School Human Resource Management

Introduction Introduction Overview of different resources in Resource Management Global Human Resource

ManagementSchool Human Resource

Management (SHRM) -staffing your school How Paradigm are formedReflection

BAGUIO CITYBAGUIO CITYApril 4-8 2016April 4-8 2016

Resource Management

Principal Consultant for Lean Management. Certified ‘Train the Trainer’ & Kaizen

Specialist with 30 over years working experience.

Provides Technical Consulting Services on Lean, Kaizen & 21st Century Manufacturing.

Timothy Wooi

Add: 20C, Taman Bahagia, 06000, Jitra, KedahEmail: [email protected] H/p: 019 4514007 (Malaysia)

Speaker’s Profile

An Innovative Engineer that innovates by Recycling & Reusing Idle resources to promote Green. Founder of Tim’s Waterfuel an alternative fuel supplement using Water to add power & reduce Co2 emission on automobiles. Rode 24 Countries, 18,290km,4 months 11 days 6 3/4 hrs from Malaysia to London on just a 125 cc.

Course Objective Introduce Participants to different

resources, focusing on Human Resource Provide participants with knowledge and

skills in managing School Human Resource Equip teachers and school heads on strategies to manage Human Resource Help energize teachers and school heads in managing discipline in school Discussions on Human Resource in Schools

Resource Management

Vision To be the School of Choice by attracting, sustaining, and inspiring great teachers & staffs, with great passion, working as a team to support achieve its purpose.

Resource Management

Mission To advance workplace through excellence, innovation and engagement to effectively enrich the work and learning environment to add value to our Teachers, Staff and Students.

Resource Management

Methodology Study strategies of managing Human Resource practices from Global Resource Management.

Energize Teachers and School Heads in managing discipline in School.

Apply skills and technique learnt in School Human Resource management to manage School to meet its Vision.

Resource management; In organizational studies, resource management is the efficient and effective deployment of an organization's resources in the most efficient way possible, maximizing the utilization of available resources to achieve organization goals.

Resource Management

The goal is to ensure that: (i)there are employees with required specific skill and desired profile required for a task/s,(ii) decide the number and skill sets of new employees to hire,

(iii) allocate the workforce to various tasks.

Production

resources

Financial

resources

Human Skills

(Human

resources)

Inventory

Tangible Resources

Information

Technology (IT)

Resource Management

Such resources may include tangible resources such as: financial resources, inventory, human skills (human resource), production resources, or information technology (IT).

Different resources in Resource Management

Ideas…..

It can also include ideas assigned to task that adds value with not too much under utilization. These include…

Functional

Non

Functional

Different resources in Resource Management

Human Resource Management (HRM, or simply HR) in resource management is a function designed to maximize employee performance in service of an employer's strategic objectives.

HR is primarily concerned with the management of people within organizations, focusing on policies and on systems.

Human Resource Management (HRM)

HRM departments in organizations typically undertake a number of activities starting from attraction, selection, training, assessment & rewarding of staffs.


HRM tasks to manage above activities covers: employee benefits, Identification of staffing requirements, staffs development, performance appraisal, managing pay and benefit systems

Human Resource Management also concerns itself with industrial relations, the balancing of organizational practices with requirements arising from;


collective bargaining and governmental laws.

job design and analysis, workforce planning, recruitment and selection, training and development, performance management, compensation (remuneration), and legal issues.

According to R. Buettner, HRM covers the following core areas:


School Human Resource Management (SHRM)SHRM are strategies of allocating and maximizing the utilization of available human resource (human skills) in the most effective manner among various tasks to achieve School goals and..

School Human Resource Management (SHRM)

to performing the activities that are necessary in the maintenance of that workforce within the School.

School Human Resource Management are activities that are necessary in the maintenance of the school workforce to achieve its goals are:

School Human Resource Management(SHRM)

Administering Teachers’ & Staffs’ work-life needs. Identification of staffing requirements, Education & Professional Development, Performance appraisal, Planning and oversight of payroll & benefit.

Vision Statement , why? Successful schools have a clear sense of direction through Vision Statement to meet its goal.


