Top HR Trends Independent Schools Can’t Ignore in 2026
Quick look: New year, new HR trends shaping independent schools! In this Q&A interview, discover which compliance, benefits, and employee operations challenges schools should keep an eye on in 2026.
With 2026 on the horizon, independent schools are preparing for the second half of the school year. Aside from midterm scores and standardized test prep, this time of year lets leadership teams reflect on their HR strategy.
We spoke with Antonia Christian, our Senior Director of Schools and Product, to explore the trends and challenges impacting schools’ people operations. Here’s a glimpse into what HR insights are expected to shape the school landscape in the coming year.
Q1: Antonia, you’ve worked with dozens of schools nationwide. What do you say is the biggest HR trend that schools simply can’t afford to ignore?
I believe the biggest HR trend that schools can’t ignore is focusing on retention and employee well-being. Teacher burnout, the rising cost of benefits, and inflation are stretching school resources thin and leaving staff in need of support.
Schools must rethink the employee experience by answering questions like:
- How can my school create space?
- How do we invest in staff’s mental health?
- How can we add flexibility to people’s roles and how they work?
- How can we show our appreciation for staff’s valuable work outside of compensation?
Creating a competitive compensation package with supplemental perks can positively impact employees’ lives and encourage retention. More teachers are leaving the profession because growing workloads and the lack of internal support isn’t creating a desirable workplace. After all, educators want schools to do more than pay them well; they expect a safe working environment that values mental health and provides the resources that help them do their job, manage personal stress, and support themselves and their families.
Q2: Retention and recruitment are growing HR challenges for schools. What drives turnover, and what strategies help keep great teachers on staff?
Teacher turnover is largely driven by exhaustion. The current population of students face challenges outside the classroom like cyberbullying and social media influences. To address this, educators are not just teaching but managing and supporting kids in their daily lives. Sometimes, teachers aren’t sure what their expectations are beyond grades and what’s in the classroom.
To retain educators, school leaders need to clarify staff responsibilities and provide support as they manage the changing dynamics between students and teachers. Start by investing in tools that enhance staff’s ability to do their job while drawing the line between what their expected duties are and what administration does.
Give teachers time to rest, recharge, and collaborate to reduce burnout. Schools should also recruit staff whose skills match the school’s functions, mission, and culture. Take time to review year-over-year performances to identify if a position is a good fit for someone.
Adopting incentive or recognition programs is another genuine way to show staff appreciation for their work and keep them engaged.
Q3: What HR strategies can school leaders implement to maintain a balanced staff culture?
It’s important for schools to engage with their staff. I think many schools assume they’re doing it the right way, but without data, it’s impossible to know for sure.
That’s why more schools are using engagement surveys, which I’ve conducted in the past. You can survey a population by asking questions like:
- How do you believe teachers, staff, and leadership are doing?
- How do you feel about your benefits?
- Do the benefits and compensation meet your expectations?
You can even do surveys anonymously, so teachers and staff feel comfortable giving candid feedback.
Remember: once you get feedback, you can’t just continue to do business as usual. Leadership and administration need to enact those changes to show staff that you listened to and appreciate their perspectives.
Once the engagement survey is complete, consider conducting quarterly or annual pulse surveys to benchmark progress and make sure your school is moving in the right direction. That way, when you ask the board for additional money and resources, you have data-informed feedback to back up your requests.
Q4: How can school leaders stay financially responsible without compromising the employee experience?
When I present to schools, I always say you should know your options and where you can possibly save money. For example, many schools renew benefits plans year after year without seeing if the market has a more cost-effective solution.
If your school struggles with maintaining resources as it grows, it may be time to consider outsourcing your operational management tasks.
I’m seeing more schools outsourcing or working with a PEO (professional employer organization) for HR needs. They may also use an operations firm instead of an in-house manager to help with student recruitment and other facilities.
Schools need to think about alternatives in terms of what they’d have to pay an in-house person versus an external organization. Outsourcing can provide access to specialized expertise and a master benefits plan. Some schools may even see significant cost reductions.
I know many schools are now planning for 2026 and 2027. Those schools are ahead of the game because this year’s plan and budget may not work for you next year; so, you have to figure out ways to reduce costs. That’s why I see more schools outsourcing to a PEO to support anything from finances and benefits to HR operations and technology.
Q5: Why do you think independent, private, and charter schools should invest in a PEO?
I encourage independent schools and all others to consider a PEO solution because it makes providers less likely to view your school as a risk. It also counters rising costs that may complicate funding.
Many private and charter schools get very clear per pupil funding. While some may receive additional money from grants, maintaining a consistent number of students or monetary support each year is a struggle. If insurance costs are going up 15-20%, it’s important to evaluate how to save your available funding.
Outsourcing HR can also be less costly than an in-house option. To have a senior HR leader on staff, schools must provide a six-figure salary they often can’t afford. Yet schools need that level of expertise to run payroll and manage leave, which can be challenging due to ever-growing state leave and sick time laws.
All these obstacles make internal management complicated for schools. So, in many cases, outsourcing to a PEO is going to be ideal for them.
Q6: You’ve established yourself as a PEO expert for schools, from co-founding Little Bird to becoming a SchoolCloud® specialist. Can you tell us more about your background, and what major challenges you’ve noticed HR professionals encounter in the school sector?
After a decade of working with networks and schools across the country, you get to know industry pain points well. For the bulk of those years, I worked in employee relations, doing a lot of leave management and work in benefits. If I had to travel to a mediation or school in California, it was driven by either union negotiations or employee relations. Unlike a regular business, what happens with staff operations also impacts the students, parents, and community.
