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Human Resources Management
Oversight and Board Monitoring
Ann Best, Chief Human Resources Officer
December 2, 2010
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Agenda
Management Oversight Human Resources Organization Roles and Responsibilities Financial Resources Policies
Board Monitoring Effective Teachers Effective Principals Culture of Trust through Action
Challenges
3
Human Resources Organization
Human ResourcesChief Human Resources
OfficerAnn Best
HR Operations
Audrey Gomez
Professional Development
Sharon Koonce
Accountability and RewardsBill Horwath
Leadership DevelopmentKevin Hobbs
127 Prof Staff (Pay grade 25 and above)42 Admin (Pay grade 24 and below)16 Open
Talent Acquisition
Denise Smith
Project MgmtKarrie Aldrich
HRIS
Strategic Communication
14 Prof Staff
6 Admin
7 Prof Staff
3 Admin
57 Prof Staff
12 Admin
1 Open
7 Prof Staff
2 Admin
2 Open
34 Prof Staff
18 Admin
3 Open
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Roles and Responsibilities
Talent Acquisition Teacher Recruitment Leadership
Recruitment Selection Models Certification
Leadership Development Development of APs Development of
Principals Development of Staff Creation of Pipeline
Professional Development Teacher Development New Teacher Induction Onboarding Technology Integration
Training PD Clearinghouse Accountability and Rewards Performance Appraisals ASPIRE Job Analysis & Description Compensation Performance Management
HR Operations Organizational Support EEO Employee Relations Personnel Records
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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
Financial: Human Resources Budget
$4,265,453
$817,894
$134,67
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$416,352
GF1 Budget
6100 Payroll & Bene-fits6200 Contracted Services6300 Supplies6400 Other Opera-tional
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Financial: Human Resources Grant Funding
Title of Grant Source of Grant Area of Support Award Timing ManagerBatelle for Kids SAS Consolidated Application
for Federal FundingTeacher/Principal professional development
$380,000 1 year Julie Baker & Ann Best
Effective Teacher in Every Classroom The Laura and John Arnold Foundation
The New Teacher Project $6M 5 yrs from Sept. 2010
Julie Baker & Ann Best
Human Capital and Career Pathways The Bill & Melinda Gates Foundation
TFA retention and talent transfer $1.1M 2 yrs from Nov. 2009
Karrie Aldrich
IMPACT II Exxon Innovative teaching strategies $23,105 10 yrs from 2001
Sharon Koonce
Principal Academy for Collaborative Engagement (PACE)
U.S. DOE, School Leadership Program
Alternative Certification Program, Principal Academy
$644,377 2 yrs from Jan. 2010
Lidia G. Zatopek & Kevin Hobbs
Reach Grant U. S. DOE, Transition to Teaching Program
Alternative Certification Program $223,293 2 yrs from Jan. 2010
Jonett Edwards Miniel
Science and Mathematics Alternative Route to Teaching (SMART)
U. S. DOE, Transition to Teaching Program
Alternative Certification Program, Math and Science
$413,141 2 yrs from Jan. 2010
Jonett Edwards Miniel
Support for ASPIRE The Bill & Melinda Gates Foundation
Value added professional development
$4.5M 3 yrs from Dec. 2008
Sharon Koonce
Support for ASPIRE The Dell Foundation Performance-based compensation
$4M 2 yrs from 2008
Bill Horwath
Teacher Incentive Fund (TIF) US Department of Education Performance-based compensation
$999,110 1 yr from Oct. 2010
Julie Baker & Ann Best
Teacher Incentive Fund (TIF) US Department of Education Improve human capital systems $31.5M 5 yrs from Oct. 2010
Julie Baker & Ann Best
UT-CULP US Department of Education Tuition for aspiring principals $3M 5 yrs, Nov 2008
Kevin Hobbs
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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
Policy: Human Resources Key Policies
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Human Resources Board Monitoring
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Human Resources Connection to HISD Strategic Direction
Effective Teacher in Every Classroom
Effective Principal in Every School
Rigorous Instructional Standards and Supports
Data-Driven Accountability
Culture of Trust through Action
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2
3
4
5
10
Human Resources in Focus
Effective Teacher in Every Classroom
Effective Principal in Every School
Culture of Trust through Action
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Effective Teacher: Our Current Focus 4 Key Strategies
09-10 10-11 11-12 12-13 13-14 14-15
Strengthen Recruitment and Staffing
Practices
Refine recruitment and staffing practices
Implement Improved Recruitment and Staffing Practices (recruitment, screening,
selection, onboarding)
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)
Provide Individualized
Teacher Support and Development
Design new support and development processes
Implement New Support and Development Processes for Teachers
Offer New Career
Pathways and Compensation
Develop new career pathways and compensation system
Implement(wave 3)
Implement(wave 1)
Implement(wave 2)
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Effective Teacher: Recruitment & Staffing
Strengthen Recruitme
nt and Staffing Practices
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
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Source: Surveys of 2010 teacher applicants and survey of 1,921 un-hired teacher applicants to HISD between 2007 and 2009.
