Recruiting and Hiring Highly-Qualified Teachers in Hard-to-Staff Schools Post-COVID-19
This study examined how building principals in hard-to-staff schools recruit and hire highly-qualified teachers (HQTs) in the post-COVID-19 era. Grounded in human capital theory and using an interpretative phenomenological analysis, the study explored how building principals make meaning of recruitment and hiring decisions amid national teacher shortages. Twelve building principals from hard-to-staff schools in Region 1 of Central Virginia participated in one-on-one semistructured virtual interviews. Iterative coding generated three overarching themes that captured participants’ approaches to talent acquisition of HQTs: (a) building principals employ year-round recruitment, (b) building principals must have clear expectations about qualities sought in candidates, and (c) hiring HQTs is a team effort spearheaded by building principals. Findings showed that building principals maintain non-negotiable standards for identifying HQTs, engage in personal outreach to keep potential hires connected to the school, and rely on hiring processes that involve school-based teams and district human resource specialists. Participants emphasized that recruitment and hiring are not seasonal administrative tasks but a continuous leadership responsibility grounded in a moral commitment to students’ long-term academic and economic outcomes. Overall, the findings demonstrate that intentional recruitment and hiring practices directly influence students’ access to HQTs in hard-to-staff schools; such access has lasting implications for students, including their academic achievement, career pathways, overall health, and future economic stability. The study also highlighted the need for targeted professional development to strengthen principals’ capacity to implement effective post-COVID-19 recruitment and hiring strategies.