Tag Archives: head teachers

Becoming a primary school teacher: worth the risk?

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Classroom Teachers and promoted posts

Primary Sector

The primary sector during 2023 has been noticeable for a decline in advertised vacancies across England in both the private and state school sectors.

January to July each year
Primary Classroom & promoted posts
2022
Count of URNColumn Labels 
Row LabelsIndependentStateGrand Total
East Midlands5321832236
East of England21430523266
London52930193548
North East7257264
North West6321982261
South East39246635055
South West10627242830
West Midlands5320782131
Yorkshire & the Humber6220752137
Grand Total14792224923728
Primary Classroom & promoted posts
2023
Row LabelsIndependentStateGrand Total
East Midlands2516421667
East of England11622542370
London31623362652
North East7608615
North West3916071646
South East24032403480
South West9220892181
West Midlands5016741724
Yorkshire & the Humber3413161350
Grand Total9191676617685
Difference between 2022 and 2023
Row Labels
East Midlands-28-541-569
East of England-98-798-896
London-213-683-896
North East0351351
North West-24-591-615
South East-152-1423-1575
South West-14-635-649
West Midlands-3-404-407
Yorkshire & the Humber-28-759-787
Grand Total-560-5483-6043
Percentage difference
East Midlands-53%-25%-25%
East of England-46%-26%-27%
London-40%-23%-25%
North East0%137%133%
North West-38%-27%-27%
South East-39%-31%-31%
South West-13%-23%-23%
West Midlands-6%-19%-19%
Yorkshire & the Humber-45%-37%-37%
Grand Total-38%-25%-25%
Source: TeachVac

The one region where the data shows a different pattern is the North East and reasons for that difference will be explored in more detail later.

Leaving the outcome for the North East aside, the other regions all recorded declines of between 19% (West Midlands) and 37% (Yorkshire and The Humber), with the average for the England (including the North East) being a decline of 25% for all classroom teachers and promoted posts in the primary sector across England for the January to July months in 2023 when compared with the same period in 2022.

The data for the North East looks less out of line when compared over a longer period of time

North East
 201820192020202120222023
January462946131734
February38315081145
March78591013426102
April88243712544118
May80295218347206
June3610536822102
July75130228
Total373187352431189615
Source: TeachVac

It may be that a change in data collection affected the 2022 data. Many of the local authorities in the North East post the vacancies in their primary schools on a regional job board. However, at this point in time the actual reason for the change must be speculation.

Leadership Vacancies

The leadership Scale comprises three grades: assistant head; deputy head and headteacher (some times written as head teacher). The first two grades are less common in the primary sector than in the secondary sector. However, with the larger number of schools in the primary sector, the number of headship vacancies each year is larger than in the secondary sector.

Primary Leadership
2022
GradeIndependentStateGrand Total
Assistant Head27776803
Deputy Head48891939
Head teacher1514691484
Grand Total9031363226
2023
GradeIndependentStateGrand Total
Assistant Head13586599
Deputy Head37723760
Head teacher1912591278
Grand Total6925682637
Difference
GradeIndependentStateGrand Total
Assistant Head-14-190-204
Deputy Head-11-168-179
Head teacher4-210-206
Grand Total-21-568-589
GradeIndependentStateGrand Total
Assistant Head-52%-24%-25%
Deputy Head-23%-19%-19%
Head teacher27%-14%-14%
Grand Total-23%-18%-18%
Source: TeachVac

As will classroom teacher vacancies, a reduction in leadership vacancies was recorded for the first seven months of 2023 when compared with the same period in 2022.

TeachVac’s data coverage of the primary sector in the private school market is not complete, so the changes here must be regarded with caution. The numbers are also small in some cells, further reducing the usefulness of the data.

Coverage of the state-funded primary school sector by TeachVac has been more comprehensive. The largest fall is in the assistant headship grade. This is not unexpected in a sector that is facing falling rolls. Although the use of the assistant head grade has increased in recent years in the primary sector, it is still less common to see such vacancies than for deputy head or headteacher posts.

London and the South East remain the two regions where assistant headteacher vacancies are most commonly to be found. This year, these two regions accounted for 220 or the 586 state-sector assistant headteacher vacancies recorded between January and July 2023 compared with 257 of the 776 vacancies at this grade recorded in the first seven months of 2022.

