HR: Why support staff are vital to developing school culture

Recently, we welcomed HR directors from independent schools to our London office for an open and timely discussion about the importance of people and culture in schools. And we also wanted to look at how these two key areas of management are changing.

Against a backdrop of sector change, including mergers, acquisitions, and growing operational pressures, one theme stood out clearly: people must be at the centre of any successful transformation.

As schools adapt to financial realities, changing parental expectations, and a competitive staffing market, HR professionals are being called upon not just as policy custodians but as strategic enablers of culture, cohesion, and resilience.

Mergers and acquisitions: People first

In recent months, the independent school sector has seen a marked increase in mergers, acquisitions, and strategic collaborations. While the financial and legal implications of such moves are well understood, it’s the human element and how it’s managed that often determines long-term success.

Professionals in support roles must be recognised as critical contributors to a school’s identity.

At the roundtable, delegates said that the integration of academic and non-academic staff cultures remains one of the most challenging and often overlooked aspects of organisational change. There was a clear consensus: professionals in support roles from admissions and finance to estates and marketing must be recognised as critical contributors to a school’s identity.

When schools merge, or when governance structures shift, ensuring a cohesive, inclusive culture is essential. That means early, transparent communication; meaningful engagement with all staff groups; and a clear articulation of shared values. The schools that do this well treat culture-building as a strategic imperative, not a by-product.

Embedding a culture of change

Change is no longer a one-off event but a constant condition for many schools. The HR leaders at the roundtable reflected on the importance of embedding a culture of adaptability, where staff feel informed, empowered, and supported through transitions whether structural or cultural.

Change is no longer a one-off event but a constant condition for many schools.

Key to this is leadership visibility and trust. When leaders engage with staff authentically and consistently, it becomes easier to build collective ownership of change, rather than resistance. HR teams play an important role in helping schools go from just managing change to actively making change happen, moving from reacting to problems to planning ahead.

Lessons from the state sector: Wellbeing, flexibility and inclusion

Independent schools often look inward when defining culture, but there is increasing value in learning from the state sector, particularly around staff wellbeing and support.

The Department for Education’s Staff Wellbeing Charter, though designed for state-funded schools, offers a robust, actionable framework that can be adapted for the independent context. Its emphasis on reducing unnecessary workload, encouraging open dialogue about mental health, and prioritising staff development aligns closely with the ambitions shared during the roundtable.

By adopting similar tools and principles, independent schools can ensure both their teaching and non-teaching staff feel valued and supported both during times of crisis and over time.

Professionalism across the school community

One of the most important reflections from the event was the need to improve the narrative around support staff, referring to them as education professionals in their own right. Whether in safeguarding, compliance, operations, or wellbeing, these teams are essential to delivering a high-quality educational experience.

HR must champion a whole-school approach to culture that respects and reflects the contributions of every colleague.

Mergers and cultural change processes that do not fully engage and empower these professionals risk losing institutional knowledge and undermining morale. HR has a responsibility to champion a whole-school approach to culture – one that respects and reflects the contributions of every colleague.

Looking ahead: The strategic role of HR

The HR roundtable affirmed that the sector is evolving rapidly and HR professionals are leading the way in navigating these shifts. From legal changes to contract reform and culture development, the role of HR is increasingly strategic, collaborative, and future-focused.

The HR roundtable highlighted how the education sector is changing quickly, and HR professionals are helping guide these changes. From new laws to contract updates and culture building, HR is becoming more strategic, team-focused, and forward-looking.

As we look ahead, the schools that will thrive are those that put people first – not just as a moral imperative, but as a driver of long-term success.

UK Independent Schools: A New Era of Leadership | AQ

Hayley has supported the education sector for the last ten years, providing executive search and interim and consultancy solutions to Independent Schools, Academy Trusts, FE Colleges, and Universities. Her speciality is understanding the education sector and connecting talent that is passionate about providing high quality inclusive education. Hayley has built a track record with education leaders and helped many organisations identifying top talent.

Hayley has a passion for education, she is a governor for MAT working closely with the head and trust leaders to ensure excellent levels of education. She previously worked closely with England Rugby Schools to deliver inclusive sport in schools and has strong understanding of the curriculum.

Hayley joined the AQ team to further develop the schools and colleges practice and is driven by making a positive difference to the education sector through the quality of leadership appointment.

You can email her at hayley.mintern@andersonquigley.com or connect with her on LinkedIn.