Changing Role of Human Resources

Transcription

1 Changing Role of Human Resources TASPA Winter Conference 2012 Cindy Clegg and Amy Campbell TASB HR Services Why Are Things Changing? Renewed focus on improving teacher effectiveness Awareness that isolated programs don t work and don t last Real reform requires systemic and strategic change Investments to spur reform have included human capital strategies as an important part of teacher quality improvement 1

2 Teachers are the solution. A few years with effective teachers can put even the most disadvantaged student on the path to college.a Terry Grier, Houston ISD with effective teachers can put even the most Very good disadvantaged teacher student on the path to college. Ineffective teacher 1 yr 2 yrs 1 extra year of learning The students of an ineffective teacher learn an average of half a year s worth of material in one school year, while the students of a very good teacher learn 1.5 year s worth a difference of a year s worth of learning in a single year. (Hanushek, 2010) White students Black students Gap-closing growth in 4 years Having a top-quartile teacher rather than a bottom-quartile teacher four years in a row could be enough to close the blackwhite test score gap. (Gordon, Kane and Staiger, 2006) Strategic Human Capital Project Mission is to improve student achievement by reforming human resource management systems for recruiting, developing, rewarding, and retaining top teacher and principal talent. Recently, there has begun what may unfold into an almost seismic shift, with HR practices and the HR department moving toward becoming an active partner in teacher quality improvement. Heneman and Milanowski, CPRE 2

3 Systems Alignment Who owns responsibility for teacher selection, induction, development, evaluation, and compensation? 3

4 Four Key Strategies Research and case studies point to four key strategies as essential for sustained improvement of teacher effectiveness: 1. Multiple career paths 2. Job-embedded professional development 3. Evaluation systems linked to student learning 4. Rewards for effective teaching Building Blocks in Texas Project for Educator Excellence & Quality-PEEQ Texas Teacher Advancement Program (TAP) Teacher Evaluation Reform Teacher Student Data Links Principal Evaluation Reform Texas Center for Educator Effectiveness & ESC 18 (State TIF grant) 4

5 What Needs to Change in HR? From transactional to strategic From compliance to best practices From passive to active From paper-driven to automated From isolated to collaborative From personnel administrators to strategic human capital managers Where is Change Happening Now? In 38 states across the country and in Texas. Houston ISD ASPIRE Austin ISD REACH Fort Worth ISD PEAK Galveston ISD Round Rock ISD RRISE Bryan ISD San Antonio School of Excellence TAPASA Life School of Dallas 8 New TIF Partner Districts Anderson-Shiro CISD Coldspring Oakhurst ISD Athens ISD Grand Prairie ISD Richardson ISD Lytle ISD Lancaster ISD New Caney 5

6 ASPIRE Program History Performance pay in Retooled and launched in Strategic planning process took place in 2010 Supported by grants from several foundations (Gates, Broad, Dell, Arnold) Not just performance pay ASPIRE (Accelerating Student Progress. Increasing Results & Expectations) is an educational improvement and performance management initiative Uses data on student progress to inform targeted policy and resource allocation decisions 6

7 Clear Focus on Goals As president of the board, my primary objective is to create a strategic direction for HISD that aligns the goals of the organization on every level so that each individual in this district is working toward increasing student achievement. Every child deserves a high-quality teacher. To provide that, we must transform the way we think about human resources. -- HISD Board President Greg Meyers (2010) Source: The Houston Chronicle, Key to student achievement? ASPIRE to it, February 7, Strategic Direction In 2010, HISD developed clear set of goals: Primary Goal 1: Increase student achievement HISD set additional goals in support of #1 Goal 2: Improve human capital HISD set core values that serve as a basis for all strategic decisions Through recruitment, retention, dismissal, and professionaldevelopment programs, the district will work to make sure students are served by the top talent available, from teachers to superintendents. 7

8 Strategic Direction Five core initiatives support the district s strategic direction Goals for HISD from Declaration of Beliefs and Vision Effective Teacher in Every Classroom Effective Principal in Every School Rigorous Instructional Standards & Supports Data Driven Accountability Culture of Trust through Action Effective Teachers Initiative 1. Smart Recruitment & Staffing 2. Individualized Support 3. Useful Appraisals 4. Career Pathways & Compensation System 8

9 Effective Teachers Initiative 1. Smart Recruitment & Staffing Early hiring timelines Data-driven recruitment using teacher performance data Rigorous selection process Smart staffing via empowering principals Targeted support for high-needs schools Effective Teachers Initiative 2. Individualized Support Instructional practice and professional expectation rubric Individualized development plans Video exemplars and resource guides Aligned and job-embedded trainings 130 Teacher Development Specialists working with teachersfull-time 9

10 Effective Teachers Initiative 3. Useful Appraisals Clear and rigorous standards for all teachers Continuous coaching, observations, and feedback from Teacher Development Specialists More opportunities for teachers to engage in dialogue about their instructional practices Effective Teachers Initiative 4. Career Pathways & Compensation System Career pathway roles Market incentives ASPIRE Award program Base salary with differentiation for performance 10

11 Guiding Principles Accelerate student achievement Reward & retain effective teachers; encourage ineffective teachers to leave Provide top performers with opportunity to earn more, faster and remain in classroom Allow top performers to earn a comparable salary to school administrators Guiding Principles Attract highly effective teachers to high-needs schools or subject areas Become employer of choice for high potential talent Provide clearly stated expectations to all teachers Financially sound and sustainable 11

12 Timeline for Implementation COLLABORATIVE DESIGN Teachers and administrators provide input and feedback on career pathway roles TEST AND REFINE Career pathway roles are piloted at select schools PHASED-IN IMPLEMENTATION Changing How We Pay Teachers 12