Example:Example: To be the School of Choice

by attracting, sustaining, and inspiring great Teachers & Staffs, with great passion, working as a team to support achieve its purpose, to improve Student Performance for better Student Achievement.

Vision Statement , why?

When this is achieved, everyone can then align their efforts behind the vision and by a process of self-reference and professional development,the school will reach its goal.

When shared, it is to create a sense of direction derived through a visioning process involving all members of the school. Once affirmed, it needs to be able to be articulated by all.


This Vision is translated into reality by means of a Teaching Framework.

(Hallinger, 2003)

Framing school goals

Communicating school goals

Supervising & evaluating instruction

Coordinating curriculum

Monitoring student progress

Protecting instructional timePromoting professional developmentMaintaining high visibilityProviding incentives for teachersProviding incentives for learning

Teaching Framework meeting School GoalsInstructional Leadership

Managers Vs Leaders

•Take 5!How Paradigm are formed

The outcomes are: higher level of staffs and student satisfaction clearer expectations with less ambiguity regarding teaching and learning more effective management

of staffs’ knowledge & skills.

21st Century School Human Resource Management ( The use of Lean strategy )

21st Century School Human Resource Management uses Lean strategy to focus on identifying then eliminating waste within the available resources to add Value.

Lean is the revolutionary super-efficient production system pioneered by Toyota that simply eliminates Waste. The core focus of "Lean" is to vigorously eliminate Wastes.

So what is Lean all about?


Simply, Lean means creating more value for Customers with fewer resources.

Value-Added Activities that transform resources, knowledge & skills into practices the customer is willing to pay for?

Non-Value-Added Activities that consume resources, but do not directly contribute to the product. They are WASTE!!


Waste Anything other than the minimum resources required to add value.

•consistency between what was taught in schools & how it was taught,

•quality & elimination of waste with relevance of materials, and

•value of lesson delivery as perceived by students.

Application of Lean principles and practices to the design and delivery of knowledge in schools improves;


School Human Resource Management from DepED

The Department of Education (DepED) strongly supports capacity building activities that are meant to enhance the knowledge and skills of the teaching and non-teaching personnel,..

to ensure a more effective and efficient delivery of basic education services.

For more information and inquiries, contact the Office of the Undersecretary for Programs and Projects, DepEd Central Office, Rizal Building, DepEd Complex, Meralco Avenue, Pasig City at telefax (02) 6337202 or email:

[email protected].

mailto:[email protected]

Qualities of effective Teachers

EFFECTIVE

ADDED VALUES IN ADDED VALUES IN STUDENT OUTCOMESSTUDENT OUTCOMES

Student performance improves when

compared to the entry point

Mortimore, P. (1995, July). Key characteristics of effective schools: A review of school effectiveness research. Paper presented at the Effective School Seminar. Ministry of Education Malaysia.

Qualities of effective Teachers

-is the quantification of a student's progress during different stage of his/her education.

Added Value in Education

-measured by quantifying the input (entry point) over output score (performance) and comparing the results from previous to evaluate the progress made.


http://images.google.com.my/imgres?imgurl=http://www.edweek.org/media/2007/10/12/08stiggins.jpg&imgrefurl=http://www.edweek.org/ew/articles/2007/10/17/08stiggins.h27.html&usg=__yvn0p5uC9g4d_lFszqB-8N1jREE=&h=300&w=300&sz=22&hl=en&start=7&itbs=1&tbnid=kKgca7pYO4kMEM:&tbnh=116&tbnw=116&prev=/images?q=teachers+helping+students&hl=en&safe=off&gbv=2&tbs=isch:1

Staffing Level, Requirements & Administration of work-life needs Skills & Professional Development

Connection to new material. Sharing Responsibilities Appraisal, payroll & benefit.

OUTPUT

Student Achievement

INPUT PROCESS(What comes into the system?) (What is done with the inputs?)

(What is the effect of process?, and How much?)


Human as a Resource(Employees)

Teacher ability (skills & knowledge)Student readinessParental Support

Finance

INPUT in Managing School Resources are

(What comes into the system?)

INPUT



Finance

Staffing Level, Requirements & Administration of work-life needs Skills & Professional Development

Connection to new material. Sharing Responsibilities Appraisal, payroll & benefit.

