The Department for Education has launched another national campaign calling for more men – especially fathers – to join the early years workforce. We’ve seen messages like this before. Posters, promises, incentives. But if we want this one to stick, we need more than visibility. We need leadership, action, and a system that’s ready. That’s where we come in.

The “Do Something Big” Campaign at a Glance

The Department for Education’s latest phase of the “Do Something Big” campaign is squarely aimed at recruiting more men – especially fathers – into early years roles. For those joining or returning to early years careers in 38 priority areas, the government is offering a £1,000 incentive, timed to support the roll‑out of 30 funded hours for children aged 9 months to four years this September.

Its headline statistics are stark: only 3 per cent of the early years workforce are currently men, yet nine in ten parents believe it is important for children to be cared for by both men and women – a key finding the campaign is emphasisin. The campaign ads are being rolled out nationwide – on billboards, trains, social feeds, and digital screens – to ensure broad visibility and reach sets of dads all across the country.

Is Awareness Really Enough?

This isn’t the first time the Department for Education has invested in men in early years. Over the years, we’ve seen excellent research commissioned, national toolkits developed, and well-meaning campaigns rolled out – but none of them have led to a significant shift in the numbers.

The intent has always been there. But the follow-through hasn’t.

Raising awareness is important, of course – visibility can spark curiosity. But recruitment without a plan for retention is like pouring water into a leaky bucket. If we bring more men into the sector without creating the right culture to keep them, we risk watching them leave just as quickly as they arrive. And we’ve seen that happen.

At Male Childcare & Teaching Jobs, we’ve spent years working directly with nurseries, schools, training providers, and organisations such as local authorities. What we’ve learned is simple: the settings that retain male staff are the ones that have thought about it intentionally – from policy to practice.

This time, the government has lit the spark. But it’s nursery leaders who now hold the power to shape the outcome. The success of this campaign won’t just be measured by how many men apply – but by how many stay, grow, and lead.

The Retention Gap: What Still Needs Fixing

We can’t address gender imbalance in early years by simply asking men to apply. We have to understand – and fix – the reasons they leave.

Too often, men in early years face cultural and structural barriers that chip away at their confidence and belonging. Some are subtle: assumptions that they’ll only supervise outdoor play, or that they’re “just here for the rough and tumble” rather than long-term careers. Others are more obvious: a safeguarding policy worded in a way that implies mistrust

Many settings are unintentionally unwelcoming. There may be no inclusive onboarding process. No one checking in to see how male staff are settling in. No visible role models or safe spaces to speak up. And in some cases, men report feeling isolated or under constant scrutiny.

This is where our work at MCTJ becomes vital.

We support nurseries and schools to:

• Review and adapt internal policies through a gender-inclusive lens
• Access CPD-accredited training on inclusive practice
• Provide male staff with mentoring and peer support
• Equip teams to educate and engage parents on the value of gender-diverse educators
• Engage in national and local recruitment campaigns, inclusive school outreach, and community engagement

Recruitment campaigns will open the door – but retention systems keep people in the room.

A Checklist for Readiness and Gender Inclusivity

If this campaign brings more men – and more fathers – to your door, is your setting ready to welcome them?

We’re not here to judge. But we are here to hold up a mirror. Because this work starts with honest reflection.

Here are just a few of the questions we ask our partner settings to consider:

• Are your recruitment processes free of unconscious bias?
• Is your language in adverts gender-neutral and inclusive?
• Do your onboarding and staff training include gender diversity topics?
• Are dads represented in your family engagement strategy? And do you educate parents on the benefits of a gender-mixed staff team?
• Do you have male role models featured in your marketing or displays?
• Are policies (like nappy changing and physical contact with children) shaped around safeguarding systems – not gender?
• Do your CPD plans reflect the professional growth of all genders?
• Do you have male mentors available at your setting?
• Do you have a male-inclusion policy for all staff members to read, understand, and comply with?
• Are you part of a wider community committed to change?

If these questions leave you unsure – that’s not necessarily a bad thing. It means there’s space to grow. It’s not about perfection – it’s about progress; and our organisation can help you get there with the support of our memberships.

What True Leadership Looks Like Now

If you’re leading a nursery, school, or early years organisation – this is your moment.

The campaign is out there. The spotlight is on. Fathers and career changers may already be scrolling past those ads wondering, “Could I do this?” And if they click apply – what will they walk into?

This is where true leadership begins.

Now is the time to:

• Review your recruitment and marketing materials for inclusive language and imagery
• Update policies to be system-led, not assumption-led
• Rethink how dads and male staff are involved in your family engagement strategy
• Start open conversations with your team about culture, inclusion, and retention

You don’t need to have all the answers. But doing nothing isn’t an option.

We’ve been building the platform – now let’s build the future together.

At MCTJ, we’re ready to partner with leaders who want to be part of real change. The campaign has opened the door – now it’s up to us to make sure it leads somewhere.

Let’s not wait for the next headline. Let’s lead from this one.

Conclusion & Call to Action

This campaign can succeed – but only if the sector pulls together to make it work.

We can’t afford to wait for another wave of funding or hope the government will do all the heavy lifting. Real change starts within our settings. Within our teams. Within ourselves.

If you’re ready to take meaningful, practical steps to support gender diversity in early years, we’re here to support you.

Join us as a member. Work with us. Let’s make this campaign more than a headline – let’s make it a turning point.