A publication of the Association of California School Administrators
A publication of the Association of California School Administrators
Recruiting and retaining school staff

New approaches to hiring — and keeping — great teachers, staff and leaders

May | June 2024
How to keep ’em once you get ’em
By Helene Cunningham and Joanne Chan
Retaining new teachers is not merely about recruitment and retention. It also includes providing a robust high quality mentoring system, collaboration across departments and professional development opportunities, and understanding generational gaps and incentives school districts offer to attract and retain teachers.
A guide to affordable teacher housing
By Ayindé Rudolph
Even as districts strain to recruit and retain teachers, the challenges for educators stack up — high rent, long commutes, rising cost of living. Teachers find a position somewhere more affordable, and they take it. Leaders in Mountain View Whisman School District took a novel approach to this challenge: creating a teacher and staff housing facility. Here’s what they learned.
Why principals stay
By Dustin R. Gacherieu
Principal turnover has a negative effect on school climate, teacher retention and student achievement. Understanding the work motivation of principals can aid public school districts in improving principal retention, yet few studies examining administrator motivation exist. In his doctoral studies, the author set out to find what motivates principals to persevere through the challenges of the job and remain in the principalship.
How to use social-emotional competencies to retain teachers of color
By Carol Larson
The attrition of teachers of color can be attributed to a number of factors, including feeling isolated or alone, lacking collaborative opportunities, not having access to safe discussions about race, and few or no opportunities to participate in decision making. Fortunately, administrators can leverage their social-emotional competencies in ways that facilitate belonging for teachers of color.
Improving our ability to hire, and retain, the hardest-to-fill positions
By Patricia Greco
Schools compete with every other employer to attract quality support staff. The hiring challenge is prompting leaders in two California school systems to shift their core strategies for recruitment and retention for hard-to-staff positions, such as bus drivers, paraeducators and special educators.
Aligning North Stars
By Natasha Neumann and Andrea Somoza-Norton
A grant to support the recruitment, preparation and retention of BIPOC educators in CSU teacher prep programs led to an ambitious goal: increase the employment rate of Latinx candidates from 24 percent to 50 percent. To achieve this “North Star” objective, two Cal Poly professors forged relationships with school district human resources directors and centered their work around equity in hiring.