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How can human resources departments and senior leadership teams support new staff through the psychological aspect of transition? If you have welcomed new staff this year, they are likely navigating the uncomfortable and often overwhelming “messy middle” of change. They are still saying goodbye to their old place (missing colleagues, familiar routines and ways of being) while trying to make sense of the hidden rules and ways of working in their new school and country. Willia

In 2026, wellbeing in international schools is no longer treated as an "extracurricular perk" or a series of isolated wellness days. Instead, it has become a structural foundation - a core metric that determines a school's accreditation, teacher retention rates, and academic success.

Is the department honoured with a nice office? Do they receive strong professional development? Do you have plenty of high calibre applicants for the vacant roles in that team? Is HR handled by those who are highly qualified, credentialed experts? If not and the Head of School or the Director or the Principal is handling a lot of the HR workload, you may be missing a cost saving opportunity.

How seasonal programs can help international schools identify, develop, and retain future employees and leaders.

What does wellbeing really look like when a new staff member arrives at your school? I’ve been thinking a lot about the difference between being welcoming and actually creating a culture that supports wellbeing. A school can be incredibly friendly. People smile, invite you for coffee, show you around, check in and say, “Just let me know if you need anything.” And all of those things matter. But what happens when the new staff member actually needs something? Who helps them n

Every school leader knows the pattern. A minor incident occurs, a concern is raised, and a review meeting is held. Someone suggests a new form, a new approval process, or another item to add to a checklist. The intention is always positive. We want to prevent the issue from happening again. We want to demonstrate due diligence. We want to support staff and protect students. Yet over time, many schools find themselves carrying an ever-growing collection of procedures, forms, a

After eighteen years working in HR across international schools, I have seen recruitment change beyond recognition. What was once a manageable, if competitive process has become something genuinely difficult. The global teacher shortage is real, it is worsening, and the pressure it creates inside schools lands hardest on the people responsible for filling vacancies. I know that pressure intimately. I have felt it myself. The temptation when a post sits empty and the school ye

Most HR leads know the feeling of going on a hunt. A board member wants headcount by division. A new director of teaching and learning wants to understand observation history. An accreditation team needs a list of who has completed which training. None of it should be hard. But the hiring record sits in one system, the contract in another, the appraisal notes in a divisional folder that looks different for every section, employee ID numbers in a Google Drive or SharePoint fol

Many international schools have become more intentional about onboarding in recent years, with greater awareness around wellbeing, and transition support. At the same time, some schools still treat it largely as an administrative process focused on paperwork, and compliance rather than supporting families through a major life transition.

Many international schools have become significantly better at onboarding over the last decade, investing more time and energy into helping new hires settle into countries, systems, and communities. That’s a positive shift. But while onboarding has become more professionalised, offboarding is often inconsistent, rushed, or poorly designed.

Are we playing a game of musical chairs with international schools as the players? The chairs are the diminishing pool of school age children. As demographic trends see student numbers contract year on year in many markets, the music is slowing, and the scramble is becoming a fight for survival. This crisis of enrollment is inextricably linked to our industry's future, and stakeholders must now navigate the risks of transformation. So, in this high stakes round of musical ch

Without fail each year at the start of US tax filing season, the same thing happens at international schools with American staff. Emails start and US tax-related questions land on someone’s desk, HR, the Business Manager, sometimes the Head, and oftentimes no one is quite sure how to answer them.

The end-of-year season in an international school is a unique psychological phenomenon. While colleagues in "stationary" domestic systems might be looking forward to a summer of rest, the international educator often finds themselves in a state of profound liminality, the "in-between." You are physically present in one country, yet your digital footprint, your logistics, and your heart are already halfway across the globe. It is a period defined by a foot in two worlds, and

In recent weeks, events in the Middle East have once again reminded organisations how quickly global instability can unsettle the workplace. Escalating tensions and security concerns across the region have already prompted some organisations to shift employees to remote work and review travel plans in order to protect staff and maintain operations. Some staff who have taken jobs in the region due to start in August are now nervous about relocating and whether their start dat

Let’s start thinking more intentionally about the performance of individuals in our schools - not in an HR-policy way, but genuinely, as people with layers, potential, and blind spots. Start with this: every person in your school either expands or limits the collective impact of the school. The job of the head of school is to notice which direction they’re leaning and help them lean better. 1. Start with Clarity (Even When It’s Awkward) Performance issues often hide behind fo

This guide outlines a practical, step by step approach to conducting a strategic HR audit in schools. Each stage is weighted to reflect its impact on organisational effectiveness, helping school leaders identify priorities, ensure compliance, and make informed decisions that strengthen staff performance and student outcomes.

Whether we like it or not, AI is already sitting beside us in HR's daily work. In my role, it has become a partner in refining communication, designing wellness initiatives, and reviewing policies in alignment with local labor laws. Tone Coach One of the most practical ways I use AI is as a tone coach for HR communication. When emotions are high, it is easy for initial email drafts to reflect personal history or frustration. Instead of sending my first draft, I removed identi

More than any other theme, sustainable development dominates K-12 classrooms. We teach students about collaboration, conservation and protecting finite resources. At the same time, has there ever been greater pressure on school departments to meet relentless “growth goals”? Grow test scores. Grow enrollment. More EdTech, more data, more systems, more engagement. If you work to support a school in IT, HR, or Operations, you know this tension. Leadership wants growth or cost re

In an international school, the Board’s sole employee is the Head of School. This role carries responsibility for every aspect of the organisation, from teaching and learning to finance, operations, and human resources. For that reason, one of the Board’s most important duties is evaluating the Head. A strong evaluation process keeps leadership aligned with the school’s mission, vision, and strategic goals. Accountability sits at the heart of this relationship. The Board hold

Job fairs still play a role in many international school recruitment strategies. They offer a space to meet candidates face to face and showcase what makes a school a compelling place to work. At the same time, their value has shifted. Virtual recruitment is now established, travel costs are high, and many strong candidates no longer feel the need to attend fairs in person. That shift makes preparation more important than ever if schools are to see a real return on time and c