Loading in 2 Seconds...
Loading in 2 Seconds...
Recruiting and Selecting a Headteacher Dominic Judge – Head of Supply, National College Duncan Verry – Director, TES Prime. NGA National Conference June 16th 2012. The strategic headship supply challenges.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
NGA National Conference
June 16th 2012
High performing school (and business) systems are more likely to:
Capturing the Leadership Premium, McKinsey&Co
“One of the key revelations over the last ten years is that school
leadership is not just an HR issue – it is a strategic issue”
The link to school improvement:
“I spend all my time on people. It is people first and strategy second. The day we screw up the people thing, this company is over”
Jack Welch, former CEO of General Electric
The law when your current head resigns…
Your options in the changing educational landscape. Do you consider...
It’s important to understand that governors are now competing for talent from a smaller pool and will need to actively sell your school. Things to consider..
Follows the seven main steps to recruitment…
TES Prime: Over 300 Headteachers, 370 school leaders recruited to date
126 assignments delivered this year
Recruited in over 85 local authorities
Worked with several major academy sponsors
Every school is different
Schools are human organisations and governing bodies are political
Recruitment of headteachers is political, emotional and difficult
Of 42 headteacher recruits in search & selection assignments this year, 25 were deputy/acting heads stepping up – 60%
Rise in number of Executive Headships and secondments
Academy conversion process
Liberalising of leadership development markets
Assessing deputies means you are assessing on potential as well as fit. There will be skill gaps. How will you manage and support them?
Define the job description and person specification for your school and its needs. DfE standard or a variation.
This phase takes the least amount of time but real effort in consensus and will become the blueprint for decision-making in the weeks ahead
Not every competency can be listed as ‘Essential’, if the JD looks like you’re recruiting a superhero, candidates will be put off
Decide on the salary and scope for movement, ‘for the right candidate’
Decide on the involvement of the outgoing head and senior team
Adverts that capture attention and inspire
Copy – less is more; logos – less is more
Candidate brochure or application pack can provide substantial and suitable information
Define the response handling process for inquiries and school visits
In our experience, over 50% of headteacher applicants first see the opportunity in the paper
Sift against the job description and person specification criteria and don’t let subjectivity, or more vocal governors to take over
If necessary, ‘weight’ the competencies most important to the school so the average do not score better
Use of psychometric or personality tests is increasing. They are valid and objective and can identify areas to probe and help inform a development plan
Ensure the assessment centre – usually 2 days - is fair, professionally run and the carousel of activities find out what you need
Keep an open mind throughout days 1 and 2, in recent experience we have regularly seen deputies outperform experienced headteachers at interview