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Human Capital Strategy Every Student Shapes a Successful Future
Human Capital Strategy
Every Student Shapes a Successful Future
Every Student Shapes a Successful Future
“School systems traditionally reduce human capital issues
to basic human resource functions, e.g. hiring, evaluations,
compensation. To develop and manage human capital in a
systemic way requires the leadership of the teaching and
learning side of the house, finance, the people who
supervise principals, information technology, and thesuperintendent.”
- The Aspen Institute
Human Capital Strategy
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Every Student Shapes a Successful Future
Fundamentally, human capital includes:
• Our people
• The work people do
• What people know
• How people interact
• How committed people are to the organization
A human capital strategy determines the right mix of people for the short-term,
the projected needs of the organization based on the workforce planning data
and talent management systems and programs, and can be categorized intothree interrelated areas:
• Talent Acquisition
• Talent Development
• Talent Utilization
What is Human Capital?
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Every Student Shapes a Successful Future
Human Capital APS Theory of Action & Vision
Theory of Action:
When we recruit, identify, develop and retain team members who lead, thenevery student will shape a successful future.
Vision:
All APS team members who lead will be purpose driven, take action, contributetheir best and demand the best in others, and demonstrate professionalism andexpertise in order to support every APS student to shape a successful future.
Program Goals:
Goal 1 - Talent Acquisition: Recruit high potential and/or effective candidates to accelerate the learning of every APS student, every day.
Goal 2 - Talent Development: Identify and develop individuals whodemonstrate the ability and passion to be team members who lead.
Goal 3 - Talent Utilization: Retain effective employees who demonstrate acommitment to APS, its students and the Aurora community.
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Every Student Shapes a Successful Future 5
APS Organizational StructureBudget Development and Resource Allocation Methodology
Human Resources Organizational StructureEnterprise Resource Planning Infrastructure
Policies, Practices and Collective Bargaining Agreement
Recruitment Processes
Pipeline Development
Selection, Hiring and Onboarding
Marketing and Advertising
Social Media
Employee Referral and Incentives
Compensation
Talent Acquisition
Coaching and Mentoring
Induction
Teacher Leadership
School Leadership
Cultural and Linguistic Diversity
Urban Schools Focus
Performance Management
Professional Development
Talent Development
Engagement and Retention
Employee Recognition
Employee Engagement
Strategic Retention
Leadership
Support
Succession Planning
Talent Utilization
Human Capital Components2018-19 Areas of Focus
Every Student Shapes a Successful Future 6
Human Capital Plan Metrics
Metric SY 16/17 to 17/18 SY 17/18 to 18/19 Target
Teacher retention
rate 75.29% 81.89% 88%
Vacancies filled
by July 1 of each
year
N/A 83.57% 80%
Licensed
vacancies filled by
August 1 of each
year
N/A 82.17% 99%
Every Student Shapes a Successful Future
Pillar I: Talent Acquisition Objective
Over the next three years, expand recruitment efforts to ensure APS is hiring
the most qualified teachers and leaders available with the following goals:
✓ Increase the percentage of “high potential” new hires
✓ Reduce average number of school-site vacancies
✓ Increase the number of high caliber applicants per vacancy for teaching
positions
✓ Increase the number of high caliber applicants per vacancy for leadership positions
Pillar I:
Talent Acquisition Objective
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Every Student Shapes a Successful Future
Strategy
Expand recruitment efforts to ensure APS hires the most effective teachers and leaders through:
• Enhanced and proactive outreach to applicants
• Targeted recruitment for hard to fill positions and diversity
• Consistent and uniform hiring practices
• Expanded university partnerships
Employ historical hiring data as well as data analytics to make more informed recruitment and hiring decisions
Create and implement targeted recruitment effort to include:
• Renewed branding of APS – Teach, Lead, Inspire
• Update and relaunch the Human Resources website
• Increased marketing via social media and traditional outreach (print and electronic media)
• Specialized hiring fairs
• Partnerships with post-secondary institutions to encourage applicants to work in APS
Enhance the use of Alternative Licensure Programs to include a greater level of candidate support and development
Enhance the selection, development and retention (hiring) of student teachers and interns in APS
Create “academies” of learning to further develop APS’ Licensed employees interested in leadership opportunities.
Leverage the use of technology to interact with and attract applicants.