The decline in headteacher vacancies recorded in 2023 may be partly down to a reduction in re-advertisements of headteacher vacancies in 2023. As many re-advertisements for these posts only appear in September, the exact position is not certain at this point in the year. However, the decline in headteacher advertisements in the first seven months of 2023, when compared with the same period in 2022, was less than that recorded in the other two leadership grades for posts in the primary sector.       

 On the basis of this data, is primary school teaching a good choice of career at the present moment in time? For those required to pay full tuition fees to train as a teacher, there must be a question mark about the accumulation of an increased debt at the end of the training course and the risk of not finding a teaching post. There are vacancies, but probably not enough to provide a guarantee of a teaching post for every trainee and returner.

Additionally, the implications of the two-year Early Career Framework may make it more likely that schools will either recruit returners over new entrants to the profession or use schemes such as the Graduate Apprenticeship Scheme to train their own teachers.

Further posts will explore the secondary sector data in more detail.

For the first part of this series see: A tale of two markets | John Howson (wordpress.com)

Ethnic Minority Head Teachers: scant progress

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In October 2021, I wrote a blog about the number of ethnic minority head teachers ‘We need more black headteachers in our schools’ | John Howson (wordpress.com) I thought it was time to bring the data up to date.

YearEthnic minority Head teachers (including white minorities)
2015/20161,473
2016/20171,480
2017/20181,512
2018/20191,531
2019/20201,530
2020/20211,532
2021/20221,564
2022/20231,627

Source Annual School Workforce Census

Despite the increase of 63 in the total number of these head teachers between November 2021 and November 2022, and including all minority groups not classified as ‘White British’ in the total, there were apparently only 1,627 head teachers self-identified as from minority backgrounds in November 2022. This an increase of only around 10%, or just 154 additional head teachers from minority backgrounds, over the eight years represented in the table. There may be more, because the number that refused to answer the question increased from 117 to 192 during the same period.

During the same period, the total of ‘White’ head teachers only changed from 19,520 in November 2019 to 19,104 in November 2022.

There is better news on the ITT front, where ITT undergraduate entrants from minority ethnic groups increased from 12% to 17% of the total intake between 2019/2020 and 2022/2023. For those on postgraduate courses, the increase in the percentage was from 19% to 22% during the same period. However, I suspect that the distribution was skewed towards certain parts of the country. Sadly, we don’t easily have access to that data.

The discussion at the Select Committee last Tuesday about discrimination and unconscious bias meaning that more ethnic minority applicants were not offered places mirrored the finding from the two studies that I conducted for the then National College. Progress is being made, but slowly. My research also found that ethnic minority applicants fared better when there were fewer applicants to select from, as there was in most subjects last year. What will happen if the economy slows and the number of applicants for ITT increases once again?

Given that boys from an African Caribbean background do relatively poorly in our schooling system, it would also be interesting to know whether there is more of a challenge recruiting men form minority backgrounds than there is recruiting women and whether certain subjects struggle more than others? How many physics ITT recruits came for ethnic minority backgrounds in each of the last five years, and were they recruited mainly from a small number of courses. If they aren’t in the pipeline of learning then they won’t be there to become teachers of future generations.

For over a quarter of a century we have been urging women into science, engineering and other STEM subjects. Should we now look to do the same with other under-represented groups. As a large employer of graduates, does teaching have a responsibility to not just recruit graduates but also to influence the pipeline. After all that pipeline starts in schools.

Headship: does school type matter when recruiting?

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How much does the type of school matter when trying to recruit a new headteacher? More many years than I can count, indeed almost since I started researching the labour market for school leaders in England, way back in the1980s, it has seemed that data has always pointed to certain schools finding recruitment a challenge.

So, with a bit of spare time, I thought I would look at the experiences in one large shire county (not Oxfordshire) in the period between January 2021 and the end of July 2022.

