The TeamWorks Perspective: Guiding Teams to a Strategic/Unified Vision with Transformative Strategies

CREATING PATHWAYS FOR CAREER ADVANCEMENT AND LEADERSHIP OPPORTUNITIES 

Introduction

While there are many reasons for staff turnover, we can limit the amount of turnover by understanding what is in our control, and attending to those controllable factors. Retaining strong staff members is an important step in the cycle for continued organizational improvement.  Fortunately, there is good information and research available to help organizations retain strong employees.

Whether more formalized systems (site managed districts) or more informal leadership opportunities exist, creating pathways for staff to expand their responsibilities is a way to help them see an aspirational future in the organization.

• Staff involved in creating their future are more likely to remain as they feel valued and responsible for outcomes.
• We often don’t know which employees are eager to take on expanded roles and responsibilities until they ask.
• Staff who contribute to the solutions are more loyal to the process and organization that provided them the opportunity.

Practical Application 

• Enlist the assistance of staff by presenting the issue to be solved, then seek solutions.
• Allow selected staff opportunities to demonstrate leadership and talent to solve complex issues.
• Provide a graphic or framework of a process to achieve a certain goal and collaboratively work to implement the process.
• Whenever possible, engage in a team approach to address issues and utilize the skills and abilities of each team member in resolving the challenge.

Resources and Tools 

The influence of leadership behaviors on talent (study)

How Leaders Can Enhance Employee Retention

https://www.gallup.com/education/316709/how-to-improve-teacher-retention-burnout.aspx

https://www.panoramaed.com/blog/teacher-retention-strategies

https://www.gse.harvard.edu/ideas/usable-knowledge/23/01/turning-around-teacher-turnover

Community Spotlight 

A district was interested in raising 8th grade reading scores as measured by the annual statewide assessments.  The district came to an 8th grade Language Arts instructor with a request, budget, and administrative support.  After accepting the challenge, the teacher worked within the allocated budget, kept administration informed about progress, and achieved positive results. This experience inspired the teacher to pursue an administrative licensure program.

Call to Action

• Leadership Development System (LDS)– being intentional about creating avenues for staff to assume leadership responsibilities as a way to enhance feelings of connectedness, professionalism, and career advancement can lead to improved staff retention.
  • Peer collaboration – Teachers learn from one another and thrive in more collaborative environments, especially when there are shared and specific goals.
  • Coaching for teachers – With regular one-on-one check-ins, teachers feel that they have someone in their corner, in a non-evaluative way, to help them improve and “help them serve their kids better, which is what teachers are all about,” says Hill. 
  • Follow-up sessions to address any concerns – Teacher-driven follow-up meetings provide an opportunity for educators to share their experiences, put instructional changes into practice, and receive feedback from their peers and trainers. 

Ross, E. M. (2023). Turning around teacher turnover. The sticking power of high-quality K-12 professional learning. Harvard Graduate School of Education.

Closing Remarks

Organizations who understand the importance of retaining high functioning staff members can also be intentional about creating systems where those same staff members have opportunities for personal and professional enrichment while positively advancing their organization.

Our hope is that you have been able to identify strategies that can assist in retaining staff members as a way to prevent the hiring challenges that have arisen since the pandemic.

Dr. Sheri L. Allen, Senior Consultant TeamWorks

Paul Neubauer, Senior Consultant TeamWorks

• Dr. Allen has experience as a teacher, coach, Principal, Assistant Superintendent and Superintendent in large school settings.

• Mr. Neubauer has a breadth of experience as a teacher, coach, Principal,  Director of Curriculum and Instruction and Superintendent in mid-size school settings.

For more information, please contact:

Dr. Sheri Allen
sheri@teamworks4ed.com

Paul Neubauer
paul@teamworks4ed.com