Category: K12 Staffing and HR

  • Quality Training for Substitute Teachers: How Addressing Quality Can Enhance Staffing Pools

    Quality Training for Substitute Teachers: How Addressing Quality Can Enhance Staffing Pools

    The role of substitute teachers has grown increasingly significant as schools work to provide quality instruction with the growing frequency of teacher absences. Substitute teachers were once viewed as occasional stand-ins, but today, they are essential for educational continuity. Schools face a dual challenge: ensuring there are enough substitutes available, while ensuring students still receive quality instruction during these periods. Interestingly, there may be ways that the push for quality actually increases the staffing pool.

    As a point of reference, before the Pandemic, students spent around 10% of instructional time with substitutes—a figure that has since doubled to nearly 20% as districts grapple with persistent teacher shortages The Journalist’s Resource.

    This shift raises a vital question: Are today’s substitute teachers adequately prepared to meet classroom demands?

    School districts face ongoing challenges in filling substitute positions. By late 2023, 77% of district leaders reported “considerable” difficulty in finding substitutes, and over 93% experienced at least some staffing shortage National Center for Education Statistics.

    Many districts have implemented temporary solutions, such as increasing pay, lowering qualification requirements, and recruiting college students and parents K-12 Dive. While these measures help keep classrooms staffed, they often do little to ensure students receive quality instruction while their regular teacher is out.

    A well-prepared substitute teacher plays a critical role in maintaining a stable and engaging learning environment. It’s no surprise that poorly managed classrooms often lead to disengaged students, behavioral issues, and lost instructional time. In contrast, capable substitutes uphold lesson continuity, engage students, and foster a positive classroom atmosphere The Thomas B. Fordham Institute.

    Unfortunately, substitutes generally lack access to professional development opportunities available to full-time educators, which impacts their effectiveness. While 80% of large districts have raised substitute pay since early 2022, many districts are now recognizing that structured training and certification are essential to improving substitute teaching quality Red Rover.

    One effective approach to improving substitute teaching quality is certification. Programs like the The Fundamentals of Substitute Teaching K-12—a certification course offered by TransendED Learning through K12Leaders—equip substitutes with essential skills and strategies for effective classroom management and engagement. Key training areas include:

    • Classroom management techniques
    • Student engagement strategies
    • Adapting to diverse educational environments

    “In my years working across various districts, the need for skilled and dependable substitute teachers has been a constant challenge. I’ve seen first-hand how the lack of training and preparedness can impact not just the classroom environment, but student learning as a whole.” say’s Dr. Dawson. “This online pathway for subs introduces  essential classroom management skills, engagement strategies, and a clear framework to succeed from day one. This program should both  address the staffing gap and raise the bar for what we expect from our subs.”

    This certification provides substitutes with comprehensive preparation, building both their skills and confidence, and also coaches them through creating a “survival kit” of resources to help them be ready for any challenges they face in the classroom.

    Certification also helps address one of the core issues substitutes face: assignment inconsistency. Districts are more likely to rely on certified substitutes, knowing they meet quality standards required for successful classroom management and instruction. This consistency benefits both substitutes, who gain regular assignments, and students, who receive dependable, quality instruction K-12 Dive.

    Certification and training programs can increase a district’s substitute pool by empowering more individuals to consider these roles. Many potential substitutes may be intimidated  and hesitate due to a lack of confidence or preparation. With formal training, they gain the knowledge and skills necessary to succeed, making them more likely to enter the classroom as substitutes. Not only does this expand the substitute pool, but it also raises the quality of instruction, as certified substitutes are better equipped to manage classrooms effectively Red Rover.

    Investing in substitute teacher certification isn’t merely a temporary fix for staffing shortages; it’s a sustainable strategy for enhancing instructional quality. Certified substitutes do more than just fill a gap. They engage students, follow lesson plans closely, and contribute to a positive learning environment. Districts that prioritize certification set a high standard for substitute teaching, recognizing the long-term value of well-prepared substitutes.

    With federal pandemic relief funds winding down, districts increasingly need sustainable solutions for staffing challenges. Certification provides one such solution, transforming substitutes from temporary classroom managers to skilled educators ready to teach whenever needed National Center for Education Statistics.

    By reflecting on these questions, district leaders can make informed decisions to enhance substitute teaching programs. Programs like the “Professional Pathway” offer a structured way to improve substitute quality and positively impact student outcomes K-12 Dive.

