Abstract
South Carolina continues to make strides in strengthening its public education system, yet the challenge of teacher retention remains significant. While the 2024–2025 school year began with fewer vacancies than in recent years, over 1,000 positions were still unfilled across the state. This article offers a five-part action research plan that South Carolina districts can adopt to support, recruit, and retain high-quality educators. Drawing from state and national data, the recommendations emphasize mentorship, human-centered leadership, compensation incentives, data-informed planning, and strategic resource allocation. These strategies are built on a belief in the potential of every teacher, every student, and every school community in South Carolina.
Introduction
In schools across South Carolina, dedicated educators are doing incredible work. They are building relationships, adapting instruction, and showing up for students in ways that often go unseen. As a state, we have made real progress. Teacher departures are down, vacancies are decreasing, and there is renewed momentum to elevate the profession (CERRA, 2024). These are important steps in the right direction.
At the same time, we still have work to do. The 2024–2025 school year began with more than 1,000 teaching positions unfilled (CERRA, 2024). The turnover rate remains around 15 percent, and nearly one in three new teachers does not stay beyond five years (SC TEACHER, 2025). Special education, science, and mathematics continue to see the most vacancies, often in schools with the greatest student need.
This is not a reflection of failure, but rather a call to listen, reflect, and respond. As a special educator and school leader, I believe deeply in the talent, passion, and potential that exists across our state. This article shares a statewide action research framework that can help us retain great teachers, attract new ones, and build the systems that will support them for years to come.
Methodology
This plan was developed using a mixed-methods action research approach. I analyzed reports from the Center for Educator Recruitment, Retention, and Advancement (CERRA, 2024), SC TEACHER (2025), and the RAND Corporation (2024). These sources provided a clear picture of current trends in recruitment, mobility, and teacher well-being.
I also drew from personal experience in South Carolina schools and conversations with fellow educators. The strategies that emerged are grounded in what the research shows and what teachers say they need most. They are practical, flexible, and designed to work within the unique strengths of each district.
A Framework for Supporting and Retaining South Carolina’s Teachers
1. Build a Stronger Recruitment Pipeline – South Carolina is filled with future educators. We can reach them by strengthening partnerships with in-state colleges, increasing visibility at career fairs, and expanding efforts to recruit candidates from other states. Every district deserves the capacity to recruit actively and intentionally.
2. Create Mentorship That Feels Meaningful – New teachers thrive when they feel supported. Mentorship should go beyond checklists. It should offer a trusted colleague who can help with planning, classroom management, and encouragement. Mentors need training, time, and recognition for the vital role they play.
3. Prioritize Compensation and Recognition – The state’s recent pay increases have made an important impact. Building on that momentum, districts can offer stipends for high-need roles, bonuses for high-poverty schools, and other creative incentives. More than anything, we must continue to show educators that their work matters.
4. Lead with Empathy – Teachers stay when they feel seen, heard, and respected. Principals and district leaders have a unique opportunity to foster supportive cultures where teachers are encouraged to innovate, ask for help, and grow. Leadership rooted in empathy has the power to transform school communities.
5. Use Data to Guide Our Growth – Districts should collect and analyze teacher exit surveys, climate data, and recruitment outcomes. By understanding why educators leave and what helps them stay, we can make informed decisions that lead to lasting change.
Recommendations for Future Research
To continue building momentum, we should explore:
- The long-term effects of mentorship on teacher retention
- The impact of financial incentives on high-need subject area recruitment
- Effective wellness programs that support teacher well-being
- Recruitment strategies that build a more diverse educator workforce
- Special education caseload size and its relationship to job satisfaction and compliance
These questions will help us deepen our understanding and tailor our strategies to meet the evolving needs of educators across the state.
Conclusion
South Carolina has shown resilience, creativity, and heart in the face of challenge. Our educators have carried so much over the past several years. They deserve systems that carry them in return. The teacher shortage is real, but so is our collective power to address it. This action research model offers a starting point, and a roadmap to adapt and build upon. The goal is not perfection. It is progress, listening, and acting with intention.
When we support teachers, we strengthen every classroom. When we retain great educators, we protect student learning. When we lead with care, we create schools where people want to stay. Let’s continue to invest in the people who shape the future of South Carolina every day, because the future is in our classrooms, and the time to act is now.
