Download - Human resources effectiveness kritsonis
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Administrative Effectiveness & Human Resources
ManagementWilliam Kritsonis, PhD
Professor
PhD Program in Educational Leadership
Prairie View A&M University
Member of Texas A&M University System
Spring 2010
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Presented to:
Charter College of Education
California State University, Los Angeles
by:
William Allan Kritsonis, PhD
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The difference between retaining andlosing quality employees is LEADERSHIP
(Lynch, 2003)
Administrative Effectiveness
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Recent studies have shown that pay, benefits, rewards, and recognition are inadequate tools to effectively retain employees
(Lynch, 2003)
What Does Research Say About Employee Retention?
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Reasons Given For Staying:
• Fair treatment
• Exciting work and challenge
• Care and concern
• Working with great people and relationships
• Trust
• Career growth, learning and development
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What Does An Effective Leader Do?
• Hire well
Hiring the right people is the first step to
retaining great talent. When hiring be
certain that the applicant understands
the job, organization, and culture.
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Characteristics An Effective Leader Seeks:
• Innovation» Being innovative
» Imaginative
» Creative
» Perceptive
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Characteristics An Effective Leader Seeks:
• Facilitation» Sharing Information Freely
» Being Supportive
» Praising Good Performance
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Characteristics An Effective Leader Seeks:
• Team Orientation» Flexibility» Adaptability» Collaborative» Honesty/Integrity» Team Oriented» Cooperative» Trustworthy
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Characteristics An Effective Leader Seeks:
• Reliable» Reliable
» Conscientious
» Thorough
» Cooperative
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Characteristics An Effective Leader Seeks:
• Work Orientation
» Enthusiasm» Emphasis on Quality» Recognition for Performance» Taking Initiative» High Performance» Expectations» Enthusiasm» Active
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Characteristics An Effective Leader Seeks:
• Skills» Oral Comprehension
» Oral Expression
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What Does An Effective Administrator Do?
• Use preemployment assessments
When used properly, assessments provide insight into an individual’s tendency to perform
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What Does An Effective Administrator Do?
• Consistent and proactive communication with valued staff members
Communicate openly; candidly and often.
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What Does An Effective Administrator Do?
• Assign a mentor
Immediately upon arriving, assign a mentor or “buddy” to a new employee.
Develop a mentoring program.
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What Does An Effective Administrator Do?
• Understand the needs of your team
Create a culture in which your employeesfeel valued.
Develop a core purpose and set ofprinciples.
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What Does An Effective Administrator Do?
• Open-door policy
Have an open-door policy whereby employees are encouraged to stop by and talk or ask questions, etc
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What Does An Effective Administrator Do?
• Reward and recognize
Rewards and recognition are tools intended to help retain employees.
Make an art of recognition.
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What Does An Effective Administrator Do?
• Instill accountability
Provide the training needed to help them be accountable
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What Does An Effective Administrator Do?
• Support your leaders
Your real success in retaining your employees will come when you concentrate on your team leaders and their interactions with employees.
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What Does An Effective Administrator Do?
“High-performance and high-retention cultures succeed in creating an environment in which everyone is pulling in the same direction for the common good of the organization.”
(Bufe and Murphy, 2004)
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Results?
• Higher staff morale
• Better teamwork
• Lower turnover
• Happier clients (i.e. children, parents, etc)
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Human Resources Management
Call for improved organizational
Performance =
* state testing and accountability systems
* “adequately yearly progress”
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Human Resources Management
“Most policymakers are immediately drawn to making changes in the instructional program to improve teaching…
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Human Resources Management
Yet, they often overlook the need to support these changes by changing district human resource (HR) management practices.
(Heneman & Milanowski, 2004)
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Human Resources Management
It is thought that HR management practices affect organizational performance through employee performance competencies
(Heneman & Judge, 2003; Shippman, 1999)
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Human Resources Management
THEREFORE, building an HR management system to support the teacher performance competencies that define teacher quality requires developing or adapting a model that specifies these competencies.
(Heneman & Milanowski, 2004)
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HR Alignment Model
In a large urban school district that employs 4000 classroom teachers, they refer to this model as the
District Scorecard.
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Components of the Alignment
• Recruitment: Applicant Pools
Sources of applicants based on knowledge, skills, and abilities necessary for performance competency
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Components of the Alignment
• Hiring Standards: Interview Score & Requirements
Method of assessing likely teacher performance competency based on the interview questions asked and the responses given by the applicant.
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Components of the Alignment
• Selection: Teacher Certification
Teacher certification/licensing
requirements required for employment
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Components of the Alignment
• Assessment: Teacher Evaluation
Provide last two years of teacher performance evaluation (PDAS)
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Components of the Alignment
• Induction Preservice
Assistance and information provided to all new teachers hired during the three-day New Teacher Induction Academy held prior to the start of school.
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Components of the Alignment
• On-the-job preservice:
Teachers receive an orientation to the teacher evaluation system
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Components of the Alignment
• Mentoring:
Every teacher is provided either a mentor or
teacher buddy for the entire school year.
Each district campus has a mentor program
coordinator who coordinates the program
and serves as the liaison for new teachers.
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Components of the Alignment
• Professional Development
Professional development opportunities are offered daily/weekly throughout the year.
Attendance is highly encouraged and is part of the
Teacher’s end-of-year assessment.
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Components of the Alignment
• Compensation:
Offer competitive salaries.
Offer supplemental pay for critical needs teaching fields; grade or department chair; extracurricular activities sponsor; etc.
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Components of the Alignment
• Hiring packages:
Offer other financial inducements, such as loan forgiveness, tuition reimbursement, tuition assistance for ACP teacher candidates.
Recommend housing assistance.
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Components of the Alignment
• Training:
System for appraising teacher’s performance
Knowledge and skill building given in how to conduct and improve teacher evaluation and performance management
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Components of the Alignment
• Performance Management:
Appraisal, feedback, coaching, goal setting, performance planning, discipline, termination
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References
Baldiga, N. R. (May 2005). Opportunity and Balance: Is Your Organization Ready to Provide Both? Journal of Accountancy, 199(5), 39-44.
Buffe, B. and L. Murphy (Dec 2004). How to Keep Them Once You’ve Got Them. Journal of Accountancy, 198(6), 57-61.
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References
Heneman, H. G. III. And A. Milanowski. (Dec 2004). Alignment of Human Resource Practices and Teacher Performance Competency. Peabody,Journal of Education 79(4), 108-125.
L. J. Lynch. (Dec 2003). Keeping the Best. Assoc Manage, 55(13), 447-461.
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References
Miller, J.S. and R. L.Cardy. (2000). Technology and managing people: keeping the “human” in human resources. Journal of Labor Research, 21(3), 447-461.