Talent Crisis in International Schools: Turning Scarcity to Abundance - Millenials and Gen Z

Introduction

The recruitment landscape for international schools, involves a pressing need to address perceived talent shortages. While there are many factors impacting talent supply in domestic markets on which international schools rely for a steady stream of UK, US and IB curriculum teachers, many of the solutions being put forwards are potentially missing a huge factor which is driving the perceived reduction in quality, for example of talent coming from the UK.

While there are undoubtedly less people coming through the university system to replace those leaving education, are we at risk of jumping to conclusions that this is the direct cause of the international schools struggle where anecdotally we hear about a reduction in quality of UK candidates, rather than numbers?

Overseas postings are still a huge draw to teachers in UK, US and other domestic markets due to the generally preferable financial packages, more motivated students, availability of resources and much more.

We contend that just because schools are perceiving that talent pools these days are lower quality, correlation doesn't = causation, and there is more at play than the restricted talent supply in UK or US domestic markets, given that there are still hundreds of thousands of educators in those talent pools.

What if Something Else is Driving the Perception of Scarcity?

A significant factor contributing to these challenges is the misalignment between traditional hiring practices and the expectations and preferences of Millennials and Generation Z (Gen Z) candidates.

We know this, because there are clear lessons to be learned from experiences in other industries, which indicate that at least one cause of perceived talent shortages over the last 10-15 years in all industries, has been an inflexibility of Boomer, Gen X hiring managers, to understand the evolving nature of Millenials and Gen Z and how they present themselves in the job market.

This article examines the hurdles that traditional recruitment processes impose on younger generations, the limitations of conventional hiring methods, and the necessity for hiring managers to update their perspectives on what makes a great teacher in today’s educational environment. Furthermore, it explores how other industries have tackled similar talent shortages and the lessons education can learn from their experiences.

Talent Shortages: A Widespread Challenge

Talent shortages have been a recurring issue across various industries. Sectors such as technology, healthcare, and finance have long faced difficulties in attracting and retaining skilled professionals. These industries have had to innovate and adapt their recruitment strategies to meet the changing demands of the workforce, uncovering hidden talent in the process. The education sector can draw valuable insights from these experiences to address its own recruitment challenges.

Misunderstandings Between Generations: The Gen Z and Millennial Perspective

1. Cover Letters

Traditional school hiring processes often require cover letters, which Millennials and Gen Z view as redundant or overly formal. They also have zero predictive validity of performance.

We have to address the issue of Chat GPT and LLMs, which in 2024 make cover letters instantly redundant. For example, we built THIS GPT in less than 5 minutes with a set of instructions to write a covering letter referencing the job advert link, school website (mission, vision, values) and the candidate's CV - it's not perfect, but as a 5 minute job it's scarily effective.

If school leaders stick to the view that 'if they want a job in my school they will make the effort', fine, but accept that you're going to face an ever diminishing talent pool and excluding 1 if not 2 entire generations of educators.

If we stubbornly stick to what we've always done, we also risk Millenials and Gen Z making values judgements that cover letters signify a selection process is perceived to be stuffy and outdated, they will believe the workplace culture is unlikely to be much better, so they will walk on by.

And that's before we even start on the DEI issues you create with subjective judgements on covering letters.......lets remember at its core, we're hiring teachers, not writers!

Even if you passionately believe in the value of a CL in your school, can we justify pursuing this as REALLY what is best for the children your school if it alienates or disenfranchises a large part of the talent pool?

2. Limitations of CV Screening

• Lack of Predictive Validity: Research consistently shows that traditional CV screening has limited predictive validity when it comes to job performance. A study published in the Journal of Applied Psychology found that the correlation between CV data and job performance is often weak. CVs focus on past experiences and qualifications, which do not necessarily predict future success in a dynamic and evolving educational environment.
• Bias in Screening: Traditional CV screening can introduce biases, as hiring managers may unconsciously favor candidates who fit a certain mold or have backgrounds similar to their own. This can result in the exclusion of diverse and potentially high-performing candidates who bring unique perspectives and skills to the table.

3. Presentation at Interview

Younger generations often favor a conversational and collaborative approach to interviews. They seek to understand the organization as much as they want to present themselves, valuing transparency and mutual fit over traditional hierarchical interview dynamics. This approach can be misunderstood by hiring managers accustomed to more formal interview processes.

4. Predictive Validity of Interviews

• Structured vs. Unstructured Interviews: Structured interviews, which use standardized questions and evaluation criteria against specific competencies or behaviours, have been shown to have higher predictive validity than unstructured interviews. However, many international schools still rely on unstructured interviews, where the lack of consistency and objectivity can lead to poor hiring decisions. Research in the Journal of Occupational and Organizational Psychology highlights that unstructured interviews are less reliable and more prone to interviewer bias.
• To be clear, a 'structured' interview is not where you interview with a preset list of questions you've found 'work' over the years. The concept of 'structured' are that the questions AND assessment of the response, is designed specifically to test an attribute, competency or behaviour desirable by the school.
• Evaluating Fit: Interviews often prioritize immediate rapport and perceived cultural fit, which can disadvantage candidates who may not conform to traditional expectations but possess the competencies and attributes needed for success. Millennials and Gen Z candidates, with their diverse backgrounds and communication styles, may be unfairly judged during these subjective assessments.

