Recruiting and retaining talented early years professionals is a significant challenge facing our sector today. As a nursery owner and someone deeply involved in the field, I’ve seen firsthand how a shortage of qualified staff, low pay, long working hours, and inflexible working practices have created an environment where finding and keeping great staff is becoming increasingly difficult.

Recruitment challenges in early years

One of the biggest issues we face is a shortage of qualified professionals entering the sector. The Early Years Workforce Survey 2023 highlighted that 40% of providers report finding it difficult to recruit new staff, and this problem is only worsening. The challenge is compounded by the fact that larger organisations, with greater financial flexibility, can offer higher salaries and benefits that smaller, independent nurseries like mine can’t always match.

The competition for talent is fierce, and many smaller settings struggle to compete. Larger companies can afford to attract staff with perks like healthcare packages, signing bonuses, or higher wages, leaving smaller nurseries with fewer options. As a result, many talented early years professionals gravitate toward these bigger chains, leaving the smaller providers to make do with fewer resources. This imbalance has a profound effect on the entire sector, with smaller settings facing a constant struggle to find the right staff in my experience.

Attracting talent

Given these recruitment challenges, it’s essential for nurseries to differentiate themselves. While we may not always be able to compete on salary, we can offer other incentives that make us an attractive place to work. At our nursery, we have focused heavily on creating an excellent work culture, which includes flexible working options, well-being support, in-house training, and opportunities for career progression.

We pride ourselves on recognising talent and nurturing it within the team. By offering an environment where staff feel valued and respected, we are able to attract individuals who are not just looking for a job but for a place where they can grow in their career. Showcasing these positive elements on social media and in job advertisements has become an essential part of our recruitment strategy.

I believe that the qualities we prioritise when recruiting go beyond formal qualifications. While a solid understanding of early years frameworks is essential, qualities such as passion, empathy, and the ability to connect with children and their families are just as important. For example, one of the reasons we’ve been successful in attracting high-quality professionals is by focusing on the kind of work environment we offer—a place where staff know their well-being and development are priorities.

Retention strategies

Of course, recruitment is only one part of the equation. Retaining the talented staff you’ve worked hard to bring on board is equally challenging. In my experience, many early years professionals leave the sector because they grow tired of the long hours and can fall out of love with the role, especially if they feel undervalued or overworked.

To combat this, we’ve implemented several retention strategies that focus on staff development and well-being. Continuous professional development (CPD) is a core aspect of our retention strategy. We offer a range of in-house training opportunities that allow staff to develop their skills, stay up-to-date with best practices, and feel that they are progressing in their careers. Offering career development opportunities is a crucial way to keep staff engaged and motivated.

We also focus heavily on well-being. In an industry that often deals with high stress and demanding workloads, creating a supportive environment where staff feel listened to is essential. We make it a point to listen to staff feedback and to create a culture of open communication and respect. This means giving regular praise, showing appreciation for their hard work, and ensuring they feel they have a say in the decisions that affect their day-to-day roles.

Work-life balance and culture

We know that for many early years professionals, a healthy work-life balance is a critical factor in their decision to stay in the sector. Flexible working arrangements, allowing staff to manage their schedules to fit their personal needs, have helped us maintain higher levels of staff satisfaction. It’s not just about the number of hours worked; it’s about providing the flexibility to manage both personal and professional commitments.

A positive workplace culture also plays an essential role in staff retention. In our setting, we strive to create an environment where staff feel supported by their peers and leadership. Strong leadership sets the tone for the entire team, and I believe that leading with empathy and transparency has helped us build a positive and collaborative culture.

Role of leadership in recruitment and retention

Leadership plays a crucial role in both recruitment and retention. A strong, supportive leader can inspire confidence, encourage growth, and create an environment where staff feel valued and supported. In my experience, the best leaders in early years settings are those who lead by example, are approachable, and genuinely care about the well-being of their team.

The leadership approach we use is one that encourages a collaborative and inclusive environment. We encourage open communication, provide regular feedback, and offer opportunities for professional growth. I believe this approach has been instrumental in both attracting and retaining staff, as it creates a positive environment where everyone feels they have the opportunity to succeed.

Despite these challenges, we remain committed to building a strong and stable team. Our retention strategies have had a positive impact, and we’ve seen a lower staff turnover rate compared to the sector average. According to the NDNA’s workforce survey, staff turnover in early years settings remains high at 24%, but our turnover is significantly lower due to the measures we’ve put in place to support and develop our staff.

Looking ahead

As the early years sector continues to evolve, so too must our approach to recruitment and retention. By focusing on creating a supportive, flexible, and development-focused environment, I believe we can continue to attract and retain the passionate, skilled professionals our children need.

Recruitment and retention will always be a challenge in early years, but by putting our staff at the heart of everything we do, we can make sure we’re not just filling roles, but building careers. The future of our sector depends on the quality of our workforce, and it’s up to us as leaders to create the conditions for them to thrive.