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

Transcription

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

2 Human Capital Strategies as a Change Lever in Education Day 1: June 13, , Battelle for Kids. All Rights Reserved.

3 HC Facilitator Tony Bagshaw, MA, phcle Battelle for Kids, Chief of Improvement & Impact Cell: Battelle for Kids. All Rights Reserved.

4 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.

5 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.

6 ICEBREAKER

7 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?

8 Day 1 Agenda Welcome & HCLE Overview HC Audit Activity Performance Excellence Overview Strategic Alignment Communications Strategic Staffing Overview HR Branding Selection & Placement

9 HCLE Resources Activities Workbook & HCMS Organizer

10 HUMAN CAPITAL LEADERS IN EDUCATION (HCLE): AN OVERVIEW

11 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

12 HC Leaders in Education Standards 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

13 Standards Creation and Revision Process

14 Learning and Recertification Process Learn: Professional development based on the HCLE standards Learn Certify: Online testing 4x/year Recertify: Every three years, individuals will share how they have grown and contributed to the field to gain recertification Recertify Grow & Contribute Certify

15 WHO ARE HUMAN CAPITAL LEADERS IN EDUCATION?

16 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 [20 U.S.C. 6631] PURPOSES; DEFINITIONS. (3), Enacted December 10, 2015

17 Human Capital vs. Human Resource Resource Capital 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

18 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.

19 HCMS in Education 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). 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.

20 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 2017, 2017, Battelle Battelle for Kids. for Kids. All Rights All Rights Reserved. Reserved.

21 HR vs. HCMS Human Resources 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 Human Capital Management 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

22 Let s Start with Definitions Transactional HR Strategic HR 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

23 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...

24 Transactional Practices vs. Strategic Practices Transactional 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 Strategic Practices 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

25 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. Transactional HR Strategic HR Comprehensive Human Capital Management

26 HC AUDIT ACTIVITY

27 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.