INPUT PROCESS(What comes into the system?) (What is done with the inputs?)




Finance

‘Process’ in managing Human Resource in School are actions done with the Input to achieve the desired Output result that is; Student Achievement.



Finance

INPUT OUTPUT(What comes into the system?) (What is the effect of the

Process? and how much is the effect?)

OUTPUT in Managing School Human Resources are the effect of the process of managing the Input (entry point).

Student Achievement


SBM INTERNAL STAKEHOLDERS requires that Teachers are trained, aware of their rights and responsibilities and apply their knowledge acquired from attending trainings.

On curriculum content and pedagogy, Teachers are aware of their rights and responsibilities as primary stakeholdersTeachers To apply knowledge, process skills and instructional innovations acquired from participation in trainings

Teacher AbilityTeacher Ability

Student Readiness is a student's current understanding and knowledge towards a unit or topic of study.

Student ReadinessStudent Readiness

The potential to learn is influenced by Teachers’ prior knowledge and connection to the new material being taught.

Student Readiness, The K to 12 Program

Kindergarten and 12 years of basic education comprising 6 years Primary Education, 4 years Junior High School and 2 years Senior High School (SHS)

Aims to provide sufficient time for mastery of concepts and skills, develop lifelong learners, and prepare graduates for tertiary education, middle-level skills development, employment, and entrepreneurship.

SBM, INTERNAL STAKEHOLDERS mentioned that:

Parental SupportParental Support

Parents assume responsibilities as partners in the learning process.

Traditional: Principal welcome parents to follow their child’s school schedule.

The degree to which parents hear about school/teacher expectations and policies such as homework or discipline varies by school and teacher.

Parental SupportParental Support

FinanceFinance

Aside from government for operational funding of school property, fund paid through generated roll-based formulae is salaries of all Teachers.

Teachers must be paid per their level and must fit the conditions of their employment agreement. This includes special allowances, responsibility payments, and any adjustments from a previous pay period

SBM, SCHOOL BASED RESOURCES provide information about school finances and resourcing.

The Director is responsible for ensuring that the level of staffing for the school does not exceed the levels confirmed by the DepEd and that the specific payments to teachers are correct in terms of employment agreements.

Each teacher should have an employment file where pay increases etc. are located and noted through a bring-up system.

It is important that all fully understand how this works.

Staffing Level, Requirements & Administration of work-life needs

Nations around the world have undertaken reforms of curriculum, instruction, and assessments.

These are skills that young people need to know to be successful in this rapidly changing world.

Skills & Professional Development

The intention of these reforms are; -better preparing all children for the higher educational demands of life and work in the 21st century.

REFLECTION REFLECTION (What are your Thoughts?)(What are your Thoughts?)

Connection to new material -21st Century Skills.

Our students are waiting for 21st century learning, and our world is awaiting graduates who can succeed and flourish in fast-changing times.

Our Teachers need to keep up with current materials & teaching methodology through continuous learning, in order to teach this new era of students.

‘If a Child can’t learn the way we teach, maybe we should ‘teach the way they learn’.

Question? Are teachers competent to effectively teach those skills?

This leads to, what teacher preparation programs are needed to prepare graduates who are ready to teach well in a 21st century classroom.?


To live and succeed in the present world, students will need for an increased focus on communication, collaboration, andcreativity and an emphasis on teaching them to use technology in order to learn how to learn, solve problems, and think creatively.

The new “3 C’s” of Education

21st Century Teaching & Learning

Create CollaborateCommunicate

Teaching how to use technology efficiently and effectively, ethically and appropriately, safely and respectfully to learn how to learn, solve problems, and think creatively.


Facilitating Skills learning opportunities among staff members is another form of Professional Development.

When teachers learn with and from one another, they can focus on what most directly improves student learning. Their professional learning becomes more relevant, focused on teachers' classroom work, and aligned to fill gaps in student learning.

Such communities of learning can break the norms of isolation present in many schools.


Classroom supporters work inside classrooms to help teachers implement new ideas, often by demonstrating a lesson, co teaching, or observing and giving feedback.

