When there is a mis-match between the numbers of teachers required in certain subjects to meet the identified need by schools to staff a curriculum area various strategies are used to ensure that schools can deliver their timetables. One such strategy is using teachers with less than ideal subject knowledge until a better qualified teacher can be recruited.

However, if there is a shortfall in training, what are the consequences some years later for the recruitment of middle leaders in the subject? Design and Technology makes an interesting case study that I have used before. As a subject, it regularly fails to recruit sufficient trainees to meet the government’s target, especially since the demise of most of the undergraduate routes some years ago.

The UCAS data for the end of the 2020 cycle (discussed in an earlier post) provides data on the number of trainees recruited. (I could use the DfE’s ITT Census, but as this is not a subject that features much in Teach First numbers, the UCAS data covers most trainees).

*Source: UCAS end of cycle for trainee numbers

The table shows the changes in recruitment over the past seven years with the figure for an assumed 5% non-completion of the course.

So how many middle leaders might be required in this subject? Using the TeachVac database, it was possible to identify some 390 promoted posts in the subject advertised by schools across England in 2020. After removing those linked to specific parts of the subject, especially food technology, where the promoted post may be as much a recruitment incentive as a real middle leadership position, there were 300 posts for middle leaders in the subject. After allowing for re-advertisements, of which it can be estimated that there were about 60 during the year, this meant around 240 likely vacancies for middle leaders of design and technology.

How long does a teacher need before being ready for middle leadership? This is not an easy question to answer. For the sake of this exercise, let’s start by assuming 5 years. Thus the training cohort of 2014 might have been in the market for middle leadership positions in 2020. Assuming 450 entered teaching, (447 rounded up), and demand was 240, this would mean nearly two teachers from that cohort for each vacancy for a middle leader.

Now followers of the labour market for teachers will know that retention is an issue. After five years of service, perhaps a third of those entering teaching are no longer teaching in state schools. So, we need to discount the 450 by a third. The new total is 315 for 240 vacancies; a much less healthier pool from which to draw middle leaders.

Fortunately, 2014 was a relatively good year for recruitment into training. What will happen when the 2017 cohort reach five years of service in 2023? Assuming the same level of wastage, there might be only around 200 teachers left from that cohort. Hopefully, demand for middle leaders will be lower, but if it is similar to the estimate of 240-250 vacancies for 2020, then looking down the road a bit, some schools are going to have a real recruitment problem in the middle years of the decade.

Solutions include persuading more from earlier cohorts to take on middle leadership, even if they were previously reluctant to do so; accelerating the newer cohorts into leadership – not possible until the 2019 and 2020 cohorts come through; merging design and technology with say, art and design where supply of middle leaders is better, into larger faculties offering a better career prospect.

Different schools will adopt different tactics, and some may also offer better salaries than in the past through larger TLR payments.

So, should there be concerns about the supply of middle leaders? I think there ought at the very least, to be some discussion about the issue, and which schools might be most affected by any possible shortages?