5. Generational Gaps in Leadership Perceptions

• Boomer and Gen X Hiring Managers - Stagnant Expectations: Many Boomer and Gen X hiring managers base their expectations of what makes a great teacher on their own experiences from when they first entered leadership roles. These expectations may be outdated, failing to account for the skills and attributes needed in today’s rapidly changing educational landscape. For instance, technological proficiency, adaptability, and cultural intelligence are increasingly important, yet may be undervalued by those who prioritize traditional teaching methods.
• Resistance to Change: There can be a resistance to change among experienced school leaders who are accustomed to methods they believe to work, but which in reality have never been validated in data. This resistance can perpetuate a cycle where innovative and modern approaches to teaching and recruitment are overlooked, further contributing to the perception of a talent shortage.

6. The Need for Rethinking Recruitment

• Embracing Modern Methods: International schools must embrace modern recruitment methods that align with the expectations and strengths of younger generations. This includes leveraging digital platforms, using data-driven assessments, and incorporating psychometric tests to evaluate candidates’ potential beyond what is evident on their CVs.
• Redefining Success: Redefining what constitutes a successful teacher in today’s context is crucial. Hiring managers need to prioritize attributes like adaptability, technological savvy, and cultural sensitivity. These qualities are essential for thriving in diverse international school environments and preparing students for a globalized world.

7. Lessons from Other Industries

• Tech Industry: Emphasizing Skills and Potential Over Experience: The tech industry has long faced talent shortages, particularly in fields such as software development and data science. Companies like Google and Apple have shifted their focus from traditional credentials to skills-based hiring. By prioritizing practical skills, problem-solving abilities, and cultural fit, these companies have expanded their talent pools and discovered candidates with unconventional backgrounds who excel in their roles.
• Healthcare: Utilizing Comprehensive Assessments: The healthcare sector has embraced comprehensive assessment methods to address talent shortages. Hospitals and clinics use psychometric tests, situational judgment tests, and behavioral interviews to evaluate candidates' competencies and fit for specific roles. These methods provide a more holistic view of a candidate's abilities, beyond what is evident from their resumes.
• Finance: Data-Driven Recruitment: The finance industry leverages data analytics to enhance recruitment processes. By analyzing large datasets, financial institutions can identify patterns and predictors of success in various roles. This data-driven approach helps in making informed hiring decisions and reducing biases that might arise from subjective judgments.

8. Evidence Supporting Modern Selection Methodologies

• Data-Driven and Psychometric Approaches: Research supports the efficacy of data-driven and psychometric methods in improving hiring outcomes. A study in the International Journal of Selection and Assessment found that psychometric tests significantly enhance the ability to predict job performance and employee retention. These methods provide a more comprehensive view of a candidate's potential, identifying attributes such as emotional intelligence, problem-solving skills, and teamwork abilities.
• Real-World Examples: Companies and sectors that have adopted modern hiring practices offer valuable lessons. For instance, tech giants like Google use structured interviews and data analytics to identify candidates with the right skills and cultural fit. Similarly, the healthcare and finance sectors have successfully integrated psychometric assessments and data-driven recruitment strategies, resulting in better hiring decisions and improved performance.

9. Conclusion

The challenges in international school recruitment extend beyond a mere shortage of candidates. Misunderstandings between traditional hiring practices and the expectations of Millennials and Gen Z contribute significantly to the perceived talent gap.

By rethinking recruitment strategies, embracing data-driven and psychometric methods, and aligning hiring practices with the preferences of younger generations, international schools can unlock a vast pool of talent they are potentially excluding for the wrong reasons, and ensure they attract and retain the best educators for the future.

As the educational landscape continues to evolve, it is imperative for hiring managers to update their perspectives and methodologies, fostering a more dynamic and inclusive approach to recruitment that meets the demands of today’s workforce and educational environment.

About The Author

John Butterworth is CEO of 10k Schools, and previously held Strategic HR leadership roles in education, financial services and hospitality. John brings perspectives to talent strategy in education from a 25 year career at the cutting edge of data driven strategic talent interventions ranging from billion dollar startups to global hospitality and financial services giants.

He passionately believes in modernisation and reform of the education sector's approach to talent strategy, recognising that radical transformation can only come by giving education leaders simple tools to do complex things they otherwise would never have the capability to do in their school - and thats where 10k Schools comes in, using data and automation to help schools manage selection, candidate experience and safer recruitment administration.

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www.10kschools.com