    The demand for substitute teachers remains steady, and the need for quality instruction—whether from a permanent teacher or a substitute—remains essential. Investing in certification helps ensure that every classroom has a teacher prepared to lead.

    Districts prioritizing higher standards  for substitute teaching should consider easy access certification programs like Dawson’s The Fundamentals of Substitute Teaching K-12  to support both their educators and students. Quality substitutes make a lasting, positive impact, contributing to the stability and effectiveness of our educational systems.

    Essential Questions for School Leaders

    To assess their substitute staffing and training needs, district leaders can consider the following questions:

    • What percentage of instructional time in our district is led by substitute teachers?
    • How does the quality of substitute-led instruction compare to that of permanent staff?
    • What training and development opportunities are available to substitutes?
    • Are substitutes included in our professional development programs, and if not, why?
    • What steps ensure that substitutes have the necessary classroom management skills?
    • How can we support substitutes in becoming consistent and reliable members of our educational team?
    • What long-term benefits could substitute certification bring to our district?
  • Why Certifying Substitute Teachers is Crucial for Every Classroom

    Why Certifying Substitute Teachers is Crucial for Every Classroom

    Imagine walking into a doctor’s office and discovering that your doctor for the day is a substitute—someone with no formal medical training or certification. You’d likely feel anxious and worried about their ability to meet your needs. You most likely would walk out and reschedule your appointment. This situation, though extreme, mirrors what happens in many classrooms when schools place uncertified, unprepared substitute teachers in charge. While substitute teachers may not need to perform surgeries, they do have a significant responsibility: guiding, supporting, and educating students when the regular teacher is absent. This is why certification and proper training for substitute teachers should be a priority for every educational institution.

    Substitute Teachers: More Than a Stopgap Solution

    Substitute teachers are more than just temporary placeholders. They are the linchpins that hold a classroom together during a regular teacher’s absence. A well-prepared substitute can maintain the continuity of learning, minimize disruptions, and ensure that students stay engaged and productive. However, without proper training, substitutes might struggle to manage the classroom effectively or adhere to school policies, potentially compromising students’ education and well-being.

    The skills and knowledge required to succeed in a classroom—understanding lesson plans, managing student behavior, and creating an inclusive environment—are not intuitive. These require training, which is where certification courses come in. Certification helps equip substitute teachers with the tools they need to thrive, ensuring they understand the role and responsibilities of a temporary educator.

    Understanding the Complexities of the Classroom

    Today’s classrooms are as diverse as ever. Substitute teachers might find themselves teaching students with special needs, English language learners, or high achievers who require advanced instruction all in one classroom. Navigating these needs without preparation is unfair to both the substitute and the students. Certification gives substitutes a solid foundation in supporting diverse learners and adapting to varied classroom needs.

    • Supporting Special Needs and Gifted and Talented Students: Certification programs teach substitutes how to prepare for and support students needing extra attention or having unique learning needs. This can make all the difference in maintaining continuity in their learning.
    • Cultural Responsiveness: Certified substitutes are better equipped to create an inclusive environment where students feel respected, seen, and heard, regardless of their background.
    • Managing Student Behavior: Classroom management is often cited as a significant challenge for substitutes. Certification offers practical strategies for maintaining order and engagement, turning potential chaos into a productive learning session.

    Navigating Legal and Ethical Standards

    A classroom is a complex space governed by various legal and ethical considerations, especially when working with special education students or adhering to district policies. Certified substitutes are trained in these areas, ensuring they understand the responsibilities that come with the role. This training helps them make informed, ethical decisions that align with district standards, reducing the risk of misunderstandings or legal issues.

    Certification ensures that substitutes are aware of the professional boundaries and conduct expected in a classroom. This safeguard for the school also provides peace of mind for parents, knowing their children are in capable hands.

    A Small Investment, A Significant Return

    The idea of requiring certification might seem like an additional expense or hoop to jump through, but it’s an investment with significant returns. A certified substitute is more likely to foster a positive classroom environment, reducing behavioral issues and improving student outcomes. This means fewer headaches for administrators, more productive classrooms, and, ultimately, a better experience for students.

    When substitutes are prepared, it shows in their ability to jump into any classroom and keep learning on track. Schools prioritizing certification essentially say, “We value every student’s learning experience, every day, no matter who is teaching.”

    Access Certification Resources Today

    For schools looking to elevate their substitute teacher program, consider providing access to a certification course and accompanying resources. Certification courses like “The Fundamentals of Substitute Teaching K-12” offer comprehensive training on effective classroom management, creating inclusive environments, and supporting diverse learners. With this training, substitutes can walk into any classroom with the confidence and skills they need to succeed.

