Post- Covid life has altered in many ways, and as we have seen the effects of the health crisis are still socially and economically impacting us. As discussed repeatedly on the news, alongside many society shaping events there now lies the ongoing ‘living’ crisis. In short, the ‘living’ crisis denotes the sharp rising costs due to inflation.
Although not directly affecting some, Sky News reports that soon 1 in 20 UK households will be unable to pay their food and energy bills. Shocking as it is, this figure highlights the extent of the crisis and how for many whom previously would have been comfortable with their income now struggle.
The problem is then further exacerbated with government ministers advising that people can protect themselves from the crisis by working longer hours or getting a new job. Both of which are easier said than done as we understand it, no one should have to decide between giving up a job that they love or not being able to provide food for their family. Because of this it can be interpreted that habits of those in jobs or seeking for jobs have now greatly changed.
Firstly, as lifelong jobs are largely a thing of the past, job seekers are often on the hunt for new opportunities with better pay, conditions and benefits. Although this is industry wide, in particular within the education sector it has been noted teachers are now looking at salary ranges over CPD and career opportunities and progression due to factors such as the increased living costs or national insurance contributions. Interestingly, just twelve months ago salary wouldn’t have had such a predominant influence over future job decisions.
For an employer, it is of upmost importance to keep this talent within the industry as more begin needing to prioritise income over other job benefits. If employers neglect to do this they may face a ‘brain drain’ of talented job seekers as they look to other sectors in order to sustain an income. This is further exacerbated with the large number of job vacancies available across the industries currently, giving those looking for higher incomes the opportunity to do so.
Because of this it is a must for schools and trusts to look into innovative ways of incentivising the roles they offer if they cannot provide a higher income. These may include retention bonuses, promotion schemes or mileage allowances. Offering more will allow employers to attract the best talent within the industry to further their education capabilities and progress the school itself. Alongside this schools should also aim to offer incentives to becoming involved with the industry such as including salaried teacher training within their services or providing monetary incentives for those looking at CPD training opportunities.
Overall, it is a tricky time for many to live and work as they would 12 months or even two years ago. Yet it is of upmost importance that the education sector adapts to these changes no matter how drastic they may be in order to retain the top talent in the industry and provide young people with excellence in education.
Education is the cornerstone of a prosperous society and providing quality support to students is crucial for their academic success.