Human resources management oversight and board monitoring
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Human Resources Management Oversight and Board Monitoring. December 2, 2010. Ann Best, Chief Human Resources Officer. Agenda . Management Oversight Human Resources Organization Roles and Responsibilities Financial Resources Policies Board Monitoring Effective Teachers

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Human resources management oversight and board monitoring

Human Resources Management Oversight and Board Monitoring

December 2, 2010

Ann Best, Chief Human Resources Officer


Agenda

Agenda

  • Management Oversight

    • Human Resources Organization

    • Roles and Responsibilities

    • Financial Resources

    • Policies

  • Board Monitoring

    • Effective Teachers

    • Effective Principals

    • Culture of Trust through Action

  • Challenges


Human resources organization

Human Resources Organization

127 Prof Staff (Pay grade 25 and above)

42 Admin (Pay grade 24 and below)

16 Open


Roles and responsibilities

Roles and Responsibilities

  • Professional Development

    • Teacher Development

    • New Teacher Induction

    • Onboarding

    • Technology Integration Training

    • PD Clearinghouse

  • Talent Acquisition

    • Teacher Recruitment

    • Leadership Recruitment

    • Selection Models

    • Certification

  • Leadership Development

    • Development of APs

    • Development of Principals

    • Development of Staff

    • Creation of Pipeline

  • Accountability and Rewards

    • Performance Appraisals

    • ASPIRE

    • Job Analysis & Description

    • Compensation

    • Performance Management

  • HR Operations

    • Organizational Support

    • EEO

    • Employee Relations

    • Personnel Records


Human resources management oversight and board monitoring

Financial: Human Resources Budget

  • Current Annual Budget - General Fund (GF1) - $5.6 M

    • Payroll & Benefits - $4.3 M

    • Operational Cost - $1.3 M

  • Funding Sources

    • General Fund - $5.6 M

    • Special Revenue - $12.8 M


Human resources management oversight and board monitoring

Financial: Human Resources Grant Funding


Human resources management oversight and board monitoring

Policy: Human Resources Key Policies

Compensation and Benefits: Pay Practices, Fringe Benefits, Absences, Holidays, Vacations and Retirement

Employment Objectives: Equal Employment Opportunity

Employment Practices: Teacher (Continuing, Term and Probationary) and Non-Teacher Contracts

Employment Restrictions: Conflict of Interest

Leave and Absences: Family and Medical Leave

Performance Appraisal: Evaluation of Teachers and Non-Teachers

Personnel Management Relations: Employee Complaints/Grievances

Professional Development: Professional Meetings and Required Staff Development

Termination of Employment: Reduction in Force, Nonrenewal and Termination of Contracts


Human resources board monitoring

Human Resources Board Monitoring


Human resources connection to hisd strategic direction

Human Resources Connection to HISD Strategic Direction

Effective Teacher in Every Classroom

1

Effective Principal in Every School

2

Rigorous Instructional Standards and Supports

3

Data-Driven Accountability

4

Culture of Trust through Action

5


Human resources in focus

Human Resources in Focus

Effective Teacher in Every Classroom

Effective Principal in Every School

Culture of Trust through Action


Effective teacher our current focus 4 key strategies

Effective Teacher: Our Current Focus 4 Key Strategies

Strengthen Recruitment and Staffing Practices

Implement Improved Recruitment and Staffing Practices (recruitment, screening, selection, onboarding)

Refine recruitment and staffing practices

Establish a Rigorous, Fair Teacher Appraisal System

Design new appraisal criteria, process, usage guidelines

Implement

(wave 1)

Implement

(wave 2)

Implement

(wave 3)

Implement

(wave 4)

Design new support and development processes

Implement New Support and Development Processes for Teachers

Provide Individualized Teacher Support and Development

Offer New Career Pathways and Compensation

Develop new career pathways and compensation system

Implement

(wave 1)

Implement

(wave 2)