    Don’t leave your classrooms to chance. Equip your substitutes with the tools they need to become valuable contributors to your school’s learning community. After all, if we wouldn’t settle for an uncertified doctor, why would we settle for an uncertified substitute teacher?

    Posted by: Dr. Kathleen A. Dawson

    This article was developed through a collaborative process where Dr. Kathleen A. Dawson provided the key insights and direction, while an AI assistant supported in refining the content and structure, ensuring the message was clear, persuasive, and accessible to a wide audience. Together, they crafted a compelling call to action on the importance of certifying substitute teachers.

  • Teach in BEAUTIFUL Lake Norman!  Register NOW for the MGSD Virtual Education Career Fair, Tuesday, April 5, 2022

    Teach in BEAUTIFUL Lake Norman!  Register NOW for the MGSD Virtual Education Career Fair, Tuesday, April 5, 2022

    You still have time to register for our virtual education career fair taking place April 5, 2022 from 1:00-5:00!  Register at: https://grco.de/mgsd

    Are you looking for a chance to positively impact the lives of children? Are you looking for a new school family? Would you like to enter the world of education and teach tomorrow’s future leaders in the beautiful Lake Norman, NC area? Then, register for our virtual education career fair today! $50 Amazon Gift Cards will be given away to four lucky attendees!  #school #education #career #leaders #everychildeveryday

  • Why you MUST Evaluate Your District Mentoring Program TODAY!

    Why you MUST Evaluate Your District Mentoring Program TODAY!


    If your district is like countless others across the country, you are facing a time of significant staff departure.  Simultaneously, you are working hard to keep your existing staff supported so they can meet the needs of the students and families in your district. At the same time, districts will be competing with each other for the pool of qualified candidates looking for teaching jobs left vacant by those who have retired early or left the profession altogether. Let’s face it, based on recent data, reimagining mentorship in education is essential to support all of us moving forward.  

    First, let’s start by altering the definition of mentoring you have filed deep in your personal experience.  In our book Modern Mentor, Reimagining Mentorship in Education, my friend Matthew X. Joseph and I work hard to put traditional mentoring programs behind us. The days of “new” teachers being paired with the same “seasoned” teachers automatically each year benefits the few, if anyone at all. We all have skills where we excel in our jobs and expertise to share with others.  We all have areas where we could grow and improve. Mentoring needs to be seen as an option for support and improvement, not as a box to check for a resume or only to satisfy license mandates. Mentoring is NOT something to endure.

    Three adults playing a board game together on a coffee table.
    Photo by Big Potato on Unsplash

    🌀 Who needs mentoring?  If you are looking for me to answer that question, then we’re both in trouble.  The easy fruit to pick from the Mentor Tree is New Staff, closely followed by Staff in New Roles and Staff on Improvement Plans. However, the education landscape is changing.  Don’t rule out mid-career and veteran teachers as well as those in leadership or admin roles.  Consider your business office, food service staff, paraprofessionals and administrative assistants, too!  Successful mentoring programs are built on trust, positivity and support. Who couldn’t benefit from more of ALL that?  Let those in your district tell YOU what they need. While you’re at it, ditch the idea that you are either a mentor OR a mentee. Like dessert choices on vacation…. why not choose both ?

    🌀 What will mentoring look like?  If predictions (including my own) are right, we are looking at the need for VERY nontraditional programs. So why pull up those old slide presentations, mentor handbooks and agendas for your outdated program when we all know they will miss the mark moving forward?  Of course, there are legal obligations we are required to follow to meet requirements, especially for our new teachers. Those parameters must be factored into the planning process as a way of monitoring and tracking what your state board of education requires. Beyond that? Let your creativity guide you. Why can’t mentoring include celebrations, movies, games, puzzles, fresh air, exercise and other activities we associate with fun? Let your staff lead this charge to increase buy-in and engagement.

    K12Leaders, do NOT wait! Start mentorship planning now so you have something to offer those qualified teachers you’ll be fighting to hire in the coming months. They will be looking for work environments where they will feel welcome, be supported and contribute their own expertise.