Pillar I:
Talent Acquisition Strategies
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Every Student Shapes a Successful Future
Pillar II: Talent Development Objective
Beginning in 2018-19 and continuing on a consistent basis, train principals
and district leaders on best practices in human capital (including interviewing,
hiring, evaluation, retention, and dismissal) to provide clear expectations and
a shared vision of the role of human capital management in school/district
improvement. This training will result in:
✓ Reduced employee turnover.
✓ Increased number of new hires rated as effective/highly effective.
✓ Increased retention of effective/highly effective employees.
✓ Increased ability to exit low performers in a timely manner.
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Every Student Shapes a Successful Future
Pillar II: Talent Development Strategies
Strategy
Clarify roles and responsibilities of district Human Resources and Equity in Learning
leaders in support of school leadership, teachers and staff.
Implement professional development programs for principals and district administrators to build
leadership capacity and train on best practices in human capital management. Professional development offerings will include:
• Scaled Leadership training
• Principal and Assistant Principal Induction Academies
• Methods to motivate and retain high performing employees
• Procedures for dismissal of ineffective employees
• Deployment of staff
• District policies and Master Agreement articles
Provide ongoing training to school-site administrators for the evaluation of instructional personnel to
ensure that the terms “Effective” and “Highly Effective” are consistent, clear and accurate reflections of performance
Develop and refine data systems and processes by which to review and analyze human capital data for ongoing analysis and continued improvement.
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Every Student Shapes a Successful Future
Pillar III: Talent Utilization Objective
Support an intentional district culture of openness, respect, trust andaccountability for all members of the APS community resulting in:
✓ Reduced employee turnover
✓ Increased retention of effective/highly effective employees
✓ Increased satisfaction of APS staff
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Every Student Shapes a Successful Future
Pillar III: Talent Utilization Strategies
Strategy
Implement professional learning programs for principals and district administrators to build leadership capacity and train on best practices in human capital management.
At both the district and site level(s), respond to feedback obtained through the
administration of exit surveys.
At both the district and site level(s), respond to feedback obtained through the
administration of retention focus groups.
Develop and refine data system and processes by which to review and analyze human
capital data for ongoing analysis and continuous improvement.
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Every Student Shapes a Successful Future
Pillar IV: Support Structures Objective
Examine and revise existing district constructs to better
align with the overall human capital strategy and create operational efficiencies.
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Every Student Shapes a Successful Future
Pillar IV: Support Structures Strategies
Strategy
Further develop and implement data systems that will allow human capital outcomes to
be measured at the school/department level
Further develop and employ data-driven constructs of talent development,
management, and sustainability. These analyses will support the ability to determine
areas of need for recruitment, placement, development, and retention resulting in
decreased time to fill positions and increased hiring manager satisfaction
Assess the viability of maintaining APS’ Enterprise Resource Planning (ERP)
infrastructure (Oracle) and other business technology systems to determine the
necessity of replacement system(s)
Continue to assess existing Human Resources processes, protocols and structures to
identify efficiencies that results in increased customer satisfaction
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Every Student Shapes a Successful Future
APPENDICES – WORK PLANS
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Every Student Shapes a Successful Future
PILLAR I: BRANDING, MARKETING AND
ADVERTISEMENT
Action Summary
Completion
Date Status
Develop brand and marketing
approach
Rebrand APS for recruitment purposes.
Incorporate new tagline into recruitment materials October 2018
Update HR websiteReview HR and update the Human Resources
website for content
December 2018
Refine messagingCreate a recruitment video with testimonials from
current APS staffAugust 2018
Increase advertising presence
(Influencing)
Increase APS’ presence and influence on social and
traditional media January 2019
Internal Resources
Utilizing existing Human Resources budget, create a
job description for and hire a Coordinator of
Recruitment and Retention
May 2018
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Every Student Shapes a Successful Future
PILLAR I: TEACHER RECRUITMENT
Action Summary
Completion
Date Status
Teacher Profile
Through strategic conversations with principals, begin to
develop an initial profile for high potential teacher
candidates.
January
(Annually)
Sourcing
Review educational and experience background of APS
high performing/high potential licensed employees to
identify trends
January
(Annually)
Review of National Trend Data Review nation and state data - economic forecasting,
national mobility, cost of living indices
December
(Annually)
Review of APS Trend Data
and Forecasting
New hires by state (sourcing), attrition by content (3 year
historical), hiring by month
December
(Annually)
Identification and
Implementation of
Recruitment Efforts
Based on sourcing and trend data, identify approaches to
teacher recruitment – advertising, attendance at fairs,
hosting a APS fair.
