Human Resources Executive Summary

Transcription

1 Human Resources Executive Summary Date: October 5, 2015 Submitted by: Dr. Fernando Medina, Assistant Superintendent of Human Resources Background: Each Fall, Human Resources provides the Board of Trustees and the RISD community with an annual report which addresses recruiting, hiring, promotions, and turnover data (including Exit Survey results). The report is conducted as part of a continuous improvement process and serves to identify strengths and challenge, and to help develop next steps. Findings: Recruiting, Hiring and Promotions: Highlights The new campus and central allocations support the District s mission to serve all students. The District s mentoring program is an attractive recruiting tool. Expanding our recruiting efforts to student organizations (e.g. Bilingual Education Student Organization) has helped fill high need vacancies. The Instructional Outreach Recruiting Model was implemented. 45 university and professional job fairs were attended. 479 new teachers were hired, 23 of which reflect newly created positions. 44 former RISD graduates returned as teachers, librarians or counselors. 36 teachers returned to RISD after a break in service. 7 new teachers are products of our Grow Your Own programs. All high-need areas were filled at the secondary level. The percentage of Hispanic/Latino new teacher hires increased from 8% to 14%. The percentage of minority assistant principal promotions increased from 38.9% to 5. The percentage of minority principal promotions increased from 2 to 66.7%. The percentage of minority central level administrative promotions increased from 9% to 26.6%.

2 Challenges Attracting teachers in high-need areas and high-need schools continues to be difficult. The percentage of African American newly-hired teachers decreased from 13.7% to 6.7%. Expanding innovative approaches in recruiting with traditionally-minded college and university educator preparation programs is difficult with limited time and human resources. Maintaining a focus on hiring minority teachers (particularly African American teachers) has been a challenge. Turnover Overview: The RISD teacher turnover decreased from 16.84% to 15.95%. The least number and percentage of teacher separations occurred at the secondary level where 151 out of 1064 or 14.2% of teachers left RISD. The greatest number of teacher separations occurred at the elementary level where 245 out of 1,440 or 17% teachers left RISD. The greatest percentage of teacher separations occurred at the central level where 15 out of 73 or 20.5% of teachers left RISD. The three most cited reasons for paraprofessional and professional separations as reported on the resignation notice were Regular Retirement with TRS, Other, and Career Advancement. The three most cited reasons for teacher separations as reported on the resignation notice were Taking a Position Closer to Home, Other, and Regular Retirement with TRS. Exit Survey Overview: 95% of exiting employees participated in the Exit Survey. 84% of exiting employees said they would recommend RISD as a place of employment to others. Generally, there was a slight decline of approximately -2% in the percent of positive survey responses compared to the previous year. Dimension - Working Relationships: o Working relationships remained the most positive dimension. o Students, colleagues, and office staff continued to be the three relationships found most positive by exiting staff. o While there was a 2% overall decline from the previous year, the decline is due to increases in neutral responses. Negative response rates were all below 6%. Dimension - Facilities and Resources: o There was a increase in positive responses about textbooks where all other areas reflect an average decline of 2% in positive responses.

3 Dimensions - General Satisfaction: o General Satisfaction questions had the largest increase in negative responses. o Questions regarding teaching load, communication within district, and school s response to behavioral problems had the highest increase in negative responses of approximately 5% to 6%. 56% of exiting employees pursued a position within another Texas school district. Of these: o 37% took either a position closer to home or moved. o 2 left to advance their career. o 15% left because they were unhappy with their job. 44% of exiting employees did not leave to work within another school district. Of these: o 25% retired from education. o 14% stayed home with a child. o 9% moved. Retention Task Force Related Items: In measuring the reasons why employees leave or stay in RISD: Working environment (65%) and leadership (64%) received the most positive responses. Appreciation/recognition (23%), compensation (2), leadership (2) and career advancement (2) received the most negative responses. Potential career advancement (34%) had the highest neutral responses. Next Steps: Human Resources recognizes that communicating our values to potential applicants is essential to successful recruiting and retention. To this end, Human Resources will collaborate with the communications department to develop and implement a marketing strategy that attracts diverse, high performing, student centered teachers who also share our values as communicated in our Student Profile, Teacher Profile, Leadership Profile, and the Four I s. The strategy will help applicants connect with RISD as a Destination District and their Employer of Choice. As part of this strategy, the District s recruiter training will be enhanced to ensure that District representatives focus on identifying prospective teachers whose values align with our values. Human Resources will also work to improve critical areas identified by the Retention Task Force which are considered influential reasons for leaving or remaining in RISD by implementing Phase 1 recommendations in and prioritizing Phase 2 and 3 recommendations for future implementation. As communicated in this report, Leadership and Working Environment (District and Campus Operations) are most important to our staff. Other critical areas include, mentoring, recognition, appreciation, professional development, compensation, and career pathways which make RISD an Employer of Choice for our existing staff.