    🌀 When and Where can mentoring occur?  I know – it always comes down to Time.  We can mend and make do when it comes to funding, but time is a finite resource we all want more of. Even with early-release days, in-service days, common planning time, prep periods and staff meetings, there is NEVER enough time.  Master schedules for the school year are developed early on, so it is imperative to layer in time for mentoring and collaboration. Some creativity may need to come into play, where mentor pairings or groups are scheduled for collaboration time, or PD is designed to support the mentoring program with time and space to work together on district initiatives.  However, we cannot rely on district or school schedules to get the most out of our mentor experience. In our book, Modern Mentor, Matt and I suggest you get creative with the space-time continuum!  Whether you lunch together, create a collaborative Pinterest board, read the same book, watch the same documentary, spend your prep correcting papers in each others’ room or connect the good-ole-fashioned-way (via text or Zoom!), the time invested will pay off with compounded interest. Again, allow your staff to brainstorm ways to re-define faculty meetings so time spent together in person is dynamic, engaging and valuable. STOP the Sit and Get, Death By PowerPoint and This Could’ve Been An Email madness!

    🌀 Why wouldn’t someone want to be a mentor? I am at my best when I am helping others. That proves true whether I am helping a brand-new teacher next door or a veteran instructor across the district. Though helping others requires more time on my part, the investment I make comes back ten-fold. I have to solidify my understanding to guide them. I gain a new perspective through their challenges and questions. I strengthen and grow my practice with every interaction. Being an active mentor often requires me to reach out and seek my own mentors for their guidance, opinions and encouragement. The best mentor relationships continue long after the requisite arrangement; they continue to benefit both the mentor and the mentee for years to come. When you expand your mentoring program beyond the check-box, you are building a community that can depend on one another and grow together.

    We can mend and make do when it comes to funding, but time is a finite resource we all want more of .

    Mentoring, and being a mentor, is a mindset – not a program. For years, the idea of mentoring meant checking a box, but its potential in education is far more inspiring. When done right, mentoring can uplift new teachers, invigorate aspiring leaders, enhance the skills of sitting leaders and ultimately impact students now and for years to come. None of us entered the education profession for the fame and fortune. We each wanted to make a difference in the lives of others. We CANNOT do that alone. Never underestimate the power a positive mentoring environment can have in your classroom, on your team, or at the school or district level.

    K12Leaders, do NOT wait on this one… start mentorship planning now so you have something to offer those qualified teachers you’ll be fighting to hire in the coming months. They will be looking for work environments where they will feel welcome, be supported and contribute their own expertise.


    Simply,
    ~Su
    zy

    Author of     Modern Mentor, Reimagining Mentorship in Education

    Follow me on Twitter! @SimplySuzy


  • Forward to Different – Part 1 – Rethinking the School Calendar

    Forward to Different – Part 1 – Rethinking the School Calendar

     

    Editor’s Note: This the first in a series of blog posts reimagining how schools should move going forward. Taking to account the current state of K-12 schools, the increase in teachers and leaders leaving the field, and the tools we have available to us. Check out the overview post here.

    There is a long-standing belief that the school calendar was built around the agrarian calendar. Summers are off for kids in farming when in actuality, they would be most needed in the spring (for planting) and in the fall (for harvesting). Like many urban legends, this myth has become somewhat of a talking point narrative as to why a majority of U.S. schools have summer off.

    The truth is, our current “traditional” school calendar was set up as a compromise between rural and urban areas. Prior to the invention of air conditioning, keeping kids cooped up in sweltering buildings didn’t make much sense. So, it was agreed at the end of the 19th century that students take time off in the hot months of summer. The belief was that this would allow for kids to do other enriching activities (thus summer camps were born) and teachers could do some professional development.

    With this traditional calendar come some other side-effects that are still deep rooted in education today. One side effect is a deadline, based on birth date, to determine which kids are locked into certain grade levels. These grade levels then build basic assessments of knowledge and skills based on an average. Assessments take a pre-determined marker as the average and then say that the average student should be above that preset line.

    Entire economies are built around summers off with travel and family vacation. Mom and dad could plan to take a couple of weeks off from work to travel to see Marty Moose. Sure, many students experience the “summer slide”, but this has been the way of doing business in schools for over a century. But it doesn’t have to be. Below are all the different ways we could do school if we move forward to different.

    Traditional School Calendar (180 days)

    Let’s start with the one we know. 180 days of instruction. 12 weeks off in the summer. Students distributed based on age into grade levels and the year is split up into semesters, quarters, or trimesters. This has been the tried and true model since the late 1880’s. Some of the pros of the traditional calendar include a concentrated time frame for professional development. Another is the financial savings of not operating air conditioning of a school building during the hottest months. And of course, teachers do need time off to recharge their batteries, especially after these past couple of years.

