Creating Thriving Schools During a Teacher Shortage

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2 Creating Thriving Schools During a Teacher Shortage SHANE MCFEELY, PH.D. Senior Workplace and Education Researcher Gallup JONI BOOTH Senior Education Consultant Gallup

3 What is the teacher shortage problem? Understanding the economics of the teacher shortage Measuring the confidence in the labor market Outlining the costs of employee turnover 3

4 We ve All Seen the Headlines 4

5 Some of You Might Have Seen the Data Figure 1. Projected Teacher Supply and Demand Note: The supply line represents the midpoints of our upper- and lower-bound teacher supply estimates (see Figure 10 in the report for full analysis). Source: U.S. Department of Education, multiple databases (see Appendix A in full report) Learning Policy Institute,

6 Demand: Drivers of Growing Teacher Demand Growing Student Enrollment in Public Schools Figure 4 Student Enrollment in Public Schools to Increasingly Lower Student-Teacher Ratios Figure 5 Public School Pupil-Teacher Ratios to Source: National Center for Education Statistics (2015). Digest of Education Statistics. Public and private elementary and secondary teachers, enrollment, pupil-teacher ratios, and new teacher hires: Selected years, fall 1955 through fall Washington, D.C.: U.S. Department of Education. Learning Policy Institute, 2016 Source: National Center for Education Statistics (2015). Digest of Education Statistics. Public and private elementary and secondary teachers, enrollment, pupil-teacher ratios, and new teacher hires: Selected years, fall 1955 through fall Washington, D.C.: U.S. Department of Education. Learning Policy Institute,

7 Factors Increasingly Expanding Teacher Demand Figure 6. Components of Teacher Demand % 1% <1% 3% 7% 6% 31% 31% 28% 67% 66% 59% Retirement Attrition Preretirement Attrition Workforce Growth Due to Pupil-Teacher Ratio Reduction Workforce Growth Due to Student Enrollment Increases Source: U.S. Department of Education, multiple databases (see Appendix A) Learning Policy Institute,

8 Supply: Teacher Preparation Program Enrollments and Completions on a 4-Year Decline Figure 8. National Teacher Preparation Program Enrollments and Completers Source: LPI analysis of the Title II Data Collection, , U.S. Department of Education Learning Policy Institute,

9 U.S. Workers: Increasingly Confident and Ready to Leave 9

10 Americans Are Feeling Better About the Job Market and What It Has to Offer % 42% GALLUP U.S. JOB CREATION INDEX NOW IS A GOOD TIME TO FIND A QUALITY JOB % Strongly Agree 10

11 Employees Are Looking and Leaving 51% are actively looking for a new job or watching for openings. 35% report changing jobs within the past three years. 91% left their employer the last time they switched jobs. 11

12 Intention to Stay or Leave Teaching, by State Attrition Rates Not Consistent Across States Note: Bars represent 95% confidence interval. Source: LPI analysis of Public School Teacher File, 2012, from the Schools and Staffing Survey, National Center for Education Statistics Learning Policy Institute,

13 Costs of Turnover Fixed/Hard Costs Advertising Relocation or hiring bonus Training and onboarding Material costs Exiting employee payouts Unseen Costs Burden on tenured teachers and staff Student/staff relationships Decreased morale Increased errors 13

14 Costs of Turnover Estimates range from half to 5x the employee s salary In a school with 100 teachers $50,000 average salary 20% annual turnover estimated turnover costs are: $500,000 to $5,000,000 14

15 What can districts do about it? Focus on the engagement of their teachers. Understand why teachers are leaving their district. Know your recruiting market. 15

16 Teacher Engagement K-12 teachers are the least likely among 12 occupational groups studied to agree that, At work, my opinions seem to count. U.S Teacher Engagement 13% 46% of K-12 teachers report high daily stress. 69% of K-12 teachers are not engaged in their job. 31% Teachers average engagement level drops significantly in their first few years on the job, a likely factor in low retention rates among new teachers. 56% Engaged Not Engaged Actively Disengaged 16

17 Three Types of Employees Engaged employees are highly involved in and enthusiastic about their work and workplace. They are psychological owners, drive performance and innovation, and move the organization forward. Not engaged employees are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they re putting time but not energy or passion into their work. Actively disengaged employees aren t just unhappy at work they are resentful that their needs aren t being met and are acting out their unhappiness. Every day, these workers potentially undermine what their engaged coworkers accomplish. 17

18 The 12 Items That Measure Teacher Engagement ENGAGEMENT ITEM Knowing What s Expected Materials and Equipment Opportunity to Do Best Recognition and Praise Someone at Work Cares Someone at Work Encourages Development Opinions Count Connection to the Organization Mission Committed to Quality Work Best Friend at Work Talking About Progress Opportunities to Learn and Grow TEACHER S NEEDS Focus Me Free Me From Unnecessary Stress Know Me Help Me See My Value Care About Me Help Me Grow Hear Me Help Me See My Importance Help Me Feel Proud Help Me Build Trust Help Me Review My Contribution Challenge Me Copyright , 2018 Gallup, Inc. All rights reserved. The Gallup Q 12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q 12 items or reproduce them without written consent from Gallup. 18

19 Higher Engagement Leads to Better Improvements When compared with business units in the bottom quartile of engagement, those in the top quartile realize improvements in the following areas: 41% LOWER Absenteeism 24% LOWER Turnover (High-Turnover Organizations) 59% LOWER Turnover (Low-Turnover Organizations) 17% HIGHER Productivity 70% FEWER Employee Safety Incidents 40% FEWER Quality Incidents (Defects) 28% LESS Shrinkage 20% HIGHER Sales 21% HIGHER Profitability 19

20 Actively Disengaged Employees Are Almost Twice as Likely as Engaged Employees to Seek New Jobs 37% of engaged employees vs. 56% of not engaged employees vs. 73% of actively disengaged employees say they are looking for a new job or watching for openings 20

21 Case Study With a Large Suburban District 3.3x Compared with engaged teachers, actively disengaged teachers are 3.3 times more likely to leave the district for any reason (including resigning and retiring). 1.8x District Actions Engagement measurement across district Data-based action planning at the school level Desired Outcomes Improve teacher retention Reduce teacher absenteeism Actively disengaged teachers are 1.8 times more likely than engaged teachers to miss more than four days of work due to illness. 21

22 Why Would Teachers Want to Leave Their Job? 22

23 Why Teachers Leave Their Job In a nationally representative survey, we asked 716 K-12 teachers about why they left their last job and coded the content of their responses. 29% PERSONAL Location/commute/move Children Retired Going back to school Health Military duty 71% JOB-RELATED 84% voluntary (specified on next slide) 16% involuntary Location closed Reorganization Got fired Contract ended 20% for non-teachers 80% for non-teachers 23

24 Why Teachers Leave Their Job Voluntarily Of those teachers who left their district voluntarily for job-related reasons TEACHERS NON-TEACHERS Career advancement 60% 46% Pay or benefits 13% 24% Lack of fit to job 12% 8% Principal or supervisor 7% 12% School or district culture 7% 9% Flexibility or scheduling 1% 2% Coworkers 0% 1% Source: Gallup Representative Panel (2015) 24

25 How Districts Can Learn Why Their Teachers Are Leaving Ask the right questions about teacher turnover: Is this a recruitment issue? Is there something we can do during onboarding to improve retention? Can we identify teachers who are at a high risk of turnover? What alternatives or talent competitors do teachers in my district have? 25

26 Two Primary Research Tools for Turnover 1 TEACHER/EMPLOYEE PREDICTIVE TURNOVER ANALYTICS 2 EXIT SURVEY AND INTERVIEW 26

27 Predictive Turnover Analytics The Right Data + The Right Analysis + The Right Interpretation Use predictive analytics to identify risk factors of leaving. Engagement data Performance information Demographic information Student and principal feedback School climate or culture DATA Create interventions focused on the risk factors. Improve onboarding Sharpen recruitment sources Encourage school-level action Identify critical employee life cycle phases PROCESS PEOPLE 27

28 Understanding Turnover via a Teacher Exit Survey What We Measure 1. Basic reasons for leaving 2. Growth and development 3. Employee engagement 4. Pay, benefits and recognition 5. Performance development 6. Team dynamics and collaboration 7. Organizational culture and identity 8. Work-life balance 9. Leadership and management 10. Organization and job fit Ask the right questions across all 10 categories. 28

29 What Districts Need to Know About Recruiting Millennials Millennials are now the largest generation in the U.S. workforce. 29

30 The Millennial Generation 73 million BORN BETWEEN 1980 and

31 Highest Rates of Unemployment and Underemployment OF MILLENNIALS WHO WANT TO WORK 7% are currently jobless, and another 10% ARE EMPLOYED PART TIME but would prefer to find a full-time job. 31

32 Millennials as Job-Hoppers 6 in 10 are open to different job opportunities. 21% have changed jobs within the last year. 50% plan to be with their company one year from now. 32

33 How Millennials Search for Jobs OFTEN, ALWAYS OR SOMETIMES USE Websites of organizations they have interest in Online job sites General web search Suggestions from family members or friends Referrals from current employees of an organization 81% 63% 62% 75% 74% 33

34 What Millennials Are Most Attracted to in a Workplace SAY EXTREMELY IMPORTANT 1 Opportunities to learn and grow 2 Quality of manager (school leaders) 3 Quality of management (district leaders) 4 Interest in type of work 5 Opportunities for advancement 59% 58% 58% 58% 50% 34

35 What About Money? 48% OF MILLENNIALS say that overall compensation is very important to them when seeking new job opportunities. 35

36 Your District s Employee Value Proposition 1 CONNECT UNDERSTAND YOUR TARGET 2 MAKE YOUR CULTURE 3 YOUR MARK 36

37 The Change in Leadership PAST My Paycheck FUTURE My Purpose My Satisfaction My Development My Boss My Coach My Annual Review My Ongoing Conversations My Weaknesses My Strengths My Job My Life 37

38 Questions? For more information on how Gallup can partner with your district or to set up a briefing with your leadership, contact us at inquiries@gallup.com or Follow on Facebook and Twitter to stay up-to-date on the latest trends and insights in education. 38

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