Vacancies for headteachers in state-funded primary schools – one shire county Jan 21-July22

ADVERTSINFANTJUNIORPRIMARY – MPRIMARY – CEPRIMARY – RC
1108891
265790
320010
431000
502020
6+00020
TOTAL211615231
2+1177140
% 2+52%44%47%61%0%
Source TeachVac

Interestingly, although Infant schools appear to fare better than other schools in terms of recruiting after a single advertisement, three of the ten schools in the table placed their first advertisement during either June or July of 2022. Discounting those schools produces a 2+ percentage for infant schools of 61% and not 52%. This is the same as for Church of England Primary Schools.

However, although most infant and junior schools in this locality are Maintained schools, there are some Church of England Infant and junior schools, and they seem more likely than the maintained schools to have to re-advertise.

Indeed, Church of England schools account for all of the primary schools with more than two rounds of advertisements for a headteacher. These include one school with the original vacancy plus six rounds of re-advertisements and another school with the original advertisement plus nine further rounds of advertisements between May 2021 and June 2022.

In any normal year, about half of headteacher vacancies appear between January and March. Vacancies advertised later in the year tend to be harder to fill unless there is local interest in taking on the school. Unless a primary school has access to subscription advertising for its vacancies, this can become an expensive business, especially for a small primary school. MATs may be able to cover these costs, but with local authorities not able to top-slice school budgets in the same way, this can be an expensive problem for governing bodies, especially if headteachers only stay in post for a few years in such schools.

There is much less of an issue in filling vacancies for headteachers of secondary and all-through schools, although some of the same caveats about timing remain. Also, for the secondary sector, the type of school and its Free School Meals ranking outside of recessionary times may affect the degree of interest. These issues are discussed further in TeachVac’s annual review of the leadership labour market in England.

So, a community primary school advertising in January each year should have little difficulty finding a new headteacher. The governing body of a Church of England school whose headteacher needs replacing in June will probably find themselves facing a challenge in their search for a replacement.

Trends in school leadership

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Last week, the DfE published an interesting paper about the characteristics and trends in school leadership over the decade from 2010 to 2020. School leadership in England 2010 to 2020: characteristics and trends – GOV.UK (www.gov.uk) This document will no doubt provide the basis for many higher education dissertations and academic research articles. The DfE data also helps to validate the annual Leadership Review produced by TeachVac www.teachvac.co.uk over the past few years that in itself has been the successor to the research into headship turnover that I commenced with Education Data surveys way back in the 1980s: genuinely a lifetime ago.

One of the issues that the DfE paper doesn’t draw out enough is the fate of older entrants into teaching. Now, I assume someone switching career in their late 30s isn’t normally interested in aiming for headship unless they have been persuaded to teach for that very reason. But, what of those in their late 20s? Can they expect the same promotion opportunities as new graduates? I expect that to be the case in the relatively flat hierarchies in the primary sector, but what of those talented career changers in large English and Mathematics departments? Can they achieve promotion fast enough to reach headships? Or is there still a barrier of age by which you must normally have reached first an assistant headship and then a deputy headship to be considered not ‘too old’ for a first headship in a secondary school?

The second leadership issue not adequately considered by the DfE paper is that of the staffing of leadership teams in faith schools, and especially Christian schools, in an increasingly secular society. Requiring adherence to the faith, not just in a notional manner but as a practicing adherent, can restrict the supply of candidates. How far, especially in the primary sector, where faith schools form a large proportion of the overall total of schools, does this issue affect leadership appointments. TeachVac annual review suggested that faith schools are more likely to need to re-advertise a headship than non-faith schools, although better management of teacher supply by some diocese has reduced the size of the problem from the levels seen more than a decade ago.

In terms of middle leadership, there seems little about difference between subjects in the study and any strain that a shortage of teachers in subject such as design and technology or business studies may place on middle leadership isn’t considered. Do teachers in these subjects reach middle leadership positions sooner that say, English or mathematics teachers?

Not surprisingly, in a survey that runs for 2010 to 2020, headteachers and other school leaders are more likely to be younger in 2020 than in 2010. This is partly due to the retirement of the ‘baby boomers’ in the years around 2010, and their replacement with new headteacher, usually in their early 40s. The trend to younger headteachers seems once again to be in evidence with record number so headteachers below the age of 40, although there are still relatively few headteachers appointed in their 20s. The ending of the compulsory retirement age has meant that in 2020 there were a record number of headteachers over the age of 65 still in post. Some may even be old enough to qualify for their bus pass.