    The downside of the traditional calendar can be seen in schools today. At-risk students tend to suffer a bigger “slide” during the summer. Those that need the most academic support often don’t have access to it. Those with a higher socio-economic status can provide tutoring and/or enrichment camps. The gap between the haves and have-nots continues to widen in this model.

    Professional development is also a challenge. Teachers are often bribed with extra pay (much deserved) or days off (also much deserved) to attend training in the summer. With those days held so sacred, much of the required training (like blood-born pathogens) occupies a teacher’s calendar. When actual professional learning takes place, it can’t be implemented right away because of the long break.

    Year-Round Calendars

    In this model, the days are split into either 60/20 (days on/off) or 45/15. Some models still have 180 days, but most countries add in a few more days as the United States has one of the shortest academic calendars in the world.

    In this model, there isn’t a long summer break but instead several breaks spread out through the year. Students are still grouped based on age in the traditional Year-Round model and the year is usually split into quarters or trimesters in an 11-month system.

    Two pie charts. One depicts the Traditional Calendar model, and the other a more Balanced Calendar as discussed in the article.

    Image Credit: https://www.screenflex.com/reasons-why-year-round-school-is-a-good-idea/

    Just a quick visual check of the models above shows the differences when you spread the academic time throughout the year. Cons of this model generally come from those that don’t want to lose their summer or from schools trying to save money in the summer by closing down buildings and saving on electricity. Sports camps (especially football) also feel the squeeze when summer isn’t 60+ days long. Parents would need child care options, but that is also an issue in the summer. If all schools had a similar schedule, pop-up camps and other enrichment type businesses could emerge for those parents that need a place to physically house their children during the work day.

    The are many pros to this model, including a smaller summer gap for students to fall behind. With more frequent gaps, teachers and students get time to recharge their batteries and reduce stress levels. Professional learning can be ongoing and throughout the year. Vacations now have more options for travel, including “off-peak” times that don’t include summer.

    Students struggling academically don’t have to wait an entire year before summer school arrives to help them recover. There can be opportunities provided by teaching staff during breaks (for an additional stipend) to help support those students that need it. Teachers can assess their students’ needs and spend quality time adjusting lessons as needed, rather than doing it during lengthy after school or weekend times.

    More breaks throughout the year could also help teachers when it comes to the daily errands of life. Getting oil changes, doctors appointments, tire replacements, vet visits, etc. get kicked to the summer or take days off in the traditional model. School might lose some savings from having their buildings operating during more summer months, but they also have more breaks to update and fix parts of the school.

    This model would be the first step into a different direction. Some private schools, charters and even a few public institutions are using this model now in the U.S. It would take federal and state guidance to make this model the norm and breaking us out of the 1800’s. That said, if we switch to year round calendars, other options, like those below, become more possible.

    Multi-track year-round systems.

    There will likely always be a marker to denote where a student is on the academic spectrum. But that marker should be based on their learning growth, not their age. The traditional school calendar keeps the age-based grade level system locked in place. It takes a lot to advance a student or retain a student an entire year, often affecting the student socially and emotionally in the process.

    In a year round scenario, students could jump up to a different level in between breaks rather than wait for the summer break. Would this be disruptive to some classroom environments with already established norms? Yes. But if enough students earned the move up, a new section could be formed and another dissolved to balance costs.

    Staggering and mixing students based on ability can increase diversity and differentiation of learning. In a true multi-track model, certain cohorts of students would be off while other students remain “on”. This means you could have more students enrolled in a school than the traditional capacity as well.

    The challenges of this model, besides logistics and traditionalism, are that they school year is constantly resetting every break. All the other traditional benefits of the current calendar are also affected like state-testing, athletics, graduation events, parent conferences, etc. Teachers and support staff would have to be adept and flexible when it comes to instruction, making a traditional “lecture-based” model more difficult. Grading systems would need to pivot to a more standards-based approach as well since learning is rated based on mastery of a topic rather than getting a good grade on a homework assignment or quiz.

    This type of model certainly moves a lot of cheese, but it also could be the most beneficial to student learning and true personalization. A project-based school would have much better success attempting a model like this than a traditional school system. Now, if we really wanted to move to something different, this last model could be it.

    Year-Round Hybrid Multi-Level

    Educators shudder at the word “hybrid” these days as they harken back to the beginning of the pandemic when they had to teach kids online and in-person simultaneously. That is not the version of hybrid I’m referring to here.

