Key workforce insights for MAT and school-based HR teams

The DfE’s Working Lives of Teachers and Leaders (Wave 4) report shows some welcome stability in the workforce, but for MAT and school‑based HR teams, it reinforces where retention risks sit at system level, not individual level.

Here’s what matters most for people teams in schools and trusts.

Workload: reduced hours, unresolved pressure

Staff are working fewer hours than before, but nearly two‑thirds still say their workload is unacceptable. For MAT HR teams, this points to the importance of role clarity, consistent job expectations across schools, and centralised admin solutions, rather than relying on goodwill at school level.

Flexible working: growth without confidence

Over half of staff now work flexibly, and its link to wellbeing and retention is well established. However, only one in three believe flexible working supports progression. For Trusts, inconsistent practice across schools creates risk. Clear frameworks and trust‑wide expectations are now essential to ensure fairness, confidence and credibility.

Pupil behaviour: a people risk, not just an operational one

Concerns about pupil behaviour continue to rise and are increasingly driving thoughts about leaving. Around 3 in 10 staff are considering exit. Behaviour pressures feed directly into absence, stress and retention, and should be reflected in risk assessments, support models and workforce planning, particularly in secondary and high‑need settings.

Wellbeing: improving slightly, still fragile

Wellbeing indicators have improved, including anxiety levels, but 86% of staff still report work‑related stress. For HR, this reinforces that sustainable wellbeing is driven by workload management, manager capability and flexibility, not just wellbeing initiatives.

Pay: improving sentiment, weakening trust

Pay satisfaction has increased, but confidence that pay decisions are applied fairly and consistently has declined. In MATs, inconsistency between schools presents a growing reputational and ER risk. Transparent processes and governors’ oversight matter more than ever.

Retention: many staying despite dissatisfaction

While almost 30% are considering leaving, only 7% left last year. Those who did reported fewer hours, greater flexibility and much better wellbeing. For HR teams, this highlights the importance of stay conversations, early‑warning indicators and proactive engagement, rather than relying on exit data.

The key message for MAT & school HR leaders

The strongest levers for retention sit firmly within people systems:

• Clear role and workload design
• Trust‑wide flexible working frameworks
• Behaviour aware workforce planning
• Procedural fairness and consistency

Retention in education is now a people‑system issue, not an individual resilience issue.