Consultation with peers enhanced teachers' self-efficacy as they reflected on practice and grow together, and it also encouraged improvement through collaboration on the part of teachers.

Self efficacy (teachers' belief in their own abilities and capacity to successfully solve teaching and learning problems)


5 C’s… 21st Century Skills, Lesson Upgrade

??

21st Century Skills & Literacy

Sharing Responsibilities. Partnership: Parents are invited to orientation nights, offered at multiple times to accommodate parents’ schedules.

School policies are explained. A handbook and school

calendar are distributed. Attendance is taken with

phone calls or home visit follow-up for non-attendees.

Meetings are scheduled to receive parent input on the policies and to discuss parents’ and educators’ roles and responsibilities.

Sharing Responsibilities. Teachers to welcome parents and students to the classroom. Teachers articulate their goals and request parents and students to share their goals.

Teachers summarize the goals with consensus, and reinforcing the idea if home and school work together will enable students to do better.

Arrangements are then made for how to contact each other (Weiss & Edwards, 1992).

Coleman et.al (1966) Brophy & Good, (1986), Sanders et. al. (1994)

1960 &1970 1980’s

Schools, Teachers & Student Achievements

LESSON FROM McKinsey

Students Performance

50 %

0 %

100 %

Age 11 Age 8 Students’ age

Student with high performing’ teacher

Student with low performing’ teacher

90 %

53 %

37 %

HOW THE WORLD’S BEST PERFORMING SCHOOL SYSTEMS COMES OUT ON TOPOP

McKinsey & Company Sept 2007 UK


DepED acknowledges the need to build manpower capability, and has been allocating funds for training and professional development activities including:

Schools & Learning centers under the Human Resource Training and Development (HRTD) funds since 2006.

School Human Resource Management( Staffing your School)

Human resources management is a critical element to starting and operating a successful charter school. A charter school needs a strong Director.

It also needs talented, dedicated teachers, and a competent business staff. HRM is the process through which you attract, train, motivate, evaluate, compensate and retain these important people.


At the same time, your HR practices, at their heart, must be based on a commitment to fair and just treatment of staff.


Good HR practices should help you create a work environment that supports your mission and encourages employees to develop and thrive.

Staffing your School(Board Responsibilities)

The Board is responsible for setting policy in areas related to human resources management, including policies governing salaries and salary schedules, terms and conditions of employment, fringe benefits, leave, and in-service training.

In most schools, the Board hires a Director and delegates to that person the tasks of recruiting, hiring, evaluating, promoting, and disciplining staff (in accordance with established board policy).

He does not, in any form, practice partiality in favor of family ties, gender, religion or ethnic background.

The Director propels himself into his functions under the highest demands of values such as selflessness, professionalism, transparency, accountability, integrity and impartiality.

Staffing your School(Director’s Responsibilities)

Understandably, his voice is heard in addition to the other committee members headed by the Assistant Schools Division Superintendent.

He shall treat all people fairly, in making appointments, awarding contracts, or recommending individuals for rewards, promotions and other benefits and shall make choices solely on merit.

Staffing your School(Director’s Responsibilities)

The Board is also responsible for ensuring the level of staffing for the school as confirmed by the DepEd and that the specific payments to teachers are correct in terms of employment agreements.

Each teacher should have;-

Staffing your School(Board Responsibilities)

- an employment file where pay increases etc. are located and noted through a bring-up system.

The Director has to ensure that the school is using the right level of staffing it is entitled to.

Check against the Staff Usage and Expenditure (SUE) reports to see all your staff have been paid according to their professional qualifications.

Their level of pay must fit the conditions of their employment agreement. This includes special allowances, responsibility payments, and any adjustments from a previous pay period.

Staffing your School(Staffing Level and level of Pay)

Workshop

Discussion on Human Resource in School

You are the School Director responsible for Human Resources Management,

including; policy in areas related to

salaries & salary schedules, terms and conditions of employment,

fringe benefits, leave and in-service training.

It is 6th April 2016, A permanent teacher who is overloaded ,taking up classes of different subjects not within his/her expertise because the school is lack of staff, resigned yesterday taking effect from end of the month.You are lobbied by some staff and your board chair to look seriously into this matter and immediately take positive measures to prevent recurrence.

