summary brings together the latest evidence on what works in building and sustaining a thriving teaching workforce.
Why Teacher Recruitment and Retention Matter More Than Ever
Teacher recruitment and retention have long been central to education policy and practice in England. Schools are navigating increased workload pressures, changing expectations, and growing competition for skilled staff. The EEF’s latest summary, published in October 2025, provides school leaders with evidence-informed guidance on how to address these challenges.
High-quality teaching remains the most important in-school factor influencing pupil outcomes. To ensure all pupils benefit from great teaching, schools need not only to attract strong candidates into the profession, but also to support their growth and keep them in classrooms long-term.
Four Promising Areas for Action
Drawing on existing studies and practical insights, the EEF identifies four key areas where schools and policymakers can focus their efforts.
1. Reducing Teacher Workload to Improve Retention
Teacher workload continues to be one of the most significant factors influencing both recruitment and retention. Excessive planning, marking, and administrative demands can lead to burnout and early exit from the profession.
The report suggests that schools review and streamline processes to reduce unnecessary burden, prioritising time for activities that make the greatest difference to teaching and learning.
2. Offering Flexible Working to Attract and Keep Teachers
Flexible working is highlighted as an underused but potentially powerful tool for retaining experienced staff. Options such as part-time roles, job shares, or adaptable scheduling can help schools accommodate different stages of teachers’ careers and personal circumstances.
The research notes that successful implementation requires careful planning and open communication to maintain consistency for pupils and staff.
3. Building Positive School Cultures and Strong Leadership
Leadership quality and school culture play a crucial role in how supported and valued teachers feel. Positive, collaborative environments—where staff wellbeing, professional growth and trust are prioritised—are consistently linked with higher retention rates.
Developing strong induction programmes, mentoring systems, and leadership training can contribute to a more supportive workplace.
4. Using Financial Incentives as Part of a Wider Strategy
While salary and bonuses alone rarely determine long-term retention, financial incentives can influence recruitment and stability in specific contexts—particularly in shortage subjects or challenging locations.
The EEF advises that such incentives be part of a wider, coherent strategy that also addresses workload, culture, and professional development.
Evidence Gaps and Areas for Further Research
The EEF’s review highlights that while there is growing evidence on what supports teacher retention, many interventions have not yet been rigorously evaluated. The strongest findings point to the importance of school-level conditions, how teachers experience their workload, flexibility, and leadership, rather than one-off initiatives.
There are also notable gaps in the evidence base. For instance, more research is needed on how flexible working arrangements can be implemented effectively in different school contexts, and how financial incentives can be combined with other supports for maximum impact.
Practical Steps Schools Can Take Today
The report is not just descriptive. It includes a reflection tool designed to help school leaders evaluate their own approaches. Schools are encouraged to ask:
- Which aspects of teacher workload could be simplified or automated?
- How flexible is our staffing model, and could it be improved?
- What steps are we taking to foster a positive professional culture?
- Are our retention and recruitment patterns consistent across subjects and stages?
By systematically reflecting on these questions, leaders can identify both quick wins and longer-term priorities for improvement.
Creating the Conditions for Great Teaching
The EEF’s summary is a timely reminder that recruitment and retention are not isolated HR tasks but central to school improvement. Sustainable change depends on leadership, culture, and conditions that make teaching a fulfilling and long-term career choice.
As schools plan for the coming years, focusing on workload, flexibility, leadership, and thoughtful use of incentives offers a clear, evidence-based framework for building stronger teams and better outcomes for pupils.