THE academic year is already halfway through. Much has already been observed and felt by teachers trying to discern their next career move. Options continue to be weighed. Tough decisions need to be made, at least for those deciding whether to stay or leave. Personnel turnover in any organization or institution is, after all, inevitable.
In schools, “turnover” primarily refers to the rate at which teachers and non-teaching personnel leave their positions, either by moving to another school or leaving the profession entirely. There are countless reasons to stay, and just as many reasons to cut ties with one’s present institution.
A collective sense of disappointment or regret often permeates an institution when people decide to leave. This hits hard when those leaving are among the best and most dependable. It disrupts good teaching performance and forces the whole faculty to make unnecessary adjustments until a replacement is found. Furthermore, it is costly for the institution due to the need to train and orient new hires on the basics.
Undeniably, common reasons for leaving include searching for a higher-paying job, finding another school that better matches a teacher’s special skills or expertise, or leaving due to conflicts with colleagues. Others discover — either early on or too late — that their personal values do not align with the culture of their present institution, leading to a farewell.
However, school turnover should be viewed from a different angle. This perspective is explored in an article by Noyem Sharif, CEO at Mascot Properties Ltd., entitled “Your Ex-Employees Are Your Brand Ambassadors: Why a Smooth Exit Is Your Best Investment!”
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Sharif notes, “The moment an employee hands in their resignation, a critical test of company culture begins. How you handle their departure can either burn a bridge or build a beacon. The truth is, your former employees are the ultimate brand ambassadors for your company, and ensuring a smooth, respectful exit isn’t just good manners — it’s a brilliant strategic move.”
I agree that in school, ex-employees, much like alumni and students, can be your best brand ambassadors. However, the reverse is true. Ex-teachers can become naysayers — not necessarily about the school in general, but specifically regarding a toxic school culture shaped by ludicrous school leaders. As the popular saying goes, “Teachers do not actually leave schools; they leave bad ‘bosses.'” Many would have loved to stay if not for the bad leadership they encountered.
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On the other hand, I quite disagree with Sharif’s implication that good treatment of ex-employees should only occur at the exit door.
Applying Sharif’s point to schools, cultivating ex-teachers as brand ambassadors should essentially begin the moment they step onto the campus. Their entire experience — pleasant or unpleasant — will become a story they will tell for years to come.
These stories will echo and be heard by future colleagues, friends and families. Consider these potential statements from authentic brand ambassadors regarding their former schools:
– “It’s a great school that I will never forget because the senior teachers assisted me in my first few years, and I learned a lot.”
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– “Their sense of commitment and dedication inspired me to become a better teacher and made me who I am now.”
– “I do not regret spending my years teaching there because they have a supportive culture; it is like a family.”
– “He is good hire because he came from a school that prioritizes the professional growth of their teachers.”
In an age of fast communication and interconnectedness, a school’s relationship with its ex-teachers does not end on their last day; it simply enters a new chapter. Prioritizing a nurturing culture while they are still employees is the best preparation for would-be ex-teachers. When they leave, they unintentionally become the school’s brand ambassadors to the world beyond the campus.
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Teacher turnover and the stories they carry with them serve as the ultimate test of whether a school’s core values are merely empty words on a wall or lived principles experienced by their future brand ambassadors.
Jesus Jay Miranda, OP, is an organization and leadership studies resource person. He teaches at the Graduate School of UST and the Department of Educational Leadership and Management of the Bro. Andrew Gonzalez, FSC-College of Education of De La Salle University-Manila. Contact him at [email protected].; [email protected]