Implement

(wave 3)


Effective teacher recruitment staffing

Effective Teacher: Recruitment & Staffing

  • Created pool of 1,243 teacher candidates for principals to interview

    • Increased online and college presence: conducted over 40 campus recruitment trips

    • Generated more than 6,000 online applications

  • Launched centralized screening and selection process for new teachers

  • Proactively increased selectivity and quality of teacher applicant pool (21% of applicants)

    • Math Assessment

    • Sample Teach

    • Haberman STAR Teacher Structured Interview

  • Supported principals in filling 993 teaching positions for 2010-2011 school year

  • Improved recruitment, selection, and design for HISD ACP program

  • Strengthen Recruitment and Staffing Practices


    Human resources management oversight and board monitoring

    Effective Teacher: Recruitment & Staffing

    Centralized selection process improved customer service and candidate satisfaction

    2007-2009 Candidates

    2010 Candidates

    Improved responsiveness: % of un-hired candidates that said they received a response after applying.

    Improved communications: % of un-hired candidates that said that communications they received from HISD were clear.

    Source: Surveys of 2010 teacher applicants and survey of 1,921 un-hired teacher applicants to HISD between 2007 and 2009.


    Human resources management oversight and board monitoring

    Effective Teacher: Recruitment & Staffing

    Through improved process, Principals had access to a strong pool of candidates screened by HISD

    Weak candidates are systematically screened out of selection and hiring

    6,043 Screened Applicants

    • Sample Teaching

    • Haberman Interviews

    • Math Assessment

    ~ 9 out of 10 Principals rated 2010 teacher candidates as strong or stronger than previous years

    1,243 Teacher Candidates enter hiring pool

    21% Selectivity

    “Although I was able to find high quality candidates before the process, the new process helped me to get the job done much faster.”

    “As a part of this year's process, I was able to complete hiring for campus and move on to other activities that normally take up my time with hiring. This by far was quick, highly qualified candidates, and time was better spent on new initiatives.”

    993 Teachers Hired

    Source: 2010 Survey of Hiring Principals


    Human resources management oversight and board monitoring

    Effective Teacher: Recruitment & Staffing

    During the 2009-2010 Hiring Season, HISD did not prioritize applicants who scored higher in the screening process…

    Applicant Hire Rate by Haberman Star Teacher Interview Score

    Source: 2010 Survey of Teacher Applicants and HISD Recruiting Data


    Human resources management oversight and board monitoring

    Effective Teacher: Recruitment & Staffing

    were not satisfied with the overall timeliness of the application and hiring process.

    … and 173 Applicants that “got away” were stronger and were greatly influenced by poor timeliness in their decision to walk away from HISD.

    56%

    stated that the hiring timeline was important or very important in their decision to withdraw their application or decline a job offer.

    72%

    16%

    Of candidates admitted to the hiring pool, 173 (16%) withdrew their applications or were hired by another district.

    withdrew their application or declined a job offer because they received a job offer at another district.

    86%

    Average Haberman Star Teacher Interview Scores

    Source: 2010 Survey of Teacher Applicants and HISD Recruiting Data


    Human resources management oversight and board monitoring

    Effective Teacher: Recruitment & Staffing

    of hired applicants were not satisfied with the overall timeliness of the application and hiring process

    of hired applicants stated that it took four or more months from the time they applied to the time they were finally hired

    21%

    39%

    Of hired applicants who expressed dissatisfaction with the timeliness of the hiring process, percentage expressing dissatisfaction with each stage

    Initial Application

    Screening Process

    School Placement

    Post-hire Processing

    Source: Surveys of 2010 teacher applicants. “Not satisfied” indicates respondents who did not select “Strongly satisfied” or “satisfied”.


