1.1intro day1 iowa tb capital overview.pdf · about battelle for kids a national, not-for-profit...

© 2017, Battelle for Kids. All Rights Reserved.

Welcome!

If you did not complete the HC audit that was part of your pre-work, please do that before we begin.

http://bfk.me/MyHCSystem

Human Capital Strategies as a Change Lever in Education

Day 1: June 13, 2017


HC Facilitator

Battelle for Kids, Chief of Improvement & Impact •  E-mail: [email protected]

•  Cell: 513.309.5652

•  Twitter: @Tony_Bagshaw

Tony Bagshaw, MA, pHCLE

© Battelle for Kids. All Rights Reserved.

About Battelle for Kids A national, not-for-profit organization committed to collaborating with school districts and communities to realize the power and promise of 21st century learning for every student. Our team of educators alongside communications, technology, and business professionals innovates and partners with school districts to offer an educational experience that prepares all students to develop the knowledge, skills, and dispositions necessary to succeed in college, careers, and life. Our theory of action involves the entire school community—educators in partnership with students, parents, businesses, and others—to ensure sustainable impact in schools.

Experience NATIONWIDE, OUR WORK IN

30 STATES HAS IMPACTED MORE THAN

6 MILLION STUDENTS AND MORE THAN

400,000 EDUCATORS.

Our passion is working with schools to move education forward, including 21 of the nation’s 100 largest districts.


ICEBREAKER


Potential Collective Agreements

•  We are learners and teachers.

•  We lean into discomfort.

•  We presume positive intent.

•  We are caring and constructive.

•  We practice committed listening.

•  We actively participate.

•  We use technology responsibly.

What would you add, change, or drop?

What are our commitments about…

•  Participation?

•  How we will interact with each other?

•  Other necessary commitments?


Day 1 Agenda

•  Welcome & HCLE Overview

•  HC Audit Activity

•  Performance Excellence Overview •  Strategic Alignment

•  Communications

•  Strategic Staffing Overview •  HR Branding

•  Selection & Placement


HCLE Resources

Activities Workbook &

HCMS Organizer


HUMAN CAPITAL LEADERS IN EDUCATION (HCLE): AN OVERVIEW


Human Capital Leaders in Education (HCLE) National Certification Program In conjunction with AASPA, BFK has built a highly recognized and regarded national HC certification program geared toward individuals who practice and lead people-related work in education. This certification would demonstrate that individuals have a:

•  High level of knowledge and skill in HR, specifically in education

•  Mastery of essential HR practices as they pertain to education •  Commitment to professional standards •  Dedication to continued mastery of knowledge and skill through

recertification


The HC Leaders in Education Standards were designed specifically for PK‒12 education Focusing on four main sections: Strategic Staffing, Talent Management & Development, Culture & Total Rewards, and Performance Excellence

HC Leaders in Education Standards


Standards Creation and Revision Process

www.HCEdLeaders.org


Learning and Recertification Process •  Learn: Professional development

based on the HCLE standards

•  Certify: Online testing 4x/year

•  Recertify: Every three years, individuals will share how they have grown and contributed to the field to gain recertification

Learn

Certify

Grow & Contribute

Recertify


WHO ARE HUMAN CAPITAL LEADERS IN EDUCATION?


Human Capital Management System (HCMS)

A system by which “a local educational agency makes and implements human capital decisions, such as decisions on

preparation, recruitment, hiring, placement, retention, dismissal, compensation, professional development, tenure, and promotion.”

– ESSA, SEC. 2211. [20 U.S.C. 6631] PURPOSES; DEFINITIONS. (3),

Enacted December 10, 2015


Human Capital vs. Human Resource

•  Used up or consumed to develop, make, or sell products or services.

•  Typically finite and exhaustible

•  Through investment, organizations can maintain and increase their value

•  Typically infinite and durable

Resource Capital


HCMS Defined

An approach to people management that treats it as a high level strategic issue and seeks systematically

to analyze, measure, and evaluate how people, policies, and practices create value.

Human capital management stems from the mindset that people bring value to an organization and it is the responsibility of the organization to maximize an individual’s talents appropriately.


