For years, education recruitment agencies have thrived in an environment of persistent staffing shortages, fuelled by high turnover and the ongoing challenge of attracting and retaining teachers. While the demand remains strong, fresh data suggests that the relentless recruitment pressure may be easing.

With an evolving market, agencies must sharpen their competitive edge to maintain momentum.

Signs of Stability

Latest Department for Education figures show a drop in unfilled teaching posts to 2,200 in 2023/24, down from a peak of 2,800 just a year earlier. That’s still double the 1,100 vacancies recorded in 2020, but it marks the first significant reversal in years.

Vacancy rates have fallen to 5 per 1,000 teachers from 6 per 1,000 in 2023, although they remain above pre-pandemic levels. This trend partly reflects shifting demographics: fewer pupils in nursery and primary schools, but growth in secondary and special education enrolments.

That said, the outlook is not wholly positive.  The National Audit Office says: “Since 2018 more teachers have been recruited than left the profession each year; however, there is a growing number of secondary school pupils, which is expected to peak in 2028, and teacher numbers are already failing to increase in line with students….Growing pupil numbers will later affect further education, with DfE estimating a need for 8,400 and 12,400 more teachers by 2028/29.”   FE teachers earn £10,000 less on average than secondary school teachers, making recruitment even harder.

Shortages are not evenly spread. Not surprisingly, London and the South East continue to feel the sharpest pinch, commanding premium fee structures and fast turnaround demands. In contrast, northern cities and coastal areas present a different set of dynamics, often with tighter budgets but equally specific recruitment needs.

Schools with more disadvantaged pupils tend to have greater staff turnover and a higher number of unfilled vacancies.

Teacher Retention: A Slow but Positive Shift

In 2023/24, 40,813 FTE teachers left the profession, the lowest level since 2020, while 41,736 new entrants joined. Encouragingly, 89.7% of teachers remained in the profession one year after qualifying. Yet, the fact that 91% of leavers exited for roles outside the state sector underscores the importance of a continued push on recruitment.

The NAO says most teachers leave the profession due to stress.  In 2022/23, 19,900 teachers left compared with 14,700 in 2019/20 and 18,500 in 2018/19.  The proportion of secondary teachers retiring has decreased, from 33% in 2010/11 to 7% in 2022/23, so people are leaving the profession but continuing to work.

The Outlook: Opportunity, but No Time to Relax

According to the National Foundation for Educational Research, recruitment targets for teacher trainees are now around 20% lower than previously forecast. However, the government’s pledge to recruit 6,500 additional teachers guarantees continued demand for agency services. There is a particular need for recruitment in maths, computing and physics.

“Interest in teacher training has risen, perhaps helped by last year’s above-inflation pay rise and a cooler, wider job market. While overall secondary recruitment hit 86% of target in 2023/24 (a dramatic improvement on 48% in 2022/23), it’s still short of what’s needed,” says the NFER.

The NFER cautions that:

• 2026 could see supply meeting demand – but today’s vacancies reflect last year’s under-recruitment.
• One good year won’t erase a decade of shortfalls.
• FE and special schools remain under the radar but face rising demand and chronic shortages.

Beyond the Classroom: Expanding the Opportunity

While teacher placements remain core business, support staff recruitment is booming. The number of teaching assistants has climbed to 290,000, contributing to more than 500,000 support roles across the sector. Positions in educational technology, data analysis, mental health support, and learning assistance are also in rising demand.

Agencies that can supply high-quality candidates across these non-teaching categories can capture additional revenue streams while strengthening client relationships by solving a wider range of recruitment challenges.

International Teacher Recruitment

International recruitment remains a critical source of talent, particularly from countries where teachers can step in without extensive retraining. However, post-Brexit immigration rules demand a well-informed, compliant approach. Agencies that can navigate sponsorship processes and legal complexities efficiently will have a competitive advantage.

Adapting To A Changing Market

The education sector is still thriving for recruitment agencies, but needs are shifting. Demand remains high, especially in shortage subjects, but the era of “shortage everywhere” is giving way to a more segmented and complex landscape.

An agency’s competitive advantage depends on how fast and how well it can adapt, master regional and sector nuances, expand beyond traditional teaching roles and build compliant, global talent pipelines.

Scaling Up Through Operational Excellence

Agencies will need to adapt their approach to meet these changing needs.

Back-office outsourcing allows education recruitment agencies to pivot to meet new opportunities without the burden of additional overheads. By delegating time-consuming but essential tasks, such as payroll processing, compliance checks (including DBS), timesheet management, and invoicing, to a specialist provider such as Workwell, agencies can focus resources on candidate sourcing, client relationships, and business growth.

In the education sector, where regulations are complex and seasonal demand can spike suddenly, outsourcing ensures accuracy, efficiency, and full compliance with safeguarding and employment law. It eliminates the need to hire and train in-house admin teams, reduces operational risk, and provides access to expert systems and technology without capital investment.

Whether placing teachers, support staff, or specialist roles, outsourcing gives agencies the agility to handle fluctuating workloads, maintain service quality across multiple regions, and respond quickly to new opportunities while keeping fixed costs low and profit margins high. In short, it’s growth without the growing pains.