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    Establish a Rigorous, Fair Teacher Appraisal System

    • Implemented Staff Review Process to assess all teachers and identify support for development areas

    • Deliberately differentiated retention efforts: keep the strongest teachers while managing the retention of less effective teachers

    • Began design process of new appraisal system


    Effective teacher teacher appraisal

    Effective Teacher: Teacher Appraisal

    Boost effectiveness of all teachers through effective evaluation and targeted professional development.

    5

    Goals for

    Optimizing

    Teacher

    Effectiveness

    2

    3

    Optimize new teacher supply by hiring from preparation programs whose teachers consistently achieve better student outcomes.

    1

    Retain and leverage most effective teachers.

    Teacher Effectiveness in

    Improving Student Achievement

    5

    4

    Improve or exit persistently less effective teachers and replace with more effective teachers.

    Current teacher performance

    Potential teacher performance

    Prioritize effective teachers for high-need students.


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    New Staff Review Process allowed for more balanced differentiation among teachers…

    Distribution of PDAS/MPDAS Domain Ratings, 2005-06 Through 2008-09

    Just 3.4% of teachers rated on PDAS/MPDAS between 2005-06 and 2008-09 had any domain rated “below expectations” or “unsatisfactory.”

    Distribution of Teacher Staff Review Performance Category Assignments*

    28 % of teachers were rated as “Developing” or “Low-Performing”

    in Fall 2010

    Source: HISD Spring and Fall Staff review process; * Compare to appraisal results from 2005 through 2009 in which only 3.4% of teachers had any domain rated as “below expectations” or “unsatisfactory.”


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    …which led to differentiated retention based on teacher performance

    ### = number of teachers in Staff Review effectiveness group

    Source: HISD PeopleSoft Database and Staff Review Data


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    Improving ability to execute differentiated retention is evidenced in HISD’s improvement in retaining the top performers…


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    … and in actively managing the retention of less effective teachers…


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    … and deliberately decreasing the number of Probationary Teachers who receive Term Contracts


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Appraisal

    • Stage 1: September 2010 – early February 2011

    • SDMCs submit recommendations

    • Hold public comment period and review by DAC and SDMCs

    Sep ’10 Oct ’10 Nov’10 Dec ‘10 Jan ‘11 Feb ‘11 Mar ’11 Apr ‘11

    • Stage 2: November 2010 – February 2011

    • Smaller working groups will convene to develop proposed tools and instruments

    • Continue DAC review and input and obtain feedback from public comment periods

    • Stage 3: April 2011

    • DAC and SDMCs consider all feedback from the district’s stakeholders and make final recommendations, then Dr. Grier will present the final proposal to the HISD Board of Education for approval.


    Human resources management oversight and board monitoring

    Effective Teacher: Teacher Support & Development

    • Launched Individual Professional Development Plans (IPDP) for all teachers

    • Kicked off Human Capital Fellowship program: 21 Fellows in mentorships with Senior Management to improve retention and development. All will attend Transformation Summitnext week.

    • Refined ABRAZO New Teacher Induction

    • Targeted professional development:

      • Conducted EVAAS and Classroom Management at Apollo Schools

      • Developed 74 online courses in which 17,000 participants are enrolled

      • Provided 634 training sessions to meet the individual needs of teachers

      • Provided 410 sessions to meet the needs of teachers in areas such as dyslexia, gifted and talented, AED/CPR, and classroom management

      • Provided 45-hour Academies on the integration of technology into classroom instruction

    Provide Individualized Teacher Support and Development


    Human resources management oversight and board monitoring

    Effective Teacher: Career Pathways & Compensation

    Offer New Career Pathways and Compensation

    • Initiated the Effective Teacher Pipeline to offer an additional $10,000 for highly effective teachers to transfer to underperforming schools

