Building Systems That Reward Growth: Lessons from Henrico County

Across the country, districts are confronting the same question: how can we attract and keep great people when the education workforce is under strain?

For Henrico County Public Schools (Va.), the answer began with a commitment to culture — and evolved into a system that makes professional growth the norm, not the exception.

From Pay Raises to Pathways

National conversations about retention often center on pay, and Henrico has made meaningful progress there. Over the past two years, every employee has received at least a 13 percent salary increase. But as Superintendent Amy Cashwell explained during her presentation at the EdLeader Promise Annual Event (now EPIC) in October, compensation is only the starting point.

“Competitive pay, recruitment fairs, and recognition programs are just the building blocks,” she said. “To really make change, you need to create pathways and systems that focus on employee growth.”

Those pathways took shape through the HCPS Career Ladder — a professional learning model that allows educators to advance financially and professionally while remaining in the classroom. Nearly 700 educators have completed microcredentials and, based on retention data, are twice as likely to stay in the profession and in Henrico.

Expanding the Ladder for All

The district has since extended the model to include classified employees, school leaders, and provisionally licensed teachers. From bus drivers to principals, staff can participate in structured learning cohorts aligned to Henrico’s Journey to 2030 strategic plan.

Each pathway connects professional learning to the division’s mission, core values, and — most importantly — to student success. Ninety-four percent of classified participants and 99 percent of teacher licensure cohort members say the learning directly improves their work.

Aligning People and Purpose

Henrico’s approach demonstrates how culture, structure, and alignment work together.

The district’s Educator and Leader Profiles mirror its Learner Profile, ensuring that everyone — from the classroom to the central office — shares a common vision for what it means to prepare students for the future.

“The solution lies in building a culture where staff feel deeply valued and professionally challenged,” Cashwell said.

The Promise in Action

Henrico’s story exemplifies Principle 3 of the Public Education Promise: Attract, Hire, Retain, and Reward the Best People.

It shows what happens when professional learning becomes a system, not a side project — when growth is recognized, rewarded, and tied directly to purpose.

 Go Deeper

EdLeader Promise Network members can access the full case study to explore how Henrico keeps great teachers in the classrooms, as well as additional tools and examples that support Principle 3.

Interested in learning more about the EdLeader Promise Network?
Reach out to learn how your district can collaborate alongside Henrico and other innovative leaders designing and implementing future-ready systems.