Recruitment and Retention in the Post-16 Learning and Skills Sector

5.16 Generally HR Managers did not feel that hard to fill vacancies forteaching staff were having an adverse impact on their institution’sperformance over the past year. Over three fifths of respondents (63%)felt that the impact was not very much or not at all. Only 4% indicated ‘agreat deal’ of impact. Among those who indicated ‘a great deal’ and ‘tosome extent’ by impact, the reasons given for there response includedincreased pressure experience by other staff who covered their duties,the effect on students and an effect on teaching consistency.5.17 Teacher/trainer respondents were asked whether they were aware ofany recruitment difficulties within their organisation. Two fifths (40%)reported that they were aware of recruitment difficulties. Some of theteachers considerations were different to those reported by HRmanagers.5.18 As might be expected, management staff were more aware ofrecruitment difficulties (54%) than teachers or trainers (35%), assessors(29%) and learning support workers (27%).5.19 Permanent employees were also more likely to be aware of recruitmentdifficulties (42%) than those on fixed term contracts (32%) and othercontracts (29%). Likewise, full-time employees were more aware ofrecruitment difficulties (43%) than part-time employees (30%).Respondents with longer service within their organisation, and acrossthe sector, were more aware of recruitment difficulties.5.20 Figure 5.2 presents the proportion of respondents aware of recruitmentdifficulties, by type of organisation. Respondents in further educationcolleges were more aware of recruitment difficulties (50%) thanrespondents in voluntary organisations (39%), in-house training (38%),sixth form colleges (36%), adult and community learning organisations(36%) and private training organisations (33%). This higher awarenessamong FE colleges may be a reflection of their larger size.40