December
(Annually)
Outreach APS Student Teacher Outreach
November
February
(Annually)
*modeled after the USHCA document titled, A Year in the Life of a Great Recruitment Team & Top Recruitment and Selection Strategies.
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Every Student Shapes a Successful Future
PILLAR 1: TEACHER RECRUITMENT –
EDUCATOR PROFILE
A learner
• Reflective
• Desire for feedback
• Shows vulnerability
Experience teaching in an urban
education setting and/or an interest in
working with the APS student
demographic (experienced teachers are
given greater consideration)
• Values diversity
• Understands demographics of Aurora
• Commitment to community
Loves kids
• Supports whole child
• Builds relationships
• Engaging
• Believes in kids
• Empathetic
• Challenges ALL students
• Uses empowering language
Core Values
• Passion for teaching
• Moral imperative
• Work ethic
• Commitment to positions held
(longevity)
• Meeting students’ needs
• Beliefs about equity
• Culturally responsive
Collaborative
• Team-based approaches
Problem solver/Solution-oriented
• Takes initiative
• Risk taker
• Flexible
Instructional knowledge
• Understands data
• Makes adjustments based on data
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Every Student Shapes a Successful Future
PILLAR 1: PRINCIPAL RECRUITMENT & SELECTION
Action Summary
Completion
Date Status
School Leader Profile Develop APS School Leader Profile
w/competencies that align with the
Principal evaluation rubric.
August 2018
Processes and Protocols Revise the principal pool protocols and
selection process to align with identified
competencies
October
2018
Marketing, Branding and
Recruitment
Rebranding and develop School
Leaders recruitment materials
Host an APS School Leaders’ Fair
March
2019
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Every Student Shapes a Successful Future
PILLAR 1: PIPELINE DEVELOPMENT –
ALTERNATIVE LICENSURE PROGRAMS (ALP)
Action Summary
Completion
Date Status
Assessment on
current ALP
Identify existing alternative licensure program
strengths and gaps. experience for candidates: October 2018
ALP Program
Development
Based on the assessment, enhance the quality
of alternative licensure programs.
March 2019
Program
Expansion
Research existing alternative licensure
programs offered in metro Denver for potential
expansion
January 2019
Budget/Finance
In partnership with ALP partners, identify
funding sources to provide financial incentives
to cooperating teachers
Ongoing
Recruitment Host a job fair for ALP candidates with a focus
on existing APS employees
March 2019
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Every Student Shapes a Successful Future
PIPELINE DEVELOPMENT – STUDENT
TEACHERS
Action Summa
Completion
Date Status
Vision Develop a vision and guiding philosophy for student
teachers in APS January
2018
Cooperating Teachers
Competencies
Identify competencies for APS teachers to serve as
mentor to student teachers November 2018
Student Teacher
Experience
In partnership with schools of education, develop and
implement a “check-in” process for student teachers
and cooperating teachers.
March
2019
Communication Develop handbook which outlines the student teacher
experience in APS student teaching experience.
May
2019
Data Collection Develop protocol to automate data collection on APS
student teachers and interns.
October
2018
Identify funding source(s)
Identify funding sources to provide stipends to
cooperating teachers to mentor and develop student
teachers Ongoing
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Every Student Shapes a Successful Future
PILLAR 1: PIPELINE DEVELOPMENT –
LEADERSHIP
Action Summary De
Completion
Date Status
Vision Continue the development of programs that build capacity in
current and future leaders to ensure excellent leadership in every
APS school.
January
2018
Develop
Communication tools
for a variety of
stakeholders
Market leadership opportunities available in APS for teachers,
deans, instructional coaches, TOSA, assistant principals to grow
current employees into leadership positions.
