Kritsonis human resources effectiveness kritsonis
- 1. Administrative Effectiveness & Human Resources Management William Kritsonis, PhD Professor PhD Program in Educational Leadership Prairie View A&M University Member of Texas A&M University System Spring 2010
- 2. Presented to: Charter College of Education California State University, Los Angeles by: William Allan Kritsonis, PhD
- 3. The difference between retaining and losing quality employees is LEADERSHIP (Lynch, 2003) Administrative Effectiveness
- 4. 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?
- 5. 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
- 6. 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.
- 7. Characteristics An Effective Leader Seeks: Innovation Being innovative Imaginative Creative Perceptive
- 8. Characteristics An Effective Leader Seeks: Facilitation Sharing Information Freely Being Supportive Praising Good Performance
- 9. Characteristics An Effective Leader Seeks: Team Orientation Flexibility Adaptability Collaborative Honesty/Integrity Team Oriented Cooperative Trustworthy
- 10. Characteristics An Effective Leader Seeks: Reliable Reliable Conscientious Thorough Cooperative
- 11. Characteristics An Effective Leader Seeks: Work Orientation Enthusiasm Emphasis on Quality Recognition for Performance Taking Initiative High Performance Expectations Enthusiasm Active
- 12. Characteristics An Effective Leader Seeks: Skills Oral Comprehension Oral Expression
- 13. What Does An Effective Administrator Do? Use preemployment assessments When used properly, assessments provide insight into an individual’s tendency to perform
- 14. What Does An Effective Administrator Do? Consistent and proactive communication with valued staff members Communicate openly; candidly and often.
- 15. 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.
- 16. What Does An Effective Administrator Do? Understand the needs of your team Create a culture in which your employees feel valued. Develop a core purpose and set of principles.
- 17. 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
- 18. What Does An Effective Administrator Do? Reward and recognize Rewards and recognition are tools intended to help retain employees. Make an art of recognition.
- 19. What Does An Effective Administrator Do? Instill accountability Provide the training needed to help them be accountable
- 20. 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.
- 21. 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)
- 22. Results? Higher staff morale Better teamwork Lower turnover Happier clients (i.e. children, parents, etc)
- 23. Human Resources Management Call for improved organizational Performance = * state testing and accountability systems * “adequately yearly progress”
- 24. Human Resources Management “Most policymakers are immediately drawn to making changes in the instructional program to improve teaching…
- 25. Human Resources Management Yet, they often overlook the need to support these changes by changing district human resource (HR) management practices. (Heneman & Milanowski, 2004)
- 26. Human Resources Management It is thought that HR management practices affect organizational performance through employee performance competencies (Heneman & Judge, 2003; Shippman, 1999)
- 27. 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)
- 28. HR Alignment Model In a large urban school district that employs 4000 classroom teachers, they refer to this model as the District Scorecard .
- 29. Components of the Alignment Recruitment: Applicant Pools Sources of applicants based on knowledge, skills, and abilities necessary for performance competency
- 30. 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.
- 31. Components of the Alignment Selection: Teacher Certification Teacher certification/licensing requirements required for employment
- 32. Components of the Alignment Assessment: Teacher Evaluation Provide last two years of teacher performance evaluation (PDAS)
- 33. 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.
- 34. Components of the Alignment On-the-job preservice: Teachers receive an orientation to the teacher evaluation system
- 35. 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.
- 36. 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.
- 37. Components of the Alignment Compensation: Offer competitive salaries. Offer supplemental pay for critical needs teaching fields; grade or department chair; extracurricular activities sponsor; etc.
- 38. 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.
- 39. 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
- 40. Components of the Alignment Performance Management: Appraisal, feedback, coaching, goal setting, performance planning, discipline, termination
- 41. 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.
- 42. 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.
- 43. 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.