Improved responsiveness: % of un-hired candidates that said they received a response after applying.
2007-2009 Candidates 2010 Candidates
Improved communications: % of un-hired candidates that said that communications they received from HISD were clear.
Centralized selection process improved customer service and candidate satisfaction
Effective Teacher: Recruitment & Staffing
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~ 9 out of 10 Principals rated 2010 teacher candidates as strong or stronger than previous years“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.”
Source: 2010 Survey of Hiring Principals
Weak candidates are systematically screened out of selection and hiring
Through improved process, Principals had access to a strong pool of candidates screened by HISD
• Sample Teaching• Haberman Interviews• Math Assessment
1,243 Teacher Candidates enter
hiring pool
21% Selectivity
993 Teachers Hired
6,043 Screened Applicant
s
Effective Teacher: Recruitment & Staffing
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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
Effective Teacher: Recruitment & Staffing
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Of candidates admitted to the hiring pool, 173 (16%) withdrew their applications or were
hired by another district.
56%
were not satisfied with the overall timeliness of the application and hiring process.
72%
stated that the hiring timeline was important or very important in their decision to withdraw their application or decline a job offer.
86%withdrew their application or declined a job offer because they received a job offer at another district.
16%
Average Haberman Star Teacher Interview Scores
36.6 37.3Hired Applicants Applicants Who “Got Away”
… and 173 Applicants that “got away” were stronger and were greatly influenced by poor timeliness in their decision to walk away from HISD.
Source: 2010 Survey of Teacher Applicants and HISD Recruiting Data
Effective Teacher: Recruitment & Staffing
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15%35% 36%
57%
Initial Applicatio
n
Screening Process
School Placemen
t
Post-hire Processin
g
39%of hired applicants were not satisfied with the overall timeliness of the application and hiring process
Source: Surveys of 2010 teacher applicants. “Not satisfied” indicates respondents who did not select “Strongly satisfied” or “satisfied”.
21% of hired applicants stated that it took four or more months from the time they applied to the time they were finally hired
Of hired applicants who expressed dissatisfaction with the timeliness of the hiring process, percentage expressing dissatisfaction with each
stage
Effective Teacher: Recruitment & Staffing
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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
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Effective Teacher: Teacher Appraisal
Teacher Effectiveness in Improving Student Achievement
Boost effectiveness of all teachers through effective evaluation and targeted professional development.
Improve or exit persistently less effective teachers and replace with more effective teachers.
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2
4
1 Optimize new teacher supply by hiring from preparation programs whose teachers consistently achieve better student outcomes.
Prioritize effective teachers for high-need
students.
3
Current teacher performance
Potential teacher performance
5Goals for Optimizing Teacher Effectiveness
Retain and leverage most effective teachers.
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Distribution of Teacher Staff Review Performance Category Assignments*
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.”
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.”
28 % of teachers were rated as “Developing” or
“Low-Performing” in Fall 2010
New Staff Review Process allowed for more balanced differentiation among teachers…
Effective Teacher: Teacher Appraisal
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### = number of teachers in Staff Review effectiveness group
Source: HISD PeopleSoft Database and Staff Review Data
…which led to differentiated retention based on teacher performance
Effective Teacher: Teacher Appraisal
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Improving ability to execute differentiated retention is evidenced in HISD’s improvement in retaining the top performers…
Effective Teacher: Teacher Appraisal
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… and in actively managing the retention of less effective teachers…
Effective Teacher: Teacher Appraisal
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… and deliberately decreasing the number of Probationary Teachers who receive Term Contracts
Effective Teacher: Teacher Appraisal
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Stage 1: September 2010 – early February 2011
• SDMCs submit recommendations• Hold public comment period and review by DAC
and SDMCs
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
Sep ’10 Oct ’10 Nov’10 Dec ‘10 Jan ‘11 Feb ‘11 Mar ’11 Apr ‘11
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.