    In a year-round hybrid model, school would exist in two simultaneous models. Students would follow a multi-track year round in-person schedule supplemented at times with an online experience. Teachers wouldn’t be teaching these online components in real-time. The classes would be project or challenge-based and students would be able to determine their own pathway during off-time.

    Vacations could still happen. Students can log in as often as they want or until they mastered their objective. This new version of homework would be less about practice and more about deeper understanding. Worksheets replaced with world-building and connecting.

    Students could attend classes outside of their geographic area (hint – future blog post coming on this). During their in-person “off time” they could learn another language, master math objectives, or design an app for their future business. This calendar looks the most messy of all as the online component would happen during various quarters or trimesters potentially. Here’s a look at what that might entail for a student.

    Two pie charts, with one of them being overlayed on top of the other.  The bottom pie chart is a Year-Round Hybrid with the Online Overlay on top.

    In the above model, a student attends year round in-person school, potentially jumping up levels in various subject areas between breaks. Meanwhile, they are working on additional online learning either in an area they are passionate about or in an area where they need extra support.

    As with in-person school, there would need to be some built in breaks for online learning. These “Off line” times could coincide with in-person breaks so that students could achieve true “down time”. An online advisor/mentor would help them through this part of their school day and help them connect with the right resources and instructors as needed.

    Time is a limited resource

    No matter what calendar or ideology a school chooses, balancing academic time and down time is a challenge. There is no, one-size-fits-all scenario in education, but creating calendars and possibly online components that allow for flexibility is a step towards true personalized learning. There are many permutations of the methods I’ve suggested above that exist, but for reasons of traditionalism, they never take hold and achieve wide-spread adoption. It’s going to take leadership at the state or federal level to truly make that happen.

    Please share your own thoughts in the comments below. What am I missing? What more could we do as we head Forward to Different?

  • Real-time Data about the Real Quit in K12: Winter 2022

    Real-time Data about the Real Quit in K12: Winter 2022

    One of the problems with data, and K12’s reliance on it, is that data ages. And ages quickly. But public education, especially, in its quest for accountability has established itself around officially reported data that states require from school districts periodically through the year. The complexities of collecting, auditing, reporting, and responding to district-reported data are significant, but perhaps not as significant as the consequences of the delayed reporting cycles that have been established over the years.

    K12 education in the US is in the valley of those reports right now, and our ability to respond collectively to the stresses our students, teachers, and schools are under is hampered by the fact that many important attendance, discipline, and staffing reports won’t be due until after school is out in June.  This has led to a significant gap in our understanding of how our schools are actually doing in 2021-22 and how we might be able to respond to potentially critical and time-sensitive issues in the school building.

    K12Leaders touched on the significance of these gaps in a recent article (The Big Quit and the Problem with Big (and Old) Data in Education) which cites the radical differences between a Forbes and The 74 articles which paint both dire and simplistic pictures of where we are in regards to how our teachers are actually doing, and whether teaching, as a profession, is in crisis. 

    This has been a largely anecdotal conversation, at least as perceived by some… the “data simply isn’t in.” Though The 74 article does highlight the problem with data… it gets old fast.  The data cited in that article, some from 2015, and some from as recent as 2019-2020, is profoundly out-of-date for our purposes of understanding what’s happening <right now> in our classrooms and school buildings.

    Data collected from January 23rd through February 6th 2022 by K12Leaders describes the more immediate situation. Based on over 375 responses from across the country, here is the picture we see.

    Who responded?

    Circle Chart depicting current role in education. 87% were K12 staff, teachers or administrators.

    K12Leaders collected 364 responses between January 23rd and February 6th 2022.  87% of responses were from K12 staff, teachers, or administrators. Respondents spanned 38 US states.

    Respondents were experienced, with 95% reporting more than 3 years of experience in K12. Another question and response were somewhat redundant but supported these numbers… 75% of respondents are more than 10 years from retirement.

    Circle Chart depicting how long respondents have worked in education. 75% were more than 10 years.

    How seriously should we take recent stories of teacher dissatisfaction?

    Circle Graph depicting level of satisfaction in current role. 67% responded moderately or highly dissatisfied.

    Over 67% of respondents report that they are “moderately” or “highly” dissatisfied in their current role. 

    How should we read the 67% degree of dissatisfaction?  88% of respondents report that they would give less than 1 month notice if they found another job.

    Some good news is that over 60% of respondents indicate they would consider staying in education in a different role or district.