Education is a “human-capital-intensive enterprise” (Kimball & Milanowski, 2011). Myung, Martinez, and Nordstrum (2013) looked at National Center for Education Statistics data from the largest 49 school districts in the country and noted that human capital expenditures ranged from 65 to 90 percent of district operational spending (p. 3–4).

HCMS in Education

What draws many people into the field of education is the belief that when we educate children, we are

providing for a better future. In this sense, we are all human capital advocates—whether we realize the

meaning of the term or not.


Who do we believe are HC Leaders? People who manage, evaluate, or lead people to fulfill the goals of the organization as they are both responsible and accountable for growth of others.

HC leaders can be found across the organization in departments other than HR. These people include, but are not limited to:

•  HR department staff •  District leaders—Superintendents, Deputy/Assistant Superintendents, Department

Heads

•  Building leaders—Principals, Assistant Principals, Teacher Leaders •  Public, private, and charter school executives and department directors

•  State departments of education and other education-related government employees



HR vs. HCMS Human Resources Human Capital Management

•  Belief that systems and structures are what add value

•  Defined by formal structures—department, function, or job

•  Views people as a resource. Resources are typically ‘used up’, depleted, or maintained

•  Isolated function or department – doesn’t understand the needs of the organization

•  Focus: Ensuring compliance and implementing policies; organizations improve through the processes and rules that people operate within

•  Predominantly spends time on transactional work

•  Belief that people are element with the inherent power to generate value

•  Sits in informal leadership structure—all leaders focus on the importance of people as a lever for change

•  Views people as capital or an asset. Assets are strategically managed and invested in for growth

•  Strategic partner, trusted advisor, and/or credible activist that understands the needs of the organization

•  Focus: Ensuring innovation, trust, and respect; organizations improve when they focus on people

•  Maximizes organization strategy and relationships to be transformational


Let’s Start with Definitions

•  Supports day-to-day activities of the people function through all stages of the employment relationship

•  Deals with policies and procedures, compliance and legal issues, employee benefits, recruitment, etc.

•  Processes are largely reactive rather than proactive

•  Supports long-term organizational goals and outcomes; does not work independently within a silo

•  Uses talent within HR to make the other departments stronger and more effective

•  Proactive management of employees

Transactional HR Strategic HR


Table Activity

Step 1: Create a T-Chart on your paper.

Step 2: Brainstorm ideas and record them on your chart paper.

Transactional HR Is . . . Strategic HR Is. . .


Transactional Practices

vs. Strategic Practices

•  Record Keeping •  Time & Attendance •  Pre-employment Testing •  Employment Form

Management •  Policy Handbook Creation &

Updates •  Safety Compliance •  Benefits Enrollment •  COBRA Administration •  Payroll Processing •  Drug Screening •  Employee Training

•  Organization Strategic Planning •  Data-driven Employee Sourcing,

Recruitment, Selection, and Onboarding

•  Performance Management •  Compensation System

Development & Management •  Organizational Development &

Leadership •  Work – Life Balance Programs •  Employee Engagement &

Satisfaction •  Career & Succession Planning •  Organization Efficiency &

Effectiveness Measures •  HR Brand Management

Transactional Practices Strategic Practices


Two Parts of a Whole •  Strategic HR and transactional HR are

two different elements of human resources—the former is proactive, comprised of forward-thinking principles and ideas. The latter occurs on either a regular, ongoing basis or as needed to support HR strategy.

•  Cannot function separately.

•  The HR department that plans strategic development must have HR staff or outsource vendors to advance the HR department's mission or strategy through handling transactional matters.

Strategic HR

Comprehensive Human Capital Management

Transactional HR


HC AUDIT ACTIVITY


Processing Your HC Audit Results

1.  At your table, discuss your results. •  What area of your HCMS do you feel is your largest opportunity for

growth? Why?

•  What area of your HCMS do you feel is your greatest strength? Why?

•  What percentage to time do you think you spend on transactional vs. strategic HR?

2.  Choose one practice that is innovative or done exceptionally well to share with the whole group.

3.  Share out.

1.1intro day1 iowa tb capital overview.pdf · about battelle for kids a national, not-for-profit...

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