Administrative Effectiveness HR

8/20/2019 Administrative Effectiveness HR

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Administrative Efectiveness& Human Resources

Management

William Kritsonis, PhD

Professor of Educational Leadership

The University of Texas of the Permian Basin

College of EducationSummer 20!



Presented to"

Charter College of Education

California State University, Los Angeles

#y"

William Allan Kritsonis, PhD



The diference between retaining and

losing quality employees is LEAER!H"#(Lynch, 2003)

Administrative Effectiveness



Recent studies have shown that pay,

benefits, rewards, and recognition are

inadequate tools to effectively retainemployees

(Lynch, 2003)

What Does Research Say About Employee Retention?



Reasons iven !or "taying#

$ !air treatment$ %&citing wor' and challenge

$ are and concern

$ or'ing with great people and relationships

$ *rust

$ areer growth, learning and development



hat +oes n %ffective Leader +o-

$ .ire well

.iring the right people is the first step to

retaining great talent/ hen hiring be

certain that the applicant understands

the ob, organi1ation, and culture/



haracteristics n %ffective Leader "ee's#

$ nnovation 4eing innovative

maginative

reative

5erceptive




$ !acilitation

"haring nformation !reely

4eing "upportive

5raising ood 5erformance




$ *eam 6rientation !le&ibility

daptability

ollaborative

.onesty7ntegrity

*eam 6riented

ooperative

*rustworthy




$ Reliable

Reliable

onscientious

*horough ooperative




$ or' 6rientation

%nthusiasm

%mphasis on 8uality

Recognition for 5erformance

*a'ing nitiative

.igh 5erformance

%&pectations

%nthusiasm ctive




$ "'ills

6ral omprehension

6ral %&pression



hat +oes n %ffective dministrator +o-

$ 9se preemployment assessments

hen used properly, assessments

provide insight into an individual:stendency to perform




$ onsistent and proactivecommunication with valued staffmembers

ommunicate openly; candidly andoften/




$ ssign a mentor

mmediately upon arriving, assign a

mentor or <buddy= to a new employee/

Develop a mentoring program.




$ 9nderstand the needs of your team

reate a culture in which your employees

feel valued/

Develop a core purpose and set of

principles.




$ 6pen>door policy

.ave an open>door policy whereby

employees are encouraged to stop byand tal' or as' questions, etc




$ Reward and recogni1e

Rewards and recognition are tools

intended to help retain employees/

Make an art of recognition.




$ nstill accountability

5rovide the training needed to help

them be accountable






<.igh>performance and high>retentioncultures succeed in creating an

environment in which everyone is

pulling in the same direction for thecommon good of the organi1ation/=

(4ufe and @urphy, 200A)



Results-

$ .igher staff morale

$ 4etter teamwor'

$ Lower turnover

$ .appier clients (i/e/ children, parents, etc)



.uman Resources @anagement

all for improved organi1ational

5erformance B

C state testing and accountability systems

C <adequately yearly progress=




<@ost policyma'ers are immediately

drawn to ma'ing changes in the

instructional program to improve

teachingD






t is thought that .R managementpractices affect organi1ational

performance through employee

performance competencies (.eneman E Fudge, 2003; "hippman, GHHH)




THERE$%RE building an .Rmanagement system to support the

teacher performance competencies

that define teacher quality requires

developing or adapting a model that

specifies these competencies/ (.eneman E @ilanows'i, 200A)



.R lignment @odel

n a large urban school district that

employs A000 classroom teachers,

they refer to this model as the

District Scorecard /



omponents of the lignment

$ Recruitment# pplicant 5ools

Sources of applicants based on

knowledge, skills, and abilitiesnecessary for performance

competency

f h li




$.iring "tandards# nterview "core ERequirements

Method of assessing likely teacher performance competency based on

the interview questions asked and the

responses given by the applicant.

t f th li t




$"election# *eacher ertification

Teacher certification/licensing

requirements required for employment

t f th li t




$ ssessment# *eacher %valuation

rovide last two years of teacher

performance evaluation !D"S#

t f th li t




$ nduction 5reservice

"ssistance and information provided

to all new teachers hired during thethree$day %ew Teacher &nduction

"cademy held prior to the start of

school.



t f th li t




$ @entoring#

'very teacher is provided either a mentor or

teacher buddy for the entire school year.

'ach district campus has a mentor program

coordinator who coordinates the program

and serves as the liaison for new teachers.

t f th li t




$ 5rofessional +evelopment

rofessional development opportunities are offered

daily/weekly throughout the year.

"ttendance is highly encouraged and is part of the

Teacher(s end$of$year assessment.

t f th li t




$ ompensation#

)ffer competitive salaries.

)ffer supplemental pay for critical

needs teaching fields* grade or

department chair* e+tracurricular

activities sponsor* etc.

t f th li t




$ .iring pac'ages#

)ffer other financial inducements,

such as loan forgiveness, tuition

reimbursement, tuition assistance for " teacher candidates.

-ecommend housing assistance.

t f th li t




$ *raining#

System for appraising teacher(s performance

nowledge and skill building given inhow to conduct and improve teacher

evaluation and performancemanagement





$ 5erformance @anagement#

"ppraisal, feedback, coaching, goal

setting, performance planning,

discipline, termination

References



References

4aldiga, I/ R/ (@ay 200J)/ 6pportunity and4alance# s ?our 6rgani1ation Ready to 5rovide

4oth- ournal of "ccountancy, 011!2#, 31$44.

4uffe, 4/ and L/ @urphy (+ec 200A)/ .ow to Keep*hem 6nce ?ou:ve ot *hem/ ournal of

"ccountancy, 015!6#, 27$60.

References



References

.eneman, ./ / / nd / @ilanows'i/ (+ec 200A)/

lignment of .uman Resource 5ractices and

*eacher 5erformance ompetency/

eabody,ournal of 'ducation 71!4#, 085$092.

L/ F/ Lynch/ (+ec 2003)/ Keeping the 4est/ "ssoc

Manage, 22!03#, 447$460.



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Administrative Effectiveness HR