This research is worth considering by policy makers, and it might be useful for the House of Commons Select Committee on Education to study the findings along with a discussion about whether or not the problems recruiting teachers has a longer-term effect on middle and senior leadership appointments?

The revolving door of school leadership

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The National Association of Head Teachers (NAHT) has published some interesting research on the amount of time newly appointed senior leaders stay in post as part of their contribution to the debate about the pay and conditions for teachers. Apparently, more are leaving within the first five years after appointment. New data reveals sharp increase in number of school leaders leaving the profession within 5 years (naht.org.uk)

After 40 years of studying leadership trends this is an interesting set of data. The key results are shown in the table below.

Percentage of postholders that are new to post that have left within 5 years of appointment
Head teachersDeputy headsAssistant headsMiddle leaders
Primary phase201122%25%26%43%
201525%26%29%46%
Secondary phase201135%32%37%43%
201537%37%39%44%
Source: NAHT

The first thing to notice is that the data are expressed in terms of percentages. Taking just headteachers, as an example, in a typical year TeachVac records around 1,500 advertisements for primary headteachers, and 350-400 for secondary headteachers.

Using those numbers, the change would be from 330 to 345 departing in the primary sector between 20111 and those appointed in 2015, and in the secondary sector, assuming 400 vacancies each year – the upper end of the range- the change would be an increase of eight headteachers.

Since the press release didn’t calibrate the size of the market in each year, it isn’t clear whether more opportunities in the five-year period would have provided more leaders with a chance to move early in their careers. Certainly, the period from 2019 onwards has seen the start of the bulge in secondary pupil numbers and the creation of some new schools requiring new leaders. The period also witnessed the development and consolidation of Multi-Academy Trusts central staffing and some of those posts may well have been taken by school leaders in post for less than five years.

The press release also doesn’t make clear whether departures were tracked to see where the school leader went? If young leaders are quitting the profession, then that’s a serious situation, especially in the primary phase where there are fewer deputy headteachers and headteachers and any departures at that stage would be challenging to the sector.

As primary teaching, even at the more senior ranks, is now largely populated by women, the age profile of those leaving may also be worth exploring. Are some taking a career break for caring roles, and do we need a ‘keep in touch’ scheme for these leavers? Are there issues with certain types of school and does the data say anything to the levelling up agenda that might interest the STRB?

School leadership, whether at middle leadership or senior leadership levels is a challenging task and these percentages must be viewed with concern, but there is much more to discover from these percentages than might appear from the headline. However, that’s the aim of a good headline; to make one read the text that follows.

Recruitment 2022: a rough ride to come

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Can you tell anything about the 2022 recruitment round for teachers in England based upon just four days of vacancy data? One of the advantages of a job board such as TeachVac www.teachvac.co.uk is the it has sufficient cumulative data on vacancies that can be allied with data about the numbers of teachers on preparation courses to be able to provide some helpful comments on the labour market, even after just four days of data.

For those that are sceptical of such a claim, consider sampling theory. A simple example is to assume a bowl of soup. A small spoonful will tell you whether or not the bowl if full of hot soup. Now scale up to a vat size container. Will a small sample tell you the same answer for the whole? Now purists might maintain that the bottom of the vat could be hotter than the top; I would agree. Taking that comment to vacancy data means that the comments for England as a whole might well include differences across the regions. Such an objection is true, and that is why each month TeachVac produces regional data for most secondary subjects and the primary sector. But it doesn’t invalidate sampling as a useful tool.

Anyway, back to our sample of 2022, and what I think it tells schools about the recruitment round this year. The first point is that it confirms what was being said at the end of 2021, appointments for September 2022 will be more of a challenge almost across the board as the 2020 bounce in interest in teaching as a career drops out of the supply side.

How bad will 2022 be? Well, nothing of concern in art, PE and history. Indeed, schools might well be starting to consider whether they can make use of an extra history teacher and perhaps an extra PE teacher to make use of the best of the trainees with second subject expertise in the pool of jobseekers.

