Strategic HR in MATs Programme Briefing Pack

Transcription

1 Strategic HR in MATs Programme Briefing Pack

2 Pack Contents Framing the Problem Whole Education s Programme Solution Business Case How will it work Measuring Success Next Steps Appendix

3 Framing the problem Recruitment and Retention Lack of HR capacity & capability

4 Framing the problem: Recruitment & Retention The most significant factor affecting a child s achievement in school is the quality of the teaching. Attracting the best people into the profession, helping them to develop into the best teachers and keeping them is both a system and school-level priority. We need more teachers An estimated 26,500 extra teachers are needed by 2025 to meet the demand created by increasing pupil numbers in primary and secondary phases Schools are already struggling 6.9% of primary schools reported unfilled vacancies in Meanwhile 23% of secondary schools reported unfilled vacancies particularly in science and maths. Teachers keep leaving the profession In 2015, 34,500 teachers left the profession while still of working age. One third of those who joined in 2010 had left within five years. Schools spent 556 million on recruitment agency fees last year. Something needs to change!

5 Framing the problem: Lack of HR capacity & capability The rapid increase in MATs has created a challenge for education leaders to develop sustainable strategies to address HR issues at scale. They are confronted with a 21st century workforce with increasingly disparate career aspirations and expectations. Changing workplace Multi Academy Trusts have increased from 391 in 2011 to 1121 in 2016, accounting for 28% of all schools and 44% of all teachers Changing workforce Career Drivers Baby Boomers: title, status, salary and keeping up with peers Generation X: overall package on offer, a good work-life balance and opportunities for personal growth Generation Y: challenging work and development that fits with their individual career plans and keen sense of self worth Static HR Still largely operational focusing on contracts, payroll etc. Teacher development & career pathways still linear and hierarchical

6 Whole Education s Programme Solution Programme Design Long term strategy Short term impact

7 Whole Education s Programme: Programme Design There is currently a lack of coherent support around strategic HR for schools and MATs. We have designed a programme which is responsive to the needs of the participants. Alongside predetermined content and sessions we will continue to create material and evolve the programme throughout the year. Addresses the gap in current provision for strategic, joined up and long term HR planning Brings together key stakeholders including CEOs, Governors, HR Directors, Heads and Teachers Facilitates networking and learning by connecting you to the right people working in business, education and beyond

8 Whole Education s Programme: Long Term Strategy Move from thinking about HR at the employee relationship level to embedding a coherent long term HR strategy in your MAT that provides the foundation to improving recruitment, retention and development for the future. You will be partnered with an expert HR mentor from the business world who will use their expertise to help you develop HR strategies that focus on the long term goal of making your MAT the best place to build a career. Future facing Unfocused Short Term Tactical HR Reactive Proactive Strategic HR Wide Reaching Holistic

9 1) Whole Education s Programme: Short Term Impact Alongside developing your long-term MAT strategic HR plan you will undertake a year long impact study focused on one element of the Employee Lifecycle. Benchmarked at the beginning of the programme this impact study will measure your progress towards your MAT s specific goals. Identify a priority area for your school from the Employee Lifecycle The Employee Lifecycle 2) 3) 4) Refine your focus with your expert HR mentor Plan a pilot study based on an intervention or new strategy Measure outcomes using an initial baseline & end benchmark

10 Business Case Reducing costs Sustainably improve performance

11 Business Case: Reducing costs School spending on recruitment and supply teaching is too high. Explore long term plans to ease the burden by improving staff retention and reducing the need for expensive recruitment campaigns. Schools expenditure on recruitment agency fees last year Average per pupil cost of supply teaching in schools each year Average cost to school per teacher due to absence each year Reduce the amount your MAT spends on recruitment campaigns and supply teaching

12 Business Case: Sustainably improve performance We know from the research that great leaders develop effective teachers who improve outcomes for students. Long term strategic HR thinking will help you to leverage your investments in staff and see better results in the classroom. Retain Great Leaders MATs risk developing great leaders only for them to leave because of a lack of opportunities. Use strategic HR thinking to keep hold of ambitious leaders that improve the performance of your schools. Develop Excellent Teachers Create innovative CPD pathways beyond the traditional career ladder to provide teachers with the opportunities for personal development they need to remain happy, growing and excited about their future in your MAT. Improve Student Outcomes High staff turnover impacts negatively on students. Implement strategies to retain the best staff for longer and improve student experience and results.

13 How will it work? The 4 learning elements Experience for you & your team Expert facilitation & support Timeline Impact Study

14 Whole Education s Programme: The 4 elements The 4 elements to our course provide MATs with access to HR expertise, frameworks, networking opportunities and deep and wide engagement opportunities during and beyond the programme. Learning Programme Framework & Content Training Days Virtual modules Employee Lifecycle Blogs Podcasts Peer networking Impact Project Research articles Videos Expert Volunteer Support Baseline & Benchmarking HR experts Bespoke mentoring Kirkland Rowland Staff Survey Business expertise MAT level analysis WE discount

15 How will it work: Experience for you & your team Join the programme with your HR lead and Governor to ensure wide-reaching, long term impact across your MAT. From back office to teaching staff to board level, the programme encourages engagement at all levels for the best outcomes. Face-to-face Attend training days led by HR experts from outside of education. Learn about what works in the business world and how to apply these strategies in your MAT Expert Each MAT leader will be matched with an expert HR mentor. They will guide you on how to develop and implement the best HR strategies. Peer-to-peer Join colleagues at events to share experiences of the programme. Learn from the successes and challenges of other MATs at different stages of their journey. Virtual Engage deeply throughout the programme through conference calls, webinars and virtual materials. Sign up an additional 5 staff members to virtual access to engage more people.

