Performance Excellence TB - School Administrators of … Excellence.pdfreport card and focuses on the whole child • Ensure community ownership of the plan by incorporating multiple

© 2017, Battelle for Kids. All Rights Reserved.

Performance Excellence Introduction

•  These functional areas support efforts to build, assess, improve, and sustain your HCMS.

•  Continuously examining and improving organizational performance is the foundation of an effective talent management system and a key differentiator of high-performing organizations.


STRATEGIC ALIGNMENT

HCLE Standards: P.SA.1, P.SA.2


Learning Targets

•  Distinguish between an organization’s vision, mission, and values.

•  Identify key activities and deliverables of the strategic planning process.

•  Understand how to align the HCMS to the strategic plan.

I can…


What have been your experiences with strategic planning?

How many of you have been involved in a formal strategic planning process?

How many have led a formal strategic planning process?

Reflect on your positive and negative thoughts about strategic planning and discuss with your group. Be prepared to share out.


Organization Strategy

While there are different names for the pieces of an organization’s strategy, these are the main components: •  Vision

•  Mission

•  Values •  Goals & Strategies

Visual

Goals & Strategies

Vision Mission Values


Vision Statement

“To organize the world’s information and make it universally accessible and useful.”

Vision: Description of the state the organization wishes to achieve. Provides a guiding image for the future.

Typically a vision statement is:

•  Motivational

•  Aspirational

•  Compelling


Mission Statement Mission: Provides an outline for how the organization will achieve its vision. Includes what the company does and who its customers are.

Typically a mission statement is specific to: •  Industry •  Work/Focus •  Culture •  Clients, customers, or stakeholders •  Values •  Public Image

"To bring inspiration and innovation to every athlete in the world."


Activity: Examining Vision & Mission Statements

Find the vision and mission statement for a district that you serve. Then as a small group, discuss:

Does the vision statement… •  Provide a guiding vision for the future?

•  Feel aspirational, motivational, and compelling?

Does the mission statement… •  Suggest the type of activities the organization will pursue to achieve its vision?

•  Refer the customers and/or stakeholders that it serves?


Values Values: The traits or actions valued by the organization

Typically there are:

•  4 to 6 values

•  Actions or statements

Warrior Spirit • Work Hard • Desire to be the best • Be courageous • Display urgency • Persevere • Innovate

Servant’s Heart • Follow The Golden Rule • Adhere to the Principles • Treat others with respect • Put others first • Be egalitarian • Demonstrate proactive Customer Service

• Embrace the ---- Family

Fun-LUVing Attitude • Have FUN • Don't take yourself too seriously

• Maintain perspective • Celebrate successes • Enjoy your work • Be a passionate Teamplayer

Work the --------- Way • Safety and Reliability • Friendly Customer Service • Low Cost


Goals and Strategies Goal: A statement that describes a desired outcome and focuses effort. Strategy: A plan or method that enables an organization to achieve its long-term goals

Apple’s general strategy is broad differentiation. This general strategy focuses on key features that differentiate the company and its products from competitors.

Product Development is Apple’s main strategy for one of its long-term goals: enhancing and expanding. Product development requires that the company offer attractive products to grow its market share and performance.

Market Penetration is Apple’s second most significant strategy for expansion. Market penetration involves gaining a larger market share by selling more of the company’s current products.


STRATEGIC PLANNING PROCESS


3 Questions to Consider

1.  Is it worth it?

2.  Can we do it?

3.  Will we do it?

Source: Patterson, The Influencer


My favorite strategic planning question…

Is this “something” we are doing?

Or…

Is this “what” we are doing?


Strategic Planning Process Framing expectations and success criteria

Engaging stakeholders in idea factories to envision opportunities

Capitalizing on the energy and momentum of the process to release the plan

Conducting primary or secondary research to assess where you are

Synthesizing, writing, and branding

Structuring systems to empower teams with shared accountability


Activities •  Preparation and scheduling •  Identify core team •  Engagement meetings Key Deliverables •  Success criteria – Big goals/ideas •  Partner/stakeholder map •  Project plan (timeline)


Upper Arlington City Schools’ (OH) Journey Serve, Lead, and Succeed: The 2015–2018 Strategic Plan

•  Create a plan that provides a higher level of accountability than the state report card and focuses on the whole child

•  Ensure community ownership of the plan by incorporating multiple feedback loops

•  Embed development of the Quality Profile into strategic planning work – the Quality Profile measures the progress of the Strategic Plan


Activities •  Primary research- Involves collecting new data (e.g. documents,

surveys, interviews) •  Secondary research- Involves gathering existing data that has

already been collected (e.g. interpretation, analysis, synthesis of primary sources)

Key Deliverables •  Executive summaries of major findings and impact assessments •  Checklist of action items and transition recommendations to next

phase


•  What are the organization’s internal strengths?