    Circle graph of timeframe or notice respondents would give if leaving job. 88% report they would give less than 1 month.

    While 4 weeks notice may seem more than reasonable outside of education, educators are in the habit of announcing career moves well ahead of time. Retirements are deliberate and well-planned, and both teachers and administrators generally announce intentions to move-on in the spring before summer break. That over 10% of respondents say that they would “leave immediately” is unheard of.

    The 4 most critical concerns…

    We collected responses on 10 main concerns: Respect, compensation, benefits, flexibility, growth opportunities, community support, remote learning, pending retirements, personal concerns, and 4 sub questions about levels of response to Covid-19.

    We have tallied all responses citing concerns of “moderate and above,” and labeled that percentage as a “risk factor.” Any “risk” over 60% is considered significant.

    Spreadsheet depicting level of respect being a level of concern for over 77% of respondents.

    At the top of the list of concerns, is “Level of Respect” with over 77% of respondents stating that this was a moderate concern or higher.

    Every year there is more expected of teachers and less respect for their expertise or opinion. The amount of data expected from teachers as proof they are doing their job is staggering and cannot be accomplished. Teachers are the only professionals expected to work for free, constantly pursue higher education for little monetary gain, and pay for materials out of their own pocket. All of these things used to be difficult to accept, but these, coupled with the attitude of most of society since Covid, that teachers are somehow the enemy, has made it an impossible occupation to want to be a part of.

    Compensation was also at the top of the list of concerns, with over 74% or responses citing pay as a moderate or greater concern.

    Spreadsheet showing Compensation at the top of the list of concerns for over 74% or respondents.

    In a telephone follow-up with one educator, we uncovered some interesting details. It’s no surprise that teaching has a reputation as an underpaid profession, but what was surprising to this respondent was that many of the corporate jobs they’ve interviewed for pay significantly less than what they are currently making. With just over 15 years of experience, the customer support jobs they are interviewing for are paying between 30-50% less than they are currently making as a teacher.

    Spreadsheet citing 70% of respondents schedule and flexibility as a risk.

    With almost 70% of respondents citing “schedule and flexibility” as a risk, additional questions come up. When, for instance, did educators start thinking about this question? Was this on educators’ minds before the pandemic?

    Because of the lack of substitutes, required trainings that used to be a day with a sub to meet and train are now on-line trainings we must do on our own time and even though we are compensated for the time, it is hours and hours we have to do these on-line trainings outside of the work day.

    65% of respondents cite a lack of professional growth opportunities, despite the frequent comments about the ongoing professional development demands put on them, as cited above.

    Spreadsheet. 65% of respondents cite a lack of professional growth opportunities.

    I don’t feel valued in our culture in a general way…. I will always be asked to do more and more and more with less and less. I don’t feel like I have room to advance and I definitely can’t afford to stay in a classroom long term. It gets worse each year. At this rate I will never be able to retire. 

    Spreadsheet depicting student behavior being a major concern for 62% of respondents.

    The number of detailed comments citing student behavior as a major concern makes this 62% seem like it under-represents the stress that extreme student behavior puts on educators.

    The lack of support from administration regarding extreme student behaviors wears me thin. I am tired of being accused of not doing my job correctly when a student curses at me or throws things at me when all I did was ask the students to get a pencil, get to work, stop bothering someone, etc. I had a student cause a lockdown in my pod while he ranted and raved for 30 minutes, and the student wasn’t expelled…. I’m exhausted being expected to offer mental health services to students who need a trained professional’s help…. Above all, I am sick that I am not able to do what I love and what I trained to do- teach.

    Another educator shares the following:

    When I first started teaching 30 years ago, I had autonomy, support, and respect – and my students achieved. Now I have no autonomy, little support, and a complete lack of respect – coupled with the worst behavior, apathy and lack of work ethic in my students no matter how hard I try to make fun, rigorous, or meaningful lessons. I have 7 years to retirement and I’m not sure I’m going to make it… 

    Based on many comments, we see “parent/community attitudes” overlapping with the question about the”Level of Respect” educators are feeling. Certainly, anecdotally, we are hearing many concerns about parents and communities aggressively engaging with teachers and administrators in ways we’ve never expected. Just over 61% of respondents cited Parent and Community Attitudes as a moderate or greater factor in their stress.

    Spreadsheet. Parent and Community attitudes were a stress factor for 62% of respondents.

