Boarding is a profession built on relationships. At its heart are the dedicated people who give their time, energy and care to create environments where young people feel safe, supported and able to thrive. Yet across Australia and Aotearoa, one of the most consistent challenges raised by Principals and Heads of Boarding is the same: staff turnover.
Retention is not simply a workforce issue, it is a quality of care issue. Stability within a boarding house allows for stronger relationships, better pastoral care, and a more cohesive culture for both students and staff. When staff turnover is high, the ripple effects are felt quickly: increased workload for remaining staff, disruption for boarders who rely on consistent adult support, and a continual cycle of recruitment and training - and then only if you can find someone interested!
If we are serious about strengthening boarding, we must also be serious about strengthening the conditions that allow boarding professionals to remain, grow, and thrive in their roles.
Recognising Boarding as a Profession
One of the most important shifts we can make is recognising boarding as a profession in its own right. For many years, boarding roles have been seen as an extension of teaching or as transitional positions rather than long-term careers.
However, the skills required to work in boarding are significant. Staff manage complex pastoral care, support young people through critical developmental stages, respond to wellbeing concerns, oversee risk and safety, and foster community within a residential environment. These responsibilities require training, judgement, emotional intelligence and resilience.
When boarding is recognised as a professional pathway with clear standards, structured development and opportunities for progression staff are far more likely to see their role as a meaningful long-term career rather than a temporary position.
Supporting Professional Development
Professional growth plays a critical role in retention. Staff who feel they are learning, developing and gaining new skills are more likely to remain engaged in their roles.
This is why structured professional development is so important. Whether it is foundational training such as Duty of Care courses, specialised learning in wellbeing and safeguarding, or leadership development opportunities, ongoing training helps staff build confidence and competence in their work.
Equally important is creating pathways for advancement. Emerging leaders within boarding houses should be able to see a future for themselves in the profession. Leadership programs, mentoring opportunities, and exposure to broader boarding networks can help individuals develop the skills needed to step into senior roles.
When people feel invested in and supported to grow, they are far more likely to stay.
Building Strong Boarding Teams
Retention is rarely about a single factor. More often, it comes down to the environment people work within each day.
Healthy boarding teams are built on trust, collaboration and shared purpose. Staff need to feel part of a team where their contributions are valued and where they can rely on one another for support. Clear communication, regular check-ins, and opportunities for staff to reflect together on their work all contribute to a stronger culture.
Equally important is ensuring that staff have space to recharge. Boarding roles can be demanding, particularly during busy school terms. Leaders must remain mindful of workloads and rosters, ensuring that staff have adequate time to rest and maintain balance in their lives.
A boarding house that cares for its staff ultimately becomes a place where people want to stay.
Mentoring and Community
One of the greatest strengths of the boarding sector is the willingness of professionals to support one another. Many of the most valuable insights shared across the sector come not from formal training but from conversations with colleagues who understand the unique nature of boarding life.
Mentoring programs can be particularly powerful for new staff entering the profession. Having an experienced colleague to guide them through the challenges of their first year can make a significant difference to their confidence and sense of belonging.
Beyond individual schools, professional networks also play an important role. Opportunities to connect with peers from other boarding houses through conferences, workshops and forums help staff realise they are part of a broader community. These connections often provide reassurance, shared ideas and renewed motivation.
Valuing the Work
Retention is also about recognition. Boarding staff give extraordinary amounts of themselves to the young people in their care. Much of this work happens quietly, late-night conversations with homesick boarders, early mornings preparing students for the day ahead, or the countless small moments of encouragement that help young people grow in confidence.
Acknowledging this work matters.
Schools that actively celebrate the contributions of their boarding staff both within their own communities and across the wider sector send a powerful message that this work is valued and respected.
Recognition can take many forms: professional accreditation, awards, opportunities to present at conferences, or simply ensuring that boarding staff are included in broader school conversations and decision-making.
When people feel seen and appreciated, their sense of purpose deepens.
Leadership Matters
Finally, strong leadership remains one of the most significant influences on staff retention.
Heads of Boarding set the tone for the entire boarding environment. Leaders who prioritise staff wellbeing, create supportive cultures and invest in their teams often see greater stability within their boarding houses.
Leadership in boarding requires balancing operational demands with genuine care for the people doing the work. It involves listening, encouraging professional growth, and ensuring that staff feel supported through both challenges and successes.
Great boarding leaders understand that when staff flourish, boarders flourish too.
Looking Ahead
Improving retention in boarding will not come from a single initiative. It requires a collective commitment across the sector to elevate the profession, invest in people and create environments where staff feel valued and supported.
The future of boarding depends on the people who choose to dedicate themselves to this work. By recognising their contributions, strengthening professional pathways and nurturing strong communities, we can ensure that boarding remains not only a place where young people grow—but also a profession where passionate individuals choose to stay.
When we support the people who care for our boarders, we strengthen the very heart of boarding itself.
food for thought!
Richard Stokes
