Human Capital Strategy Every Student Shapes a Successful Future - - PowerPoint PPT Presentation

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 the superintendent.”

• The Aspen Institute

Human Capital Strategy

2

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 into three interrelated areas:

• Talent Acquisition
• Talent Development
• Talent Utilization

What is Human Capital?

3

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, then every student will shape a successful future. Vision: All APS team members who lead will be purpose driven, take action, contribute their best and demand the best in others, and demonstrate professionalism and expertise 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 who demonstrate the ability and passion to be team members who lead. Goal 3 - Talent Utilization: Retain effective employees who demonstrate a commitment to APS, its students and the Aurora community.

4

Every Student Shapes a Successful Future

5

APS Organizational Structure Budget Development and Resource Allocation Methodology Human Resources Organizational Structure Enterprise 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 Components

2018-19 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

7

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

8

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.

9

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

• f performance

Develop and refine data systems and processes by which to review and analyze human capital data for ongoing analysis and continued improvement.

10

Every Student Shapes a Successful Future

Pillar III: Talent Utilization Objective

Support an intentional district culture of openness, respect, trust and accountability for all members of the APS community resulting in: ✓ Reduced employee turnover ✓ Increased retention of effective/highly effective employees ✓ Increased satisfaction of APS staff

11

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.

12

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

• perational efficiencies.

13

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

• f

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

• f

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

14

Every Student Shapes a Successful Future

APPENDICES – WORK PLANS

15

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 website Review HR and update the Human Resources website for content December 2018 Refine messaging Create a recruitment video with testimonials from current APS staff August 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 16

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. 17

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

18

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 19

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

• f 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

• n existing APS employees

March 2019 20

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 21

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

22

Every Student Shapes a Successful Future

PILLAR 2: PRINCIPAL AS HUMAN CAPITAL LEADER

Action 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

23

Every Student Shapes a Successful Future

PILLAR 2: PERFORMANCE EVALUATION – CALIBRATION

2017-2018 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

24

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 & Review Review 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) 25

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 26

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

27

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 28