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Bringing Your Human Resources Practice into the 21st Century

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Bringing Your Human Resources Practice into the 21st Century Presented by Mary M. Jessie, Education Management Consultant Georgia Association of School Personnel ... – PowerPoint PPT presentation

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Title: Bringing Your Human Resources Practice into the 21st Century


1
Bringing Your Human Resources Practice into the
21st Century
  • Presented by
  • Mary M. Jessie, Education Management Consultant
  • Georgia Association of School Personnel
    Administrators
  • Fall Conference
  • December 4, 2008

2
Are you using a 20th century cell phone in the
21st century?

3
If you are using this cell phone or one similar,
you are using a 21st century communication tool.
4
  • Why not bring your human resources
    practice into the 21st century?

5
The 20th Century
  • Dilemmas in Current Practice
  • Functional departments
  • HR is a separate department
  • Limited or informal forecasting
  • Limited or no clear vision
  • Cant get the teachers needed in hard to staff
    areas or high need schools

6
The 20th Century
  • Limited/no marketing and branding of district
  • Candidates do not make a connection with the
    culture of the district or school/location
  • Late hiring
  • Principals skills in selection are limited
  • Technology interface is inadequate

7
The 20th Century
  • Sacred cows reign
  • Orientation is not on-boarding
  • broad and shallow
  • information overload / one stop training
  • Induction programs disconnected
  • Mentors not well selected, matched or trained
    appropriately

8
The 20th Century
  • Professional development
  • Performance Assessment
  • Compensation
  • Source The Aspen Institute, Program on Education
    and Society, Human Capital Framework for K-12
    Urban Education Organizing for Success, January,
    2008.

9
21st Century
Human Capital Management
10
21st Century
  • What is Human Capital?
  • Private sector
  • The accumulated value of an individuals
    intellect, knowledge, experience, competencies,
    and commitment that contributes to the
    achievement of an organizations vision and
    business objectives.

11
21st Century
  • Human Capital in K-12 Education
  • The knowledge and skill sets of our teachers that
    directly result in increased levels of learning
    for students.
  • Simply put What teachers know and are able to
    dotheir talent level.
  • Source Annenberg Institute for School Reform at
    Brown University. Building Smart Education
    Systems, Voices in Urban Education, Human
    Capital, VUE Number 20, Summer 2008

12
(No Transcript)
13
21st Century Best Practice
  • Culture
  • Create a positive organizational context
  • Get the best people into roles where they fit
  • Get the most out of every person

14
  • Infrastructure
  • School working conditions
  • Equitable allocation of resources
  • Accesses robust data systems
  • The right teachers
  • Leadership
  • Salaries
  • Development
  • Student performance
  • Source How the worlds best-performing school
    systems come out on top, McKinsey and Company,
    September, 2007

15
The Components of a 21st Century Human Capital
Management System
  • Preparation
  • Sourcing
  • Marketing
  • Recruitment
  • Screening
  • Hiring
  • On-boarding
  • Placement
  • Certification
  • Induction
  • Orientation
  • Mentoring
  • Reduced teaching load
  • Differentiated Prof. Dev.
  • Tenure
  • Training and Development
  • Performance Management
  • Compensation and Non-monetary Rewards

16
Preparation
  • Traditional higher ed
  • Regional alternative preparation
  • District alternative preparation
  • Certification add-ons and endorsements

17
Sourcing
  • Marketing
  • Recruitment
  • Branding
  • Market strategic advantage
  • Sophisticated Data and Data Systems to Predict
    Needs
  • Recruitment Focus on High Performance

18
  • Performance-based Standardized, ease of use
  • Clearing house
  • Screening

19
  • Hiring
  • Early offers
  • Successful pre-service teachers
  • Competitive timelines
  • School-based selection recommendations

20
  • On-boarding
  • Placement
  • Expectations
  • Personalized service
  • Separate paper heavy employment processes from
    on-boarding
  • Support
  • Student need and equity
  • Reduced loads
  • Strong mentors

21
Certification and Induction
  • Certification
  • Induction
  • Aligned with teacher effectiveness
  • Four Pronged Approach
  • Orientation
  • Mentoring
  • Reduced Teaching Load
  • Differentiated School Imbedded Professional
    Development

22
Training and Development
  • Professional Development
  • Identification of High-potential Employees
  • Career Management
  • Career Pathways

23
Tenure
  • Based on
  • Student performance
  • Assessment of teaching skills
  • Responsibility and accountability

24
Performance Management
  • Expectation Setting
  • Assessment
  • Calibration
  • Feedback
  • Outcomes

25
Compensation
  • District priorities
  • Performance-based
  • Differentiated
  • Aligned with workforce data
  • Includes incentives for short and long term
    service
  • Includes choice

26
Non-Monetary Rewards
  • Recognition
  • Freedom
  • Opportunity
  • Team work
  • Excellent working conditions
  • Sources
  • Allen, R. Helms, M. (Fall, 2002). Employee
    perceptions of relationships between strategy
    rewards and organizational performance. Journal
    of Business Strategies, 19(2). 115-139.
  • Jimenez, R., (October, 1999) Managing employee
    retention through recognition. TD, 53 (10)
    53-55
  • Nelson, B., (January, 2004) Everything you
    thought you knew about recognition is wrong.
    Workplace Management (from www.workforce.com)

27
Conclusion
  • Bringing school district Human Resource practice
    into the 21st century will be challenging.
  • If student achievement is the goal, recasting the
    Human Resources focus will require bringing
    dedicated and highly skilled professionals from
    education and the private sector together to
    solve complex problems in cross functional teams.
  • Human Resources in school districts can no longer
    operate as stand alone departments.
    Multifunctional teams from HR, Instruction,
    Finance, Technology will need to integrate
    processes and services
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