Effective Teacher: Teacher Appraisal
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Provide Individualized Teacher
Support and
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
Effective Teacher: Teacher Support & Development
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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: Career Pathways & Compensation
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Effective Teacher: 2010-2011 Areas for Focus
• Attract and hire strongest teacher candidates by shortening hiring timeline and using selection data to prioritize hiring of strong candidates
• Utilize open contracts to capture highest quality candidates earlier• Move internal transfer process earlier to allow for selection of better
candidates• Improve communications and data systems to better manage
effectiveness of new hire processing• Implement Talent Acquisition Technology System
• Continue collaborative development of Appraisal System• Refine Staff Review process to collect data to better inform Teacher
Support and Development
• Allocate teacher support and professional development resources based on teacher performance and need
• Provide alternative delivery methods of professional development to meet the individual needs of teachers
• Begin development of career pathways and compensation system that align with appraisal system
• Review and modify stipend program• Enhance ASPIRE awards program to reward excellence and align with
recruitment and retention efforts
Recruitment & Staffing
Practices
Teacher Appraisal System
Teacher Support &
Development
Career Pathways &
Compensation
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Human Resources in Focus
Effective Teacher in Every Classroom
Effective Principal in Every School
Culture of Trust through Action
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Effective Principal: 2009-10 Focus on 3 out of 5 Key Strategies
• Released RFP for new Principal Appraisal System and Selected Vendor (McREL)
• Created Leadership Recruitment team• Created centralized campus leadership pools of talent• Attended 15 events this fall (NAESP, AHSA, TABE,
NABSE)• Created pipeline of high performing teachers and APs
• Created Leadership Development Team• Designed leadership development program to allow
HISD to be self-renewing organization• Began first two cohorts of new Assistant Principal
Leadership training• Created professional development teams to support APs• Created 3-year new Principal program
Rigorous, Fair Principal Appraisal
Standards to Guide
Principals Decision- Making
Strong Recruitment
Practices
Instructional Leadership Program to
Develop Talent
Safe, Secure and Healthy Environment
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Effective Principal: Principal Appraisal
Rigorous, Fair
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
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• Online Haberman Assessment• Haberman In-person Interviews• Skills Assessment
118 Principal Candidates
Passed Screen
10% Selectivity
50 Principals started SY 2010-2011
1,145 Screened Principal
Applicants
Strong Recruitme
nt Practices
Effective Principal: Recruitment Practices
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Instructional
Leadership Program to Develop
Talent
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
Effective Principal: Leadership Development
Building Internal Pipeline through External Partnerships
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Assistant Principal Cohorts
•Undergo selection process including SIO and Principals input
•Receive coaching from Professional Development Team (PDT)
•Create a job embedded portfolio throughout program
•Participate for first two-years of being AP (AP1 and AP2)
Assistant Principal
•Participate in ongoing professional development
•Follow individualized, self-selected training•Fast-track
•Developing
Principal Internship
•Participate in structured program prior to being selected as Principal and learn from:•Professional Development Team (PDT) Support
•Mentor support
•Leadership Seminars
First
Year
Principal
•Participate in structured program during the first 3-years of being a Principal, including: •Leade
rship Seminars
•First-year Mentor (Principal)
Building Internal Pipeline through “Grow Our Own Program”
Effective Principal: Leadership Development
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Effective Principal: 2010-2011 Areas for Focus
• Design new appraisal format and begin pilot of new appraisal
• Continue selection process for high quality campus leaders
• Continue developing an aspiring leadership program that will be self renewing and “grow-our-own” leaders from within HISD
• Identify and implement a master scheduling program to assist secondary school leaders
• Support current leaders in schools through leadership training
• Design and execute training on appraisal systems
Rigorous, Fair Principal Appraisal
Standards to Guide
Principals Decision- MakingStrong
Recruitment Practices
Instructional Leadership Program to
Develop Talent
Safe, Secure and Healthy Environment
36
Human Resources in Focus
Effective Teacher in Every Classroom
Effective Principal in Every School
Culture of Trust through Action
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Culture of Trust Through Action
Building Human
Resources Capability
Ensuring Customer Service
Supporting
Accountability
• 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
• 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
• Launch ePerformance more widely in organization (pilot completed)
• Continue development of scorecards (36 departments already complete)
1
23
1
2
3
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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)
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Our Goal: Effective Teachers in Every Classroom
Dallas students who start 2nd grade at about the same level of math achievement…
After 3 HIGHLY
EFFECTIVE Teachers
After 3 INEFFECTIVE
Teachers
…may finish 5th grade math at dramatically different levels depending on the quality of their 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
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Our Goal