    • Launched Recruitment Fellows Program


    Effective teacher 2010 2011 areas for focus

    Effective Teacher: 2010-2011 Areas for Focus

    Recruitment & Staffing Practices

    Teacher Appraisal System

    Teacher Support & Development

    Career Pathways & Compensation


    Human resources in focus1

    Human Resources in Focus

    Effective Teacher in Every Classroom

    Effective Principal in Every School

    Culture of Trust through Action


    Effective principal 2009 10 focus on 3 out of 5 key strategies

    Effective Principal: 2009-10 Focus on 3 out of 5 Key Strategies

    Rigorous, Fair Principal Appraisal

    Standards to Guide Principals Decision- Making

    Strong Recruitment Practices

    Instructional Leadership Program to Develop Talent

    Safe, Secure and Healthy Environment


    Effective principal principal appraisal

    Effective Principal: Principal Appraisal

    • Design and develop a principal appraisal system

    • Pilot and revise processes and materials

    • Pilot and test new system to ensure validity and reliability

    • Roll out new system for 2011-12 school year, including development of user manuals and in-person training 

    Rigorous, Fair Principal Appraisal


    Effective principal recruitment practices

    Effective Principal: Recruitment Practices

    Strong Recruitment Practices

    1,145 Screened Principal Applicants

    • Online Haberman Assessment

    • Haberman In-person Interviews

    • Skills Assessment

    118 Principal Candidates

    Passed Screen

    10% Selectivity

    50 Principals started

    SY 2010-2011


    Effective principal leadership development

    Effective Principal: Leadership Development

    Building Internal Pipeline through External Partnerships

    • Launched partnership with UTCULP (University of Texas Collaborative Urban Leadership Project) program

    • Partnered with University of St. Thomas for Principal Academy for Collaborative Engagement (PACE)

    • Strengthening relationship with REEP (Rice Education Entrepreneurship Program) program

    Instructional Leadership Program to Develop Talent


    Effective principal leadership development1

    Effective Principal: Leadership Development

    Building Internal Pipeline through “Grow Our Own Program”


    Effective principal 2010 2011 areas for focus

    Effective Principal: 2010-2011 Areas for Focus

    Rigorous, Fair Principal Appraisal

    Standards to Guide Principals Decision- Making

    Strong Recruitment Practices

    Instructional Leadership Program to Develop Talent

    Safe, Secure and Healthy Environment


    Human resources in focus2

    Human Resources in Focus

    Effective Teacher in Every Classroom

    Effective Principal in Every School

    Culture of Trust through Action


    Culture of trust through action

    Culture of Trust Through Action

    1

    • Expanded role of Leadership Development team to focus on central office administrators

    • Began New Hiring Managers training

    • Introduce Succession Planning

    • Improve onboarding of new employees

    • Redesign New Employee Orientation

    1

    2

    • Improve Customer Service through development of standards for internal and external constituents

    • Build strategic Communications plan to better connect with employees and external constituents

    • Continue to improve substitute availability through new Online Sub System

    3

    2

    3

    • Launch ePerformance more widely in organization (pilot completed)

    • Continue development of scorecards (36 departments already complete)


    Upcoming challenges and key decisions

    Upcoming Challenges and Key Decisions

    • Supporting Excess Personnel for 2011-2012 School Year

    • Early Issuance of Teacher Contracts

    • Teacher Transfer Period

    • Revised Performance Appraisals (Teacher, Principal, and Staff)


    Our goal effective teachers in every classroom

    Our Goal: Effective Teachers in Every Classroom

    Dallas students who start 2nd grade at about the same level of math achievement…

    …may finish 5th grade math at dramatically different levels depending on the quality of their teachers.

    After 3 HIGHLY EFFECTIVE Teachers

    49

    After 3 INEFFECTIVE Teachers

    Note: Calculating the effects of 3 teachers requires 4 years of test data; hence starting with scores in 2nd grade and ending in 5th.

    Source: Jordan, H., Mendro, R., & Weerasinghe, D. (1997). The Effects of Teachers on Longitudinal Student Achievement. Dallas, TX: Dallas Public Schools


    Our goal

    Our Goal


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