•  What are the organization’s internal weaknesses?

•  What external opportunities might move the organization forward?

•  What external threats might hold the organization back?

SWOT Analysis (Examines internal and external factors)

PEST Analysis (Primarily examines external factors)

Sample Assessment Tools

•  Political: pending legislation, contenders for power (internal and external), etc.

•  Economic: stability of the economy, funding sources, unemployment rate, etc.

•  Socio-cultural: generational differences, population growth, community age profile, social attitudes, etc.

•  Technological: new technology adoption, transformation of work processes due to technology innovations


Spring ISD’s (TX) Journey

Superintendent Watson joins

District

Parent Meetings

Districtwide Community

Forums

External Organizational

Audits

Organizational Changes

Development of New

Vision and Mission

Strategic Planning

Workgroup Sessions

Listening Tour


Activities •  Idea factory planning, recruitment, facilitation, and follow-up

protocols Key Deliverables •  Idea synthesis and report findings


Upper Arlington City Schools’ Strategic Planning Process

•  Phase 1: Organized idea factories as study groups

•  Led by community members to produce reports on the critical issues of accountability, efficiency, and results


Idea Categories


Seek input from diverse stakeholder groups. Uncover their ideas. Find out what they value.

Communication from Stakeholders


Communicate. Know. Do. Feel. Make it easy. Make it relevant. Establish a clear value-proposition. Answer what’s in it for me?

Communication to Stakeholders


Upper Arlington City Schools' Communications & Stakeholder Engagement Approach

•  Involved 3,800+ in-person and online engagements (City of Upper Arlington Population: 34,000)

• Captured student voices through surveys, focus groups, and online feedback

•  Established a Strategic Coordination Group composed of community and business leaders, parents, and school staff to guide the work from beginning to end

www.uaschools.org


Activities •  Preliminary development of the strategic plan and communications plan Key Deliverables •  Coherency map •  Draft strategic plan (packaged for internal review and acceptance, not

publication) •  Communications plan •  Message framework •  Message and messenger map •  Checklist of action items and transition recommendations to next phase


Creating Coherency: EVERYchild2020


Activities •  Implement communications plan •  Systems review (alignment of organization structure, people,

financial resources) Key Deliverables •  Print-ready basic plan with a 1-page overview •  Ambassadors workshop with briefing packets


Develop key messages. Know. Do. Feel. Identify target channels for each stakeholder group.


Understand the People Side of Change

Increased Understanding

Decreased confusion

Increased Commitment

Decreased resistance

Increased Capability

Decreased fear of failure


Activities •  Align department and individual goals with the strategic plan •  Establish short-term goals (typically for next 6–12 months) •  Develop action plans to drive focused, systematic improvement efforts •  Establish metrics and processes for monitoring progress towards goals •  Engage employees •  Refine as needed

Key Deliverables •  Action plans •  Leading and lagging metrics


By design, align goals from the vision to individuals

•  Too often, plans focus on teachers and principals, leaving out what could amount (in large districts) to 30 to 60 percent of district staff.

•  Each division, department, sub-department, and individual members must understand how their contributions align to organization goals.

Vision, Mission, & Goals

District Strategic Plan

Department/School Goals

Individual Goals


Department Goals & Individual Expectations

Department-level measures: •  Align strategic goals to

department goals.

•  Ensure departments are clear on their contributions to strategic success.

•  Engages individuals on the front-line with clear expectations.


Board Monitoring Goal (Example)


ALIGNING YOUR HCMS TO THE ORGANIZATION’S STRATEGY

HCLE Standard: P.SA.2

HCMS Practices, Policies, and Resources

Strategic Staffing •  Workforce planning •  HR Branding •  Sourcing & recruiting •  Selection & placement Talent Mgmt & Development •  Onboarding/Induction •  Training & Development •  Performance Management •  Career Ladders Culture & Total Rewards •  Employee Engagement •  Rewards & Recognition •  Compensation •  Organizational Culture