16 How will it work: Expert facilitation and support Expert Programme Facilitators Caroline Waters OBE: WE Board Member, HR Director of the Year 2009, voted one of the most influential HR leaders of last decade. Expertise in all aspects of HR, particular specialism in diversity. Judy Greevy: Award Winning Independent HR Consultant. Has led various HR transformation projects in public sector. Expertise in Employee Engagement. Former school governor. HR Expert Volunteers HR experts with a wealth of experience and commitment to volunteering in the education sector. Members of CIPD, the Professional Body for Human Resources and People Development Design Group Experienced MAT CEOs and HR Directors from inside and outside the education sector have contributed to this project.

17 Mentor meet 1 Baseline Surveys completed Launch Event - Training Day 1 Pre Pilot Induction Call Training Day 3 Mentor meet 2 Training Day 2 Mentor meet 3 Second survey completed How will it work?: Project Timeline Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Learning Modules 3 x face to face training sessions 3 x mentor meetings 4 x virtual webinars Volunteer Expertise Measurement Tools Additional Support Webinar / Virtual Input Webinar / Virtual Input Webinar / Virtual Input Webinar / Virtual Input An initial engagement period of one year will give you access to the learning modules, expert HR mentoring, networking and baselining and benchmarking of your impact pilot. Celebration Event

18 How will it work: The Impact Study All MATs have different HR challenges, goals and priorities. This programme enables MATs to focus on the specific areas they believe they will benefit most and then develop an impact study to drive performance in this area. 1) 2) Identify a priority area for your school from the Employee Lifecycle Refine your focus with your expert HR mentor The Employee Lifecycle 3) Plan a pilot study based on an intervention or new strategy 4) Measure outcomes using an initial baseline & end benchmark

19 Measuring Success Baseline and benchmarking Costs and Content

20 Measuring Success: Baseline & Benchmarking In order to measure the outcome of your impact study and longer term strategic changes we have partnered with GL Assessment to use their KIRKLAND ROWELL STAFF SURVEY This leading monitor of parental, pupil and staff perceptions will be used at the start and end of the programme The Kirkland Rowell Staff Survey: Investigates staff-specific issues such as professional development, relationship with departmental head, arrangements for staff cover and staff workload Delivers results that are weighted against average responses for primary or secondary schools. Can be conducted either online or paper based Provides reports with easy to read graphs for your analysis

21 Measuring Success: Costs & Content You will have exclusive, discounted access to the Kirkland Rowell Survey from GL Assessment. There will be some set questions which we will ask each MAT to include in their survey then there is an option to add additional questions which are of particular interest to your own context. Example Question Categories: Staff morale Staff satisfaction Staff Workload Professional Development Normal cost = 345 per school for MAT level analysis Whole Education cost = 99 per school with 5 Schools, 69 for each additional school thereafter + free MAT analysis Resources Staff appreciation Staff relationships Delegation Clarity of vision Staff self esteem Use of support staff Fairness of pay

22 Next Steps How do I get involved? How much will it cost?

23 Next Steps: How do I get involved? 1. Arrange an initial engagement call with Whole Education 2. Fill in your reflection questionnaire 3. Attend the webinar on how to conduct the Kirkland Rowell Staff Survey rosie.lk@wholeeducation.org Call:

24 Next Steps: How much will it cost? Whole Ed Schools Non Whole Ed 1 person people + governor Extra person on days Virtual access x GL Assessment s Kirkland Rowell Staff Survey Survey per school (up to 5)* 99 For each school after that 69 *Normal cost = 345 per school for MAT analysis

25 Appendix Glossary of key terms Kirkland Rowell Survey - possible questions Project Partners Participating MATs

26 Appendix: Glossary A lot of business HR terminology is not directly translatable to an education context. We have used some of the terms below based on our understanding of them. This is an evolving bit of work and we are keen to adapt our language throughout the development phase to ensure it makes the most sense for schools. + Talent management is understood by the CIPD (professional body for HR and people management) as the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation-critical roles. + Professional Capital as defined by Hargreaves, A. and Fullan, M. (2012) comprises of three kinds of capital; Human capital (the talent of individuals), Social capital (the collaborative power of the group) and Decisional capital (the wisdom and expertise to make sound judgements about learners that are cultivated over many years) + Strategic HR relates to talent management and curating professional capital below as opposed to the traditional role of HR in schools for operations, payroll, contracts etc.

27 Appendix: Kirkland Rowell - possible questions Example Priority Questions (from existing benchmark) Staff morale Job satisfaction Clarity/relevance of vision of Headteacher Overall sense of common purpose* Opportunities for staff initiative/responsibility* Appreciation of staff achievement/contribution Staff workload - in house Staff workload external Reasonable expectation of staff achievement* Developing self esteem in staff Opportunities for professional development* Opportunity for staff to offer ideas* Communication between SMT and staff* Organisation of decision making Organisation of resource allocation Other Possible Questions from benchmark list Sensitivity handling staff personal issues Support from colleagues* Support from line managers* Clarity/relevance of development plan* Delegation by SMT Relationship with head of department* Fairness of pay structure Target setting for staff* Induction of new staff Equality of opportunities for staff Consistency in following staff assessment policy Coherence of staff assessment policy Use of support staff Safety procedures for staff* Links between targets and professional development Pupils attitudes to learning* School ethos*

28 Appendix: Project Partners We are in the process of engaging with various partner organisations in the provision of this project. More details to follow.

29 Appendix: Participating MATs We are expecting to have MATs engaged on the programme. More information available soon.

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