After years of working for networks, putting processes in place, improving benefits, and saving them money, I came to a realization: instead of just working for an individual school or network, wouldn’t it be great for me to make an impact on multiple schools?
Joining a PEO felt like the best way to do it. I wanted to be able to pull together schools that have a similar population and claims (maternity being common, for example), but still focus on what their individual needs are.
Still, many PEOs or service providers didn’t understand the nuances of schools. Being a school PEO is not only about providing them resources but buying into their mission, giving that extra layer of support, and being a thought partner.
It became clear to us that there was a gap in that space. Schools couldn’t afford to hire an expert like me internally, but they needed the resources and thought leadership from an empathetic and caring partner. When hard decisions need to be made, they need a strategic partner who can not only articulate what’s happening but also articulate a path forward.
Years ago, HR was very reactive. Now we’re more proactive and driven by strategy, which can be hard for schools to grasp when their main concentration is educating students. That’s where we come in and take these day-to-day management tasks off your plate. But at the same time, we’ll be a thought leader who helps schools:
- Restructure policies and staffing
- Adjust their compensation structure to retain and attract staff
- Plan for school growth or expansions
- Revise handbooks and policies
- Integrate leave laws and other regulatory standards into your policies
We saw that need and built out PEO offerings to meet it. Even to this day, schools constantly tell us the need is there. Many other providers still deliver cookie-cutter solutions that just don’t fit the specific needs of schools.
We realized anyone could come in and present a benefits package, but what’s happening on a day-to-day basis is why schools need a trusted partner and resource.
Q7: What’s one piece of advice for 2026 you would give every school leader or someone managing HR at a school?
Know your numbers, not just with benefits but with the salaries out there. When it comes to retention and turnover, you must know what your competition is doing. You can’t keep your head down. You have to be creative and innovative. You need to offer more than just benefits and salaries; you need to make your school a great place to work. People will continue to work for you if they have peace of mind and feel supported and developed.
Schools also must think about the whole person behind the employee. A teacher or custodian may also be a parent, a sibling, a spouse, or a caretaker. You should think about and support the whole person. When that individual can show up to work, be their authentic self, and thrive in an environment that offers great pay, benefits, and culture that makes them feel seen, that’s what matters most.
I’ve been in this space for over 27 years, and I’ve seen how important it is for school leaders to reflect on their environment, cultures, structure, and how they engage employees. In today’s competitive market, schools need to figure out how to set themselves apart. Educators don’t want to just teach while feeling burnt out and underpaid. You have to make them feel tied to the mission and give them a sense of purpose.
Q8: If a school wanted to meet with a PEO tomorrow, what should their next steps be to prepare?
It depends on how you’re approaching it. If you’re working with a broker, most schools have to start out with some sort of RFP process. Also, just start researching with tools like Google or ChatGPT. You want to make sure your broker is going with a PEO that matches your needs, aligns with your mission and culture, and engages your employees. Look for PEOs with experience working with schools because the industry is a niche market. After identifying some of those PEOs, go to your broker and start the process.
And, like I always say, know your numbers. It’s good to see what’s available, and if you feel you found a viable option, then present your findings to your board and move it forward.
You can also do your own research by talking to other schools and your colleagues. I think word of mouth among school communities across different states is undervalued. Talk to each other and get advice at conferences and events (everyone attends to get references). Connecting with school leaders and other professionals in this space lets you know which PEOs show up for schools and really work.
Q9: Are there any compliance regulations or policy shifts we should be aware of in 2026?
We continue to see more states implementing different leave, paid time-off, and sick laws. Back in the 90s, there was only FMLA (the Family and Medical Leave Act). Now states like New York and California keep adding more time-off guidelines.
Unlike corporations with multiple people doing one specific job, schools have to find a replacement while a teacher or employee is absent for a considerable amount of time. And when multiple teachers are out on maternity or other leave, not having a strategic plan to manage absences is challenging. This obstacle gets more complicated if the leave happens at the start of the school year, when schools must reassure parents that a teacher’s 12-week or more absence won’t impact students’ learning opportunities.
We as a PEO help schools figure out how to be compliant without losing their mission or impacting the culture. We work with them on leave management and coming up with creative ways to integrate and abide by new state requirements.
Q10: Schools are starting to receive their 1/1 renewal packets. What should schools consider before renewing their plan?
Getting your renewal package is a great time to see what options are available for next year. Be sure to look at all your options rather than just continuing your plan as is, whether that’s updating your benefits package or considering other strategies. I think any time you need to renew is an opportunity to revisit plans and decide whether the costs or offering is worth it.
Strategies and needs change year over year. By 2027, for example, you may want to consider moving your employees to benefits with higher deductibles or exploring other options to better balance cost and coverage. Taking the time to evaluate current options and possibly implement a new plan for next year can help your school offer more competitive benefits and retain staff.
Start the new year strong with ExtensisHR
From strengthening benefits plans to retaining top talent, the new year presents an opportunity to optimize your school’s HR strategy. If you’re ready to take action, but aren’t sure where to start, a PEO like ExtensisHR provides expertise and resources tailored specifically for independent schools.
Our SchoolCloud® solution simplifies HR management with all-inclusive technology, experienced school professionals, and a dedicated support team. Driven by experts like Antonia, we help school leaders and administrators tackle key challenges and implement processes that make staff more productive, efficient, and compliant with the highest industry standards.
Take the first step to better HR. Connect with a school specialist like Antonia today to start evaluating your options.
