LM Nov-Dec_2023

This story is Part One to a two-part series on the teacher shortage. In this article, the researchers examine low-cost strategies any superintendent can do to boost teacher retention. In Part 2 next month, the researchers will examine five major issues impact ing teacher recruitment.

44 percent of teachers are now leaving the educational

Retention We believe teacher retention is a missing piece in the Teacher Shortage discussion. We have strong feelings that administrators and Boards should be making greater efforts to retain the staff they have instead of letting them go or not paying attention to the little or no cost things they can do to en- courage individual teachers to stay in their district. We think administrators can, and should, impact teacher retention. For

During the Interview Process 1. We must sell the district to the candidate. We must create an atmosphere where the candidate wants to come to our district. Talk about the District’s strengths and challenges. Talk about the com munity or communities that make up the school district. 2. Make the candidate feel welcome in the interview and help them understand the district’s interview process.

system within the first five years of employment. — Professor Richard Ingersoll, University of Pennsylvania

each impact point, there are multiple things that administra tors and Boards can and should be doing to affect teacher (and administrator) retention. This starts from the beginning of the hiring process. The number one aspect that must take place in the school and district environment is the administrators and Board must support teachers in the classroom. Administrators and Boards of Education cannot back down to parents and the

3. Make sure the candidate has all their questions answered before, during and after the interview. This should include an explanation of the district’s salary and benefits, so the candidate does not have to ask these questions. 4. Make the interview simple to get through. This should in clude pre-interview communication explaining the interview process, the specific details of the interview (time, place, specific directions on how to get to the interview, etc.), what

happens after the interview, when the hiring decision will be made and how the employment of the candidate will take place. Finally, a follow-up note expressing grat itude to the candidate for coming to the interview. While this may be a change for most districts’ procedure, so is the fact that we have a teacher shortage. 5. Take the time to provide a tour of the facility and the classroom the candidate may be assigned to if they are selected. This is beneficial to the candidate and to the interviewer as this provides a more informal environment to see how the candidate reacts in a

community when the teacher and the school district is following Illinois School Law, Board Policy, and the District’s Code of Conduct. This is especially important in our politically charged environment. Let us detail the main impact points that we believe administrators and Boards can and should address that are often overlooked in the overall retention process. Please note the lists below for each impact point are not exhaustive and are offered as examples of topics to be discussed and /or reviewed. The reader is encouraged to add to or change the items in the lists below to meet the specific need(s) of their school districts.

Even more upsetting is that

10 percent are leaving the education system in their first year of employment. —nsba.org

23 LM Holidays 2023 continued...