The impact of work-related wellbeing and workplace culture and climate on intention to leave in the early childhood sector

• One in three respondents reported an intention to leave the profession. • Emotional exhaustion, personal accomplishment, and age predict centre directors’ intention to leave. • Pay/benefits, emotional exhaustion, and qualification level predict educators’ intention to leave. • Findings may inform interventions to improve workforce stability. • Findings are timely given current government spotlight on the ECEC workforce. High-quality early childhood education and care (ECEC) enables families to participate in paid employment and promotes positive outcomes for children. Maintaining a stable ECEC workforce is critical to these endeavours. However, the retention of qualified early childhood educators is a pervasive problem globally. While much has been written about reasons for leaving the sector, there has been less attention to the ‘intention to leave’ stage. This study used a mixed-methods approach to explore how work culture and climate and work-related wellbeing support early childhood professionals’ decisions to stay in or leave the profession, and whether there are significant differences between educators’ and centre directors’ intention to leave. Quantitative findings of survey responses from 713 early childhood professionals suggest that one in three respondents intended to leave the profession, more than half of these within five years. Emotional exhaustion predicted intention to leave in both groups. For centre directors, higher personal accomplishment and older age also predicted higher likelihood of intending to leave. For educators, lower satisfaction with pay and benefits and lower qualification level predicted intention to leave. Qualitative findings highlighted participants’ (n = 97) reasons for intention to leave the sector: feeling undervalued, increased demands with inadequate support, and workforce issues. Understanding these factors may assist in designing interventions to prevent intention turning into a decision to leave, and therefore improve workforce stability. This is especially timely in the Australian context, when attention to supporting the ECEC workforce is high on the political agenda, and real structural and organisational change is possible.