January
2018
Residency Program
Develop Residency and Leadership Development Programs for:
∙ Assistant Principal
∙ Instructional Coaches
∙ Teachers on Special Assignment
January
2018
Leadership
Development
Pathways
Professional Development opportunities for employees who aspire
to a leadership role in APS August
2019
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Every Student Shapes a Successful Future
PILLAR 2: PRINCIPAL AS HUMAN CAPITAL
LEADERAction Summary De Completion Date Status
Role Definition
Human Resource Directors and Learning Community
Directors examine the roles and work of each and how
they intertwine and team to provide support
September 2018
Identify and commit to
common values, language
and protocols
Identify team philosophy, values, mission common
language, communication protocols and processes that
all agree should cross all communities September 2018
Leadership Development
(all APS Leadership)
Develop training modules in key Human Capital areas
to strengthen leadership knowledge and practices,
including but not limited to: Performance Evaluation,
Strategic Retention; Americans with Disabilities Act,
Personnel Investigations, Equal Employment
Opportunity
December 2018
Principal Assessment and
Development
Assess, develop and implement an action plan to
further support principals in becoming great HC
managers.
Fall 2018
Modeled after the USHCA document, Planning Tool to Help Principals be Great HC Managers
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Every Student Shapes a Successful Future
PILLAR 2: PERFORMANCE EVALUATION –
CALIBRATION2017-2018 2018-2019 2019-2020
IMPACTS Manual IMPACTS Manual IMPACT Manual
IMPACTS Professional Development
Standards Analysis
Observation Calibration
Feedback Calibration
Look-for Document Look-for Document
Optional: Site-based calibration walks Differentiated IMPACTS Professional
Development
Standards Analysis
Observation Calibration
Feedback Calibration
IMPACTS Professional Development with
normed “master ratings”
Standards Analysis
Observation Calibration with master
scorers
Feedback Calibration
Formation of Master Scorers Evaluator Certification with Master
Scorers
Monthly calibration walks Monthly calibration walks
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Every Student Shapes a Successful Future
PILLAR 3: STRATEGIC RETENTION
Action Summary Completion
Date Status
Data Collection
Collect and organized three-year teacher
attrition data for each school:
∙ Turnover by separations
∙ Turnover by transfers
∙ Effectiveness of leavers
September
(Annually)
Data Dissemination & ReviewReview teacher turnover data with
principals at monthly meetings October
(Annually)
Strategy:
Principal Development
Support Principals with Strategic
Retention - Keeping top performers while
simultaneously removing the weakest
performers (annually)
Year Round
Strategy: Retention Focus Groups
Conduct and report out on Retention Focus Groups
June
(annually)
Strategy:Exit Surveys
Review and report out results from Exits
Surveys July
(annually)
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Every Student Shapes a Successful Future
Pillar 4: Human Capital Measures
Action Detail
Completion
Date Status
User Needs
Build Effective Human
Capital Managers
Establish clear and consistent business rules for data
collection. Collect Human Capital data based on
established business rules.
Ongoing
Analysis and
Understanding
Turn data into insights
Align data reporting and use to the calendar of HC decisions
to ensure that users have the timely data to support
strategic decisions
Set regular meetings within and beyond HR to review critical
HR/HC data
Ongoing
Actions and Decision
Making
Turn insights into action
Identify and assign actions/ required interventions based on
insights
Ongoing
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Every Student Shapes a Successful Future
PILLAR 4: BUDGET DEVELOPMENT AND
RESOURCE ALLOCATION METHODOLOGY
Action
Completion Date
Status
Identify the goals of a new funding methodology that is commonly
referred to as student-based budgeting (based on student needs). 2019-20
Establish a working group that functions as an Advisory Committee for
the scope of work
2019-20
Concurrent Projects in Division of Finance:
• Budget Tool – COMPLETE
• District-wide implementation of bottom line budgeting
• Training/Support
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Every Student Shapes a Successful Future
PILLAR 4: ENTERPRISE RESOURCE PLANNING
(ERP)Action Detail Completion Date Status
Stakeholder
Development
Identify key stakeholders in the Divisions of
Finance and Human Resources to participate in
the Enterprise Resources Planning (ERP)
assessment and recommendation
Fall 2018
Assessment/
Requirements
Identify strengths and challenges of the current
ERP (Oracle) and/or configurations. Identify
needs/criteria of future system
Fall 2018
Review and document business practices and
workflow(s) with ERP implications December 2019
Research
Research potential ERP replacements and/or
upgrade of Oracle based on Finance and HR
criteria. Conduct vendor presentations to
Finance and HR Committees
May 2019
Selection Select a ERP for future use in APS July 2019
Implementation &
Testing Begin implementation and testing new ERP December 2019
Launch
Move new ERP from test environment to live
production July 2020
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