No Teachers, No Schools: How K-12 HR Leaders Can Navigate the National Teacher Shortage
Meta description: Dr. Brian Redmond of Clark County School District shares how K-12 HR leaders can tackle the national teacher shortage with smart recruitment, pipeline development, and creative solutions.
The teacher shortage is not coming. It is already here.
Across the United States, school districts are opening the school year with hundreds of unfilled positions. Classrooms are being covered by substitutes, administrators, and sometimes no one at all. The pipeline of new teachers entering the profession is shrinking while the number of educators leaving continues to climb. For those of us working in K-12 Human Resources, this is not a headline. It is our daily reality.
I have seen it firsthand at the Clark County School District in Las Vegas, Nevada. As Director of Human Resources and Leadership Development at one of the largest school districts in the country, my team faces the challenge of staffing over 42,000 positions in a competitive market while serving more than 320,000 students. What we have learned along the way is that there is no single fix. But there are strategies that work.
Understand Why Teachers Are Leaving
Before you can solve a retention problem, you have to understand it. Teachers are leaving the profession for a variety of reasons: compensation, burnout, lack of administrative support, and feeling undervalued. Exit interview data, staff surveys, and honest conversations with teachers will tell you more than any national report. HR leaders in K-12 must be close enough to the ground to hear what is actually happening in schools, not just what looks good on a dashboard.
At CCSD, we made it a priority to analyze our turnover data by school, by subject area, and by years of experience. That information shaped where we focused our recruitment and retention energy. Data without action is just noise. Use it to make decisions.
Build Your Own Pipeline
One of the most effective things a school district can do is stop waiting for certified teachers to appear and start growing their own. Grow-your-own programs, paraprofessional pathways, and partnerships with local universities can create a steady stream of candidates who are already invested in your community.
At Clark County School District, we implemented a $6 million ESSER-funded tuition program that supported over 600 future teachers in earning their credentials. These are individuals who already work in our schools, know our students, and want to stay. That kind of investment pays dividends for years.
If your district does not have a grow-your-own program, now is the time to build one. The teacher shortage is not a short-term disruption. It is a structural problem that requires a long-term solution.
Think Beyond Borders
When domestic pipelines are not enough, creative districts look elsewhere. The J-1 Visa International Teacher Program allows school districts to recruit qualified educators from other countries to fill critical vacancies, particularly in high-need subject areas like math, science, and special education.
At CCSD, we launched and expanded our international teacher program as one part of a broader recruitment strategy. International teachers bring diverse perspectives into classrooms and often develop deep roots in the communities they serve. It is not a replacement for building a local pipeline, but it is a valuable tool in the broader HR strategy.
Compete on More Than Salary
Many districts cannot win a salary war with the private sector or neighboring districts with deeper pockets. But compensation is only one piece of why people choose a job and stay in it. Culture, leadership quality, professional development, flexibility, and a sense of purpose all factor into a teacher's decision to stay or go.
HR leaders should work closely with school and district leadership to make sure the employee experience matches the promises made during recruitment. A great hiring process that leads to a poor onboarding experience will cost you teachers within the first two years. Retention starts on day one.
Elevate HR as a Strategic Partner
Perhaps the most important shift K-12 districts can make is treating Human Resources as a strategic function rather than a transactional one. When HR has a seat at the leadership table, when workforce planning is built into the budget process, and when data drives staffing decisions, districts are far better positioned to respond to challenges like the teacher shortage.
The districts that are navigating this moment most successfully are not the ones with the most resources. They are the ones with the most intentional HR strategy.
The teacher shortage is a serious problem. But it is not unsolvable. With the right systems, the right partnerships, and a genuine commitment to the people doing the work, school districts can build a workforce that is resilient, diverse, and ready for whatever comes next.
That is the work. And it is worth doing.
Brian J. Redmond, Ed.D. Director of Human Resources, Clark County School District