At the other end of the scale, the usual suspects of design and technology where there will be real issues with recruitment have been joined this year by geography, modern languages and English. In the case of the latter two subjects this is partly because of the number of trainees on courses that will either already have placed them in the classroom or make it likely that they won’t be looking on the open market for a teaching post. Independent schools should take especial note of this fact when considering how easy it will be to recruit a teacher.

Most of the other subjects have seen the size of their ‘free pool’ decline this year compared with 2021, and that will have implications for January 2023 appointments. Such vacancies may be hard to fill in many subjects in those parts of England where recruitment is a challenge; namely London and the Home Counties.

Schools that have signed up to TeachVac’s £1,000 maximum annual recruitment package will receive regular updates on the state of the labour market, including local knowledge. On registration, and at no cost, schools receive a detailed report on the labour market.

Recruiters tell me that TeachVac is ‘too cheap’ to succeed because nothing that cheap could be any good. My principle in founding the job board was to show that recruitment advertising need not cost a lot of money. I still believe that to be true. Do you?

History and headship

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Sometimes when searching the web for something another link is thrown up. Today, I rediscovered this piece I wrote for the Education Select Committee way back in 1998, nearly a quarter of a century ago.

I have only included just the first part here, but the whole piece can be read at House of Commons – Education and Employment – Report (parliament.uk) and reveals how useful a good archive policy is for future historians. Worth noting that even in 1998 I was already using the term Chair not Chairman.

Memorandum from Mr John Howson, Education Data Surveys Ltd

THE ROLE OF HEADTEACHERS

LEADERS MUST BE ABLE TO MANAGE, BUT NOT ALL MANAGERS ARE LEADERS

  1. The intention of the House of Commons Select Committee on Education and Employment to consider the role of headteachers is welcomed.

The impact of headteachers on their schools

  2. There is no doubting the important role that a headteacher plays in the life of a school. As the leading professional, the headteacher has a strategic role to play in the success of the school. Just as successful companies, hospitals, regiments and governments function more effectively with strong leadership, so the same is true of schools.

  2.1 Academic studies both here and elsewhere suggest that successful leadership is a combination of situational and personal leadership skills. That is matching the abilities of the individual to the task in hand. One issue with heads is that, as they are generally appointed for an indefinite period, a change in the situation a school faces may require a change in the skill mix needed. This may result in the current head of the school under performing. This problem can also be observed in the corporate sector. Fixed term renewable contracts would offer a solution to this problem but would come with a price tag attached. The loss of tenure would require additional rewards for the additional risks to be accepted.

  2.2 In the early work of the National Education Assessment Centre, a joint venture between Oxford Brookes University and the Secondary Heads Association, it became clear that successful heads need a clear set of educational values. The values should underpin their work and heads must also recognise how to put their values in to practice. For instance, timetabling is not a mechanical “value free” activity. The classes a newly qualified teacher is asked to teach may determine how long they stay in the profession.

The nature of the head’s task

  3.1 There is a popular belief that any competent manager could run a school just as they could any other business. This view muddles up the requirement for professional knowledge with the need for operational support and strategic direction. It is particularly important to understand this issues as the nature of the head’s role has changed during the past decade. It has been transformed from that of just a leading professional to a multi-functional role encompassing the management of education service delivery within a highly fragmented marketplace.

  3.2 Whilst schools are about learning it is right that they should be led by a chief executive with an understanding of the practice of education and a vision to promote the development of the school. It is also right that the head should be expected to justify the direction the school is taking and account for its improvement to non-educationalists. The governing body and particularly its chair serve as the first point in the chain of accountability. In that sense the often discussed comparison between the head as a managing director and the chair of governors as a non-executive Chair of the Board has some merit as an exemplar. In the most recent edition of “Management Today”, the journal of the British Institute of Management, an editorial headed “Yes, the public sector does manage” suggests that “it was time conventional businesses looked again at the abilities of those managers whose skills have been forged in the glare of the public sector”.

  3.3 There are, however, unfortunate side effects of carrying any industrial metaphor too far. Western management theory for too long was based upon scientific principles that resulted in hierarchical structures. These may have been appropriate for a factory environment but were not suitable to professional organisations where rigid structures make team working difficult. The introduction of newer management theories during the 1980s and 1990s has resulted in a fresh look at organisational theory. Teamwork is acceptable with the leading professional being seen as “primus inter pares” with their colleagues rather than at the top of a pyramid. The term “Senior Management team” is now common in the educational leadership literature and normal in adverts for senior staff posts. This approach is not without its risks since it does not remove the need for a leadership function; it just changes the manner in which it operates.

