The Teaching Staff Hunger Games

Talent attraction and retention continue to rank among education’s pressure points as schools compete for a shrinking pool of qualified teachers while responding to evolving expectations from parents, students and communities.

The job is demanding, Australian lower secondary teachers work an average of 46.5 hours per week during school terms. This is almost six hours more than the Organisation for Economic Co-operation and Development average.

“The independent school sector is operating in an increasingly competitive labour market where attracting and retaining talented educators has become a strategic priority,” said Lachlan Bowden, practice group leader of education for Australia at professional services company Aon who conducted research into the phenomenon. "Schools are responding to growing expectations around academic performance, student wellbeing and community engagement while managing workforce shortages that continue to place additional pressure on existing staff."

Teacher responsibilities continue to extend beyond classroom teaching to include student wellbeing, leadership, administration and extracurricular activities.

Longer-term workforce pressures are also emerging. Data from the Australian Institute for Teaching and School Leadership indicates that fewer Australians are entering the teaching profession. Around 35,000 people commenced initial teacher education programs in 2015, compared with fewer than 25,000 in 2023, an approximate 30 per cent decline over the past decade.

Survey findings suggest teacher shortages are contributing to financial and operational pressures for schools, while also increasing the importance of leadership succession planning amid rising expectations from parents and communities.

Schools are placing greater emphasis on succession planning, with more schools reported as identifying potential successors before vacancies arise and implementing formal processes than in 2024. This reflects growing recognition of the importance of leadership in supporting long-term workforce planning.

Findings highlight opportunities for schools to strengthen their employee value proposition through career development, mentoring, leadership capability, flexible employment models and proactive workforce planning, rather than relying solely on recruitment activity.

“Schools that invest in leadership development, employee support and long-term workforce planning will be better positioned to attract, retain and develop talented educators over the long term,” said Bowden.

Since 2014, Aon’s Independent Schools Risk Survey, conducted on a biennial basis, captures a view of risks in the education landscape from the perspective of professionals working in the sector. To access the full report, visit schoolsriskreport.aon.com.au.

This year, the survey was conducted from January to March 2026. Three hundred and six independent schools took part in the survey from all states and territories across Australia (except for the Northern Territory). Participating schools include non-denominational and religious schools, as well as schools offering special assistance and Steiner and Montessori-led education.