The early years sector is currently navigating a period of unprecedented change. With the ambitious expansion of funded entitlements well underway, 2026 promises to be a moment of reckoning: will the promised places be matched by the right people. The answer lies in the unwavering commitment and resilience of our existing workforce, and this needs essential investment.
Resilience in action
For anyone working in early years, the daily reality of work is a potent mix of profound joy and crushing pressure. This combination is what sets our sector apart, and it’s captured perfectly in the insights from the latest Tapestry survey. Educators feel their roles are inherently rewarding, driven by the privilege of shaping children’s earliest years, yet they are almost equally challenging. The job is frequently described as tiring - a product of the high energy and long hours required - but this exhaustion is frequently eclipsed by the immense fun and spontaneity found in the setting. In what other job would you have the sheer delight of acting out the story of 'The Gruffalo' with the children, complete with animal noises and dramatic whispers, and instantly re-energise the whole room?
Ultimately, while many admit to experiencing stress, they consistently report that the work is deeply fulfilling. This isn't a contradiction; it’s a clear demonstration of resilience in action. Our practitioners are not blind to the systemic issues, but their intrinsic motivation - their love for the children and the pedagogical work - sustains them beyond the daily grind.
Realism and the recruitment challenge
As we move into 2026, we cannot ignore the scale of the recruitment challenge. The government’s goal of expanding the funded offer for working parents of children from nine months old necessitates a huge increase in staffing. We are estimated to need around 40,000 more early years educators to meet this demand.
The issue isn't simply a matter of numbers; it's a question of quality, value, and retention. Providers face continuous pressure from rising operational costs and the struggle to offer competitive salaries, leading to a high turnover of skilled staff. A particular area of stress is the need to adequately support children with learning differences and disabilities. If the increased funding from the expansion does not reliably flow through to better pay, better resources, and specialist training, the quality of early intervention—the bedrock of the EYFS—will be at risk. We must be realistic: the crisis is real, and it demands decisive policy intervention, not just ambition.
The hope for 2026: Professionalisation and innovation
The resilience of our workforce offers the biggest source of hope for 2026. The next year must be about transitioning from surviving the expansion to thriving within a new structure.
One of the most encouraging trends is the sector’s openness to innovation. The Tapestry survey revealed that one-third of respondents have already embraced AI to help with administrative tasks. This is a crucial data point. Technology and digital tools, when used thoughtfully and safely, have a clear role in mitigating the workload crisis and giving practitioners back precious time for pedagogy and child-led interactions. We must lean into tools that genuinely reduce admin, not just add to the digital burden.
Another great opportunity is the push for professionalisation. Plans to create a formal professional register and invest in clear, funded career progression pathways are vital. These measures must be underpinned by a fundamental commitment: when we value the job, we attract the talent. This means ensuring pay is directly commensurate with the level of qualification, experience, and responsibility that an early years educator holds. A degree in Early Childhood Studies, for example, demands equivalent professional and financial recognition to other degrees in the wider education sector. Without this parity, the drive to recruit and retain highly skilled individuals fails. We must ensure that the new career landscape provides a coherent route for every practitioner, from apprentice to leader, to feel respected and rewarded, with their salary proudly reflecting their expertise and impact.
2026 demands that we match the political will to expand with the moral obligation to support. By focusing on embedding quality, fostering innovative practice, and truly recognising the deep commitment evident in our workforce, we can build a sector that is not only robust enough to meet the demand but one that is truly fit for the future.
