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Human Capital Board Work Session

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Human Capital Board Work Session

  1. 1. Human Capital Board Work Session
  2. 2. Goals for the Session • Explain the move from HR to HC • Articulate our human capital strategy and how it fits into the district’s strategy – Profile of MNPS educators – Data-informed strategies
  3. 3. From HR to HC
  4. 4. Evolution of HR – Why Human Capital? Payroll and Benefits Personnel Department Human Resources Department Human Capital Department Payroll, Benefits, Compensation, Recruiting and Qualifications Payroll, Benefits, Compensation, Recruiting, Selection, Qualifications, Performance Management, Development, Retention From transactional… …to transformational
  5. 5. Chief Human Capital Officer Talent Strategy Strategic Compensation Strategic Operations Acquisition Evaluation Benefits Employee Relations Substitutes Leadership and Professional Development
  6. 6. MNPS Human Capital Strategy
  7. 7. Human Capital Theory of Change If then If MNPS recognizes, values and increases highly effective educators and staff, then student achievement will improve. 
  8. 8. HC Theory of Change and MNPS Strategy 1. Focus on high student achievement 2. Graduate all students college- and career- ready 3. Build a pipeline of great teachers and leaders 4. Provide effective data to guide decision- making 5. Turn around low-achieving schools
  9. 9. Culture of Support Efficient Systems HC Theory of Action Attract and Select Evaluate and Develop Retain and Grow
  10. 10. HC Theory of Action: Two Foundational Strategies • Build a culture focused on quality performance at all levels • Implement efficient systems for attracting, onboarding and retaining effective educators and staff
  11. 11. HC Theory of Action: Three Transformational Strategies • Attract the best teachers and leaders • Make data-informed decisions regarding talent • Retain the best teachers and leaders
  12. 12. Strategy: Build a Culture of Quality
  13. 13. Build a Culture of Quality: Focus on the Talent We Attract and Services We Provide Culture is the DNA of any organization. Culture is the DNA of any organization.
  14. 14. Strategy: Streamline Processes
  15. 15. Transitioning from a paper process to electronic data management
  16. 16. Strategy: Attract Great Teachers and Leaders
  17. 17. Ethnicities of Students and Educators White 71% African American 27% Latino 1% Other 1% White 34% African American 46% Latino 16% Other 4% EducatorsStudents
  18. 18. New Hires (634 last year) Feeder Preparation Programs 80 59 52 50 35 30 29 22 22 80 59 52 50 35 30 29 22 22 80 59 52 50 35 30 29 22 22 Source for Preparation Program Quality: Tennessee Higher Education Commission, Report Card on Tennessee Preparation Programs
  19. 19. @MNPSTalent #callingallrolem
  20. 20. Strategy: Make Data-Informed Decisions Regarding Talent
  21. 21. TEAM Evaluation Components 35% 15% 50% Student Growth (TVAAS) Other Student Achievement Measure Observation Ratings
  22. 22. Evaluation Distributions Composite Scores 3.22% 17.66% 23.59% 26.55% 28.98% 1 2 3 4 5
  23. 23. Evaluation Distributions Observation Scores Only (50% of Total) 0.37% 3.41% 27.92% 47.31% 20.99% 1 2 3 4 5
  24. 24. Evaluation Distributions Growth Scores – School-wide (35%) 29.37% 5.98% 13.82% 8.52% 42.31% 1 2 3 4 5
  25. 25. Evaluation Distributions Growth Schools – Teachers with Individual TVAAS (35%) 20.24% 10.02% 24.56% 11.46% 33.66% 1 2 3 4 5
  26. 26. Evaluation Distributions Additional Achievement Measure (15%) 10.40% 8.24% 13.78% 17.99% 49.59% 1 2 3 4 5
  27. 27. State Distribution of TVAAS Individual Teacher Effect and Observation Scores 16.5% 8.1% 24.5% 11.9% 39.1% 0.2% 2.2% 21.5% 53.0% 23.2% 1 2 3 4 5 TVAAS Individual Teacher Effect Observation
  28. 28. MNPS Distribution of TVAAS Individual Teacher Effect and Observation Scores 20.2% 10.0% 24.6% 11.5% 33.7% 0.4% 3.4% 27.9% 47.3% 21.0% 1 2 3 4 5 TVAAS Individual Teacher Effect Observation
  29. 29. Actions: Make Data-Informed Decisions Regarding Talent Now: • Enhance observer training • Review leadership development strengths and areas for development • Up Next: Enhance training for principals around observations and feedback
  30. 30. Strategy: Retain Great Teachers and Leaders
  31. 31. Educators’ Years of Experience 11.5% 30.3% 21.3% 23.6% 13.3% <1 year 1-5 years 6-10 years 11-20 years >20 years
  32. 32. Implement career pathways Provide strategic compensation
  33. 33. Draft Timeline – Year 1 (January 2013 - December 2013) Area of focus Winter 2013 Spring 2013 Summer 2013 Fall 2013 Winter 2014 Culture Streamlined systems Branding Strategic recruitment Quality of data Principal development Strategic comp Career pathways New teacher induction Foundationa lstrategies Attracting GreatTalent Developing GreatTalent Retaining GreatTalent

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