  3.4 The STRB workload survey in 1996 reported on the extent to which heads are able to teach. Conventional wisdom is that the larger the school the less a head will be able to teach. Overall the Study (Table A2) showed primary school headteachers either teaching or undertaking associated tasks such as marking and lesson preparation for an average of 10.6 hours a week. Secondary heads spent on average 6.8 hours a week on such tasks. As a percentage of their working weeks this represented 18.9 per cent of the primary school head’s weeks and 11.1 per cent of the secondary head’s week. However, both heads had longer working weeks than did most other teachers. Primary heads worked on average 55.7 hours a week and secondary heads 61.7 hours. These totals compared with primary classroom teachers who worked 50.8 hours and secondary classroom teachers who worked 48.8 hours. When compared with a similar 1994 study also conducted by the STRB both primary and secondary heads seemed to be working longer hours; up from 55.4 to 55.7 for primary heads and up from 61.1 to 61.7 for secondary heads.

  3.5 The nature of the task of headship must be set against the context that schools operate in. For much of the past thirty years schools have been faced with a period of constant change. During most of the past decade a declining resource base has accompanied this change. DfEE statistics show the average unit of funding per full-time secondary pupil fell from £2,400 in 1990-91 to £2,290 in 1995-96 based on adjusted figures (DfEE Education and Training Statistics for the UK 1997—Table 1.3). In the same period funding per full-time primary pupil rose slightly from £1,590 to £1,690.

Leadership trends in schools- 2020

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TeachVac www.teachvac.co.uk the free to use teacher vacancy site is putting together its annual reviews of the labour market for teachers in England. The first of these is on leadership turnover in schools.

Here are some of the headlines from the draft report.

  • More leadership vacancies were recorded in the primary sector during 2020, while vacancies recorded in the secondary sector during 2020 remained at a similar level to 2019.
  • In the primary sector some 1,497 head teacher vacancies were recorded. The number for the secondary sector was 387 vacancies during 2020.
  • For schools advertising during the 2019-20 school year, there was a re-advertisement rate for primary schools of 28%: for secondary school headteacher vacancies, the re-advertisement rate was lower at 23%.
  • Schools in certain regions and with other characteristics that differentiates the school from the commonplace are more likely to experience issues with headteacher recruitment.
  • There were a similar number of vacancies for deputy heads in the secondary sector during 2020 than 2019. Fewer vacancies were recorded for the primary sector.
  • Secondary schools advertised slightly more assistant head teacher vacancies during 2020 than during 2019. There were fewer vacancies recorded in the primary sector during 2020 than in 2019. 
  • Tracking leadership vacancies has become more challenging as the means of recruitment have become more diversified in nature.
  • The covid-19 pandemic had a significant effect on the senior staff labour market from April 2020 until the end of the year.

What might be the outcome of the new lockdown? As the majority of vacancies at all levels in education are for September starts in a new job the later the more senior vacancies are advertised the more pressure on vacancies for other posts. Normally, half the annual volume of headteacher adverts appear in the first three months of the year. Will that pattern be replicated this year? Perhaps it is too early to tell. Will headteachers, and especially headteachers in primary schools faced with more problems than normal and lacking the level of administrative support that their secondary school colleagues enjoy just decide enough is enough and take early retirement? Will the pay freeze make matters worse, especially if pensions still rise in line with RPI?

TeachVac will be watching these trends for senior staff turnover, along with others in the labour market. Often in the past, a rising level of house prices has been bad for senior staff recruitment in high cost housing areas as staff can move to lower cost areas, but it is challenging for staff to move into those areas without incentives. The Stamp Duty relaxation has pushed up housing prices, at least in the short-term. Will these increases have an impact on leadership turnover?

The current age profile of the teaching profession should be favourable to the appointment of senior leaders but, as this blog has pointed out in the past, there may not be enough deputy heads in the primary sector with sufficient experience to want to move onto headship at the present time.