    I have been teaching for 13 years and have a master’s degree in my field. I have never felt the hostility and disrespect that I have felt since the pandemic started. I would love to stay in education but move to an edtech position where I can still develop and plan engaging lessons, but be out of the physical classroom.

    Tired of being the fall guy. Communities and local governments blame schools for trying to keep everyone safe. Common sense safety precautions are ignored in order to keep the doors open. Having everyone catch Covid is not the best way forward. 

    Other factors…

    There were additional factors as well, but their risk decreases fairly rapidly.

    • Benefits- 57% cite as “moderate or greater.
    • Personal concerns- 44%
    • Concerns about remote learning- 22%
    • Planned retirement- 21%

    And speaking of Covid…

    Spreadsheet of results regarding Covid-related issues. Covid was an aggravating factor, but not universally seen as the driver for educator dissatisfaction.

    We posed 3 questions regarding concerns around the response to Covid-19 in three different scenarios. Local communities’ response, a school’s or district’s response, and the response to covid from the state.

    While we were accounting for the possibility of some significant variance, we see that all responses rank Covid-19 as a moderate concern.

    From comments, it’s apparent that Covid is seen as an aggravating factor that is contributing to educator’s stress, but is not universally seen as the driver for educators’ dissatisfaction.

    Observations

    We received a very high percentage of responses from K12 Teachers (75%) but only 6.5% of responses were from school or district administrators.

    Reviewing free-form comments (some of which are quoted above) we recognize increasing frustration with the number of requirements put on teachers to meet state-level requirements. However, we also see significant and peaked frustration with direct supervision and the culture within schools and districts. Many responses call out their principals and superintendents directly for poor communication, micro-management, lack of support, and lack of respect.

    Considering the highest risk factors captured by this survey, there are certainly a number of concerns that are outside administrators’ direct control. Pay-scales are policy and community driven. District leaders may be able to advocate for higher compensation, but to a larger degree their hands are tied.

    Other factors, however, are directly within leadership’s control. School culture, respect, and student behavior all present opportunities for leadership. With more respondents from the administrator level, we hope we could provide better insight into these areas. As it stands, more research would be worthwhile to help districts prioritize their interventions to address what is clearly a crisis in the making.

  • The Big Quit and the Problem with Big (and Old) Data in Education

    The Big Quit and the Problem with Big (and Old) Data in Education

    Human resources, I’ve come to learn over my career, is as much about risk management as any OSHA policy, equipment maintenance, or investment strategy. A company may choose not to perform maintenance on its conveyor belt to save cash for a year or two, but the risk of that critical component failing and causing major disruption increases every year they put that off.

    Human resources is similar, even in K12. They just manage risks that hit us more personally. What do we need to pay staff to ensure they come to work? What contracts should we negotiate to ensure we can deliver services? What benefits? How do we keep our staff safe? All these things, while in a workforce’s best interest, also ensure the sustainability of a business. Or school.

    The unfortunate reality is that while the bearings on a conveyor belt have a well-documented life span, a teacher’s career does not. Humans are also more flexible resources than bearings, and often get stretched beyond recommended safety guidelines. That’s my personal observation.

    But there have been a couple of articles in the last weeks with wildly different perspectives on “The Big Quit” in education. The first is Mark Perna’s article in Forbes which describes a looming crisis, largely due to teacher burnout. And another more recently by Chad Aldeman in The 74, that claims there is no Big Quit in education, and that any “Discrete labor challenges should demand targeted compensation solutions.”

    Aldeman’s article cites some robust data from the Colorado Department of Education and The Calder Center, but it’s also a prime example of the problem with data in education. The Calder Center article is from 2015, relying on data collected even before then, and the CDE study is speaking about retention rates at the beginning of the pandemic. That lag in data is typical, and in many cases unavoidable. And those making any policy decisions are in the tough spot of relying on data that doesn’t necessarily reflect their current or pending risk profile.

    Examples of that include the accounts of student behavior from school and district leaders during the fall of 2021. (See our earlier article, The Kids are not Alright…). But student disciplinary referrals are only reported to the state periodically, and generally at the end of a semester… so how can any board of education respond in real-time to bearings (meaning teachers) burning out on their conveyor belts (meaning schools)? It’s not by looking at outdated data.

    K12Leaders is publishing a real-time survey to gauge the current state of the K12 workforce, and the unique stressors on it this year. Please consider sharing with your educators and staff. We will share that data freely, as well as in upcoming articles on resignations, retention, and recruitment in K12 education.

    Sources: