HUMAN RESOURCE MANAGEMENT Responding to a Tight Teacher
Labor Market Districts’ innovative compensation strategies to attract and retain teachers. By Chad Aldeman and Katherine Silberstein
T
he competition for labor has never been more intense. In the private sector, the percentage of workers quitting their jobs recently hit an all- time high, as millions of employees searched for higher pay and better working conditions. The turnover rates in public education are not as
high, but schools have still faced staffing challenges that affected their ability to deliver high-quality services this school year. In the fall, there weren’t enough bus drivers to get students to school on time. By winter, the combi- nation of quarantine protocols and a lack of substitute teachers forced schools to scramble to fill classrooms. As the school year draws to an end, it would be
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nice to close that chapter and hope that things return to normal. Unfortunately, district labor challenges are unlikely to go away. Even before the pandemic, the U.S. Department of Education (2021) reported that the num- ber of newly licensed teachers was down 20%–30% from a decade ago. Those numbers are not likely to rebound quickly.
Varied Challenges, Varied Solutions
Although it might be tempting to lump all these issues together as a generic labor problem that could be solved with higher salaries across the board, districts will
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