Principle 3: Attract, Hire, Retain, and Reward the Best People
Attract, Hire, Retain, and Reward the Best People
Talented, motivated, and highly effective educators are essential to student success.
Almost every person can recall a teacher, coach, or counselor who made a positive and lasting impact on their life. Maybe that person offered stability and support during a difficult time or helped transform their lives with encouragement and guidance.
Investing in highly effective educators' growth, success, and support is one of the best investments every citizen can make in protecting America鈥檚 future.
That鈥檚 why it鈥檚 critical that educators鈥攚ho have the most influence on and spend the most time with our nation鈥檚 young people outside of their immediate family and friends鈥攆eel valued, motivated, and supported in their vital public service role.
It鈥檚 up to school system leaders鈥攚orking with higher education, community leaders, and government鈥攖o lead on how American public schools best attract, retain, train, and reward the people who are among the most prominent role models and coaches in any young person鈥檚 life.
How do we make sure teachers can meet students where they are, support their ongoing professional development, and recognize their vital role in preparing students to thrive after graduation?
To develop a deep bench of highly skilled and highly motivated educators in the talent pipeline, we must re-examine the current staffing models and teaching environments that no longer work for the community or the school. This requires looking at the core drivers of this shortage and what we can do to attract, retain, and reward the people who are preparing America鈥檚 children for their futures.
The heart of every successful school system is its people. In my experience, when educators are empowered with meaningful professional growth, trusted to lead, and recognized for their impact, they rise to meet the highest expectations. Attracting and retaining great talent requires more than incentives鈥攊t demands a culture of collaboration, innovation, and shared purpose.
Suzanne Lacey, Superintendent, Talladega County Schools (Ala.)
Questions to Guide Practice on Strengthening the Educator Pipeline:
What barriers currently exist to attracting, retaining, and rewarding the most talented teachers, principals, administrators, and staff?
What alternatives to traditional staffing models鈥攕uch as multi-classroom leadership, team teaching, personalized technology, flexible staffing, rotating specialists, and remote instruction鈥攎ight exist in my community?
How might schools leverage communitybased partnerships to supplement instruction with additional enrichment opportunities?
What factors鈥攅conomic, local, national, cultural鈥攄rive teacher shortages?
Are there ways鈥攕uch as micro-credentialing and alternative certifications鈥攖o attract more talented individuals from sectors other than education for these critical roles?
What does a diversified model look like for rewarding and retaining employees and how can we utilize public and private funding to close funding gaps?
What benefit packages and other factors, such as coaching and mentoring, can we provide to build a positive, empowering, and meaningful education environment that educators will want to stay fully engaged with for a long time?
Resources Supporting Principle 3
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April 01, 2026
Change Is Constant. People Are the Variable.Type:Article Topics:How employee retention and satisfaction reflect the state of a school district鈥檚 leadership. -
March 17, 2026
鈥婽he Public Education Promise Principle 3: Attract, Hire, Retain, and Reward the Best PeopleType:Podcast Topics:A conversation focusing on the third principle of the Public Education Promise: Attract, Hire, Retain, and Reward the Best People. -
February 06, 2026
Superintendent Checklist: Building a Thriving, Future-Ready WorkforceType:Checklist Topics: School Climate & Culture, Staffing, HR & Talent DevelopmentA practical, quick-reference tool to help turn strategy into action.
Programs & Events Supporting Principle 3
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