Organization Goals HCMS Impacts Alignment Acquisition •  Stronger partnerships with IHE’s •  Hiring more effective teachers •  Attracting diverse workforce and •  Filling hard-to-staff positions Placement •  Reduction in assignment of less effective

teachers to high-need schools/students Diversity •  Increased educator workforce diversity •  Diverse individuals feel supported and

valued Development •  Improved educator competencies •  Ongoing, differentiated, targeted,

professional development Motivation •  Educators focus efforts on improving

their practice and student learning •  Educators more engaged in the

professional community •  Educators are engaged Increased Performance •  Decreased absenteeism, remediation,

and turnover of effective staff •  Higher levels of HCMS-related customer

service provided to educators Retention •  Retention of effective educators •  Removal of chronically ineffective

educators •  Improved working conditions

More equitable access to effective

teaching

More effective instruction

Staff and students experience better

teaching and learning conditions

Staff receive higher quality services

Student Outcomes •  Improved student

achievement •  Reduction in

achievement gaps

•  More students graduate college and career ready

HCMS Strategy

Strategies for Improving Student Learning

Competencies needed by Educators

Adapted from Kraemer, S., Milanowski, A., Scott, J., Adrien, R., Fairbairn, S. Bourn, R., and Hill, M. Designing and Implementing Human Capital Management Systems in Educator Evaluation. Teacher Incentive Fund. U.S. Department of Education, Washington, D.C., 2015. and the Human Capital Leaders in Education Professional Standards. Battelle for Kids and American Association of School Personnel Administrators. 2017.


How Do You Ensure Alignment? District Goal: Improve reading scores

•  Select staff with strengths in reading instruction. Strategic Staffing

•  Focus professional development on reading instruction. Talent Management & Development

•  Recognize staff whose students make gains in reading. Culture & Total Rewards

•  Collect measures that reflect reading levels / reading gains. Performance Excellence

When comprehensive human capital and organizational strategies and action plans align, you are more successful!


Reflection: HCMS Graphic Organizer

What are your big takeaways for Strategic Alignment?

Reflect on the learning and record your thoughts in the Strategic Alignment section of the HCMS graphic organizer.


COMMUNICATIONS

HCLE Standards: P.CO.1


Stephen Covey

Change moves at the speed of trust.


Why be concerned with communications? •  People are down on what they’re not up on.

•  Help people connect to higher calling.

•  Shape behaviors.

•  Influence and manage change.

•  Build positive school culture.

•  Increase employee retention and engagement.


Learning Targets

•  Understand the steps involved in developing a strategic communications plan:

1.  Know who you need to reach 2.  Share the right message

3.  Use the most effective communications channels

I can…


KNOW WHO YOU NEED TO REACH


Who will this Work Impact?

Primary Audience- stakeholders whose knowledge, attitudes, and behaviors must change to achieve your goals.

Secondary Audience- others who will be affected if you succeed in achieving your goals.


Understanding Your Audience: Are You Really Listening?

•  Get to know your audiences… what are their current perceptions or attitudes?

•  Understand how they prefer to receive information

•  WIIFM?

“Listening is about being present, not just being quiet." Becoming Wise by Krista Tippett


SHARE THE RIGHT MESSAGE


Telling Your Story: Start With Why What The services or products provided by your organization/department. For example, teaching, curriculum, technology.

Why Your purpose, cause, or belief. Student are the REASON we do everything that we do in schools.

How This is where the details come in to play. For instance, information about logistics, schedules, and procedures


What Do You Want People To…

KNOW

FEEL

DO

Know and understand; what’s in it for them?

Feel about the information?

Do with the information they’ve been given?


USE THE MOST EFFECTIVE CHANNELS



Selecting Communications Channels

Consider when and where audiences prefer to interact with the information that you need to share. •  How are your audiences connecting with you?

•  How do they want to receive communications?

•  Where are they receiving communications?

•  When are they reading communications?


Communications Resources

There are several resources to get you started in the Performance Excellence tab of your Activities Workbook

•  Know Who You Need to Reach: Analyzing target audiences

•  Define Know, Feel, and Do: Understanding current vs. desired perceptions

•  Use the Most Effective Channels: Checklist to help you select communications channels

•  Put It All Together: Mapping audiences with messages and channels to ensure consistency


Reflection: How might you use these tools?

Take a moment to review the four separate communications tools provided in your graphic organizer (back of tab 2).

Which of the four has the greatest immediate utility in your mind? Share with a partner how you plan to use the tool in your local context.


MEASURE YOUR IMPACT

How Do You Know You’ve Been Successful?

•  Increase in time spent on website

•  Increase in social media followers, likes, comments, and shares

•  Staff survey results

•  Testimonials and anecdotal feedback

•  Email analytics (reads, opens, click-throughs, and shares)

•  YouTube likes, views, and comments


Using Metrics

•  Identify what worked

•  Celebrate wins

•  Identify what didn’t work

•  Make adjustments


Reflection: HCMS Graphic Organizer

How can strategic communications support your work as a leader? What are your big takeaways?

Reflect on the learning and record your thoughts in the Communications section of the HCMS graphic organizer.

Documents

Performance Excellence TB - School Administrators of … Excellence.pdfreport card and focuses on the whole child • Ensure community ownership of the plan by incorporating multiple