All these trends will need monitoring carefully as 2021 unfolds.

If you want the full report or data for specific areas, please contact enquiries@oxteachserv.com

Head Teacher Vacancies increase this autumn

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More head teachers are quitting this autumn. TeachVac, the national free vacancy service for the education market in England reported a 20% increase in advertised vacancies for primary head teachers in the three month from September to end of November 2020 compared with the same period in 2019.

The figures recorded by TeachVac www.teachvac.co.uk were:

2019       276

2020       329

There was no such corresponding increase in secondary school headship vacancies. However, that might be down to the greater number of academies in the secondary sector, and a different attitude to filling in-year vacancies by such Trusts..

This increase comes during what is normally a quiet period for recruitment at the start of a school-year.’

The concern must be that this is an early warning sign of a large outflow of head teachers at the end of the summer term next year. Are there deputies willing to step up to the top job? The pressure of head teachers during the past year has been immense, with some having had little or no time away from school since the start of the pandemic.

Over the year to the end of November TeachVac recorded 1,383 vacancies for primary head teachers compared with 1,315 during the same period in 2019. So far, in2020, there have been 355 recorded vacancies secondary school head teachers, compared with 342 in the period between January and the end of November 2019.

Recorded vacancies for assistant head teachers and deputy head teachers have fallen so far in 2020 when compared with 2019. In the secondary sector, there has been a small increase in vacancies at both grades during 2020.

The three months between January and the end of March normally constitutes the main recruiting season for new leadership appointments. Approximately half of all such vacancies are advertised during these three months.

Enough potential school leaders?

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When I wrote a blog recently about the significant level of head teacher vacancies recorded by both TeachVac and the DfE vacancy site during August, I promised to look into the possible size of the pool of school leaders able to step up to fill headships in the primary sector. (Feeling the Strain 31st August 2020)

The new arrangement for viewing the DfE Statistics of the School Workforce in November 2019 made this more of a challenge than in the past. Indeed, I have still not fathomed whether it is possible to add in age groupings as a variable in the composite table searchers are allowed to create from the data? This is an important variable in answering the question about leadership pool of talent since deputy and assistant heads in some age groups may be expected to be lacking in experience in post sufficient to consider promotion to a headship.

Even better would be details about age and length of service in post, something provided way back in the 1990s, but not seemingly available now without a specific data request. Perhaps the teacher associations might like to consider this issue in their next evidence to the Pay Review Body the STRB).

Historically, most head teachers are appointed from the ranks of deputy head teachers, although, as some small primary schools don’t have a deputy, a number of assistant heads or even teachers with a TRL have been appointed to headships in the past. More recently, deputy heads in secondary schools have been moved across to primary schools in the same Academy Trust in order to fill vacancies for primary head teacher posts.

Looking at the data for the last four years from the School Workforce Census, the number of full-time deputy heads in the primary sector has declined from 11,563 in 2017/18, to 10,729 in 2019/20. The number of part-time deputy heads during the same period has, however, increased from 1,062 to 1,236. Nevertheless, the size of the pool has not grown. This is despite the number of schools remaining almost constant during the same period, the total altering only from 17,191 to 17,178.

Assuming some 2,000 primary head teacher vacancies each year, with 25% being taken by existing head teacher changing schools, this would create a demand for 1,500 first time head teachers each year. Assuming ten per cent of the 12,000 deputy heads are too new in post to consider promotion and a further 10% are too old to be still interested in headship, the remaining 10,000 or so leaves a generous margin of possible applicants.

However, other considerations then come into play; type of school – infant, junior or primary; organisation – maintained or academy; religious affiliation or none – Church of England, Roman Catholic, Methodist, Jewish, Greek Orthodox; Sikh, Muslim; size of school – one form entry to four form entry or larger?

All these variables can affect the size of the possible pool of interested applicants. A further wrinkle is the time of year a vacancy is advertised. Historically, 50% of vacancies appear in the January to March period and are the easiest to fill as that is when the majority of applicants are job hunting. TeachVac www.teachvac.co.uk has detailed information on how schools advertising for a head teacher fare, and how many have to re-advertise. Each year, a report is published in January.

We shall be watching the current trends with interest.