Recruitment and retention are challenges many special schools face — but what happens when you move beyond quick fixes and start treating workforce planning as a strategic priority?
In this blog, Nicky McGarry, Head of HR and Finance at Forest Bridge School — a Special Free School in Maidenhead for children and young people with a primary diagnosis of autism — reflects on her experience of the recent Workforce Development course created by Glass House Leadership Lab in collaboration with NASS.
She shares how the course helped shift the school’s approach from reactive to future-focused. From embedding values into recruitment to introducing personalised development plans and using tools like Lumina Select and the Workforce Value Chain, Nicky describes the journey as nothing short of transformative:
“Describing the experience as transformative isn’t an overstatement. The course encouraged deep reflection and strategic thinking, helping me reframe workforce development as a strategic lever for school improvement… [it’s] helped us move beyond surface-level fixes to address the root causes of workforce challenges.”
A must-read for school leaders looking to build a values-led, resilient and strategically aligned team.
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Motivation for Joining the Course
I was drawn to the workforce development course because of my desire to develop a strategic approach to addressing staffing challenges, including recruitment, retention, and growth. Forest Bridge School, like many education environments, was experiencing challenges with recruitment and staff retention. I saw the course as a way to move from reactive staffing to proactive workforce planning, ensuring we had the right people, with the right skills, in the right roles to support our pupils and our growth strategy. The course's emphasis on climate analysis and value chain mapping helped me identify not just gaps in staffing but also the cultural and systemic levers that influence recruitment and retention.
Transformative Impact on Leadership and School Culture
Describing the experience as transformative isn’t an overstatement. The course encouraged deep reflection and strategic thinking, helping me reframe workforce development as a strategic lever for school improvement. It’s shifted our focus from short-term fixes to long-term planning. I now approach workforce planning with a long-term lens, considering not just immediate needs but how we build a sustainable, values-driven culture. We've introduced individualised induction plans for new leaders, shaped by insights gathered during the interview process and supported by Lumina Select. These plans are tailored to each leader’s strengths, development areas, and aspirations, and feed directly into their personalised development plans. This approach has helped new leaders feel supported and aligned with our culture from day one.
Collaboration and Tools
Peer collaboration was a standout feature. Engaging with colleagues from other schools gave me fresh perspectives and a sense of shared purpose. It was reassuring and energising to know others were grappling with similar challenges and to learn together to form solutions. The course introduced several models and frameworks that have become central to our planning. The Workforce Value Chain helped us structure our thinking across planning, building, running, and reviewing our workforce systems. The Climate Levers model helped us understand how organisational climate influences culture, wellbeing, and performance.
Recruitment and Values
One of the most impactful changes has been embedding our school values into recruitment. We’ve revised our job adverts, interview questions, and candidate assessments to reflect more deeply the ethos of Forest Bridge School. This has helped us attract candidates who are not only skilled but also aligned with our values, ethos, and vision leading to stronger hires. Candidates have responded enthusiastically to our use of Lumina Select. Many have commented on how refreshing it is to be part of a process that values their individuality and potential beyond traditional metrics. This has helped us stand out as an employer of choice and has contributed to building a values-aligned workforce.
Staff Development and Culture
Using Lumina Spark and Lumina Select has been a game-changer. These tools have helped us understand individual strengths and communication styles, which we now use to shape personalised induction plans and development pathways. New staff feel seen and supported from the interview, through day one and beyond, and long-standing team members appreciate the investment in their growth. We’ve also introduced personalised development plans for leaders, aligned with their roles and the school’s strategic goals. These plans are regularly reviewed and supported by mentoring and coaching. This is helping us to build a culture of continuous development and psychological safety. The feedback so far has been overwhelmingly positive. Staff feel that our approach is more personalised, supportive, and that it makes them feel valued and heard. The introduction of a “stay survey” will further strengthen our feedback culture, allowing us to proactively address concerns and improve retention.
Broader Strategic Impact
The course has helped me think more strategically about workforce planning. We’re now mapping out future needs, identifying potential gaps, and planning development opportunities accordingly. It’s no longer just about filling vacancies it’s about building a thriving, resilient team. We’ve aligned our workforce planning with KPIs and budget priorities, and we’re using data from climate surveys and gap analyses to inform our decisions. This has helped us move from intuition-led to evidence-based planning.
Advice for Other Special School Leaders
To other NASS member schools considering this course, don’t underestimate its potential. This isn’t just another CPD course; it’s a strategic development journey that equips you with the tools, frameworks, and mindset to lead meaningful change. The course helped us move beyond surface-level fixes to address the root causes of workforce challenges. Through models like the Workforce Value Chain and Climate Levers, we were able to map out our systems, identify pressure points, and design sustainable solutions that align with our values and long-term goals. If you're looking to embed your school's values into every stage of the employee lifecycle from recruitment to retention, development to succession this programme will give you the structure and support to do just that. It’s also a powerful opportunity to build a network of like-minded leaders who are committed to creating inclusive, values-driven environments. My advice is to come with an open mind and be ready to challenge assumptions. The impact will be lasting not just for your workforce but for your whole school community.
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Want to know more about the next Future-Readying Your Workforce course?
The next five-day course starts this November, with places available for up to 15 special school leaders and a special discount for NASS members.
Register your space here: https://glasshouselab.com/the-strategy-lab-course-registration