4 ADDENDUM A Attrition Rates A total of 563 Paraprofessional, Campus Professional, and Central Professional employees separated from the District between July 1, 2014 and June 30, % 14% 12% 1 8% 6% 4% 2% 8.4% RISD Attrition Rates 14.7% 10.5% Paraprofessional (N=70) Campus Professional (N=456) Central Professional (N=37) Note₁: The total number Paraprofessionals (831), Campus Professionals (3,112), and Central Professionals (353) is 4,296. Note₂: Auxiliary positions are not included. 25% 2 15% Teacher Attrition Rates 14.8% 13.8% 20.5% 15.9% 1 5% Elementary (N=245) Junior High (N=62) High School (N=89) Central Level (N=15) District Total (N=411) Note₁: The total number of Elementary (1440), Junior High (418), High School (646) and Central Level (73) teachers is 2,577. Note₂: Data does not include campus support teachers (e.g. instructional coaches, master teachers). Note₃: Christa McAuliffe is included in the Junior High Level. ADDENDUM B

5 Richardson ISD Teacher Turnover Historical Data School Year RISD Data* School Year RISD TAPR Data** State TAPR Data** % TBD*** TBD*** % TBD**** TBD**** *Data is reported by RISD and based on a September 1 Snapshot. **Data is reported in the Texas Academic Performance Report (TAPR) and based on the October PEIMS Snapshot. ***Data reported by TEA in the fall of 2015 in the Texas Academic Performance Report (TAPR) ****Data reported by TEA in the fall of 2016 in the Texas Academic Performance Report (TAPR)

6 ADDENDUM C Frequencies of reasons for separations as listed in the Notice of Resignation. Most Important Reason for Leaving RISD Paraprofessionals, Campus Professionals, and Central Professionals Regular Retirement with TRS Other Reason Career Advancement Accept Position Closer to Home Stay Home with Child Moving Personal Reasons Family Related Reasons Unhappy with Job Further Education Desire Greater Compensation Spouse Transferred Other Texas Public School End of Assignment Health Reasons Moving Out of State Certification Reason Accept Another Position Accept Employment with a Private School Procedural Termination Disability Retirement with TRS Deceased Accept Non-Teaching Position Walked off Job Position Eliminated Illness in Family 3% 3% 2% 2% 4% 4% 6% 8% 8% 13% 13% 12% 15% 2% 4% 6% 8% 1 12% 14% 16% 18% Note₁: Reasons for separation for paraprofessionals, campus professionals, and central professionals are included.

7 ADDENDUM D Frequencies of reasons for separations as listed in the Notice of Resignation. Most Important Reason for Leaving RISD Classroom Teachers Only Accept Position Closer to Home Other Reason % Regular Retirement with TRS 12.7% Career Advancement Stay Home With Child Moving 9.3% % Personal Reasons Unhappy with Job 5.2% 5.9% Family Related Reasons 3.9% Spouse Transferred Further Education Certification Reason Health Reasons End of Assignment Desire Greater Compensation Moving Out of State Accept Non-Teaching Position Other Texas Public School Deceased % 1.4% % 0.5% 0.2% 0.2% 5% 1 15% 2 Note₁: Data reflects classroom teachers only. Teacher support, teacher specialist, or central teacher positions are not included.