What are you, as the School Director, going to do about this?

Discussion on Human Resource in School Workshop

Appointing StaffIdentify what sort of appointment, if any, is possible or should be made. Use curriculum needs, DepEd regulations, confirmed staffing levels, and board of trustees budget limitations to help.

Know and use the school’s advertising and appointment procedures, and ensure your procedures meet the requirements of the Collective Employment Agreements. Use guidelines to assist.

Staffing your School(Appointing Staff)

Accurate Position Descriptions -backbone of a HR system. A well-written position description clarifies the job responsibilities, necessary skills, knowledge, and experience for successful job performance.

Staffing your School(Position Descriptions)

This information should be the basis for all recruitment, hiring, training, performance appraisal, and disciplinary decisions. Good human resource management decisions are “job related.”

An effective position description, starts by thinking about the critical responsibilities of the job. example: 1.Purpose?, 2.Main Task?, 3.Qualifications? and 4.Competencies.


Do the tasks involve working with students, other staff, parents, or community members? How will you know that the job is being done well?

Next, think about the education, skills, and experiences necessary for successful performance of these critical responsibilities.


This may, for example, include a relevant bachelor’s degree, subject area licensure, knowledge of the 21st Century Skills, or fluency in a foreign language.

Browse horizontally across the 21st Century Skill & Literacy. Put a‘tick’if you are familiar with the skill.

Your 21th Century Skills & Literacy score is as below,

(Total) 19 X 100%

54

Literacy Score = 35%

Total: 19

Go through the 6 Skills from top to bottom. Sum up the total and see your Score!.

Where are we today?

Finally, think about the education, skills, and experiences that would be helpful but are not necessary critical to successful job performance


This might include additional years of teaching experience, a master’s degree, or experience working in a charter school.

Other information that you may want to include on the position description includes:


A brief description/history of the School/OrganizationPercentage and length of appointment – for example, “This is a full-time, 12-month position.”Supervision (Who supervises this position?)

Position Descriptions (Important things to remember)

Important things to remember about position descriptions:.

Position descriptions should be viewed as “living documents.” In other words, to be effective, they need to be continually updated.

At a minimum, review and revision should be done annually, as a standard part of the employee evaluation process.

In this way, all position descriptions remain current, and employees are reminded that their job responsibilities can be changed.


Individual position descriptions within an organization should fit together like a mosaic, creating a complete picture of staffing needs.

Every critical task associated with operating your school should appear on at least one person’s position description.


Staffing your School(Recruitment and Hiring)

Hiring decisions are perhaps the most important decisions made by a school. Personnel costs are likely to claim the largest share or your budget.

Accomplishing your mission is dependent on having the right staff. For these reasons, it is essential to include someone that has experience in making personnel decisions in the hiring process.


The basic steps involved in an effective recruitment and hiring process are:

1. Develop the position description2. Post and/or advertise the position3. Receive and screen applications4. Interview applicants5. Check references6. Make a hiring decision7. Establish an employment contract

Appointing StaffAs a Human Resource Manager, you will seek the best appointees for your school.

Use processes that ensure new staff members are able and ready to help advance school development.

Plan the steps in advance that you need to work through around staff appointments.



You will most likely want to have a hiring committee of three or more people, to insure input from multiple stakeholders.

Your committee might include, for example, the Director, teacher(s), parent(s), and student(s).

Appointing StaffKnow and use the school induction processes to help the new staff member adapt to the changes involved in a new place of employment.

Details of appointment processes and a range of templates are available from the Department of Education on School Employment.

Here, you can understand the annual staffing cycles and whether you are in a position to offer a teaching position.



Timing is important. If at all possible, the hiring process should be designed to ensure that staff is identified mid year. Earlier is preferable.

Where budgets allow, new schools should consider hiring staff several weeks before the school actually opens, allowing them adequate time to prepare. To accomplish this, the hiring process should begin in January.

Appointing Staff

Start with registration, contact all referees, ask searching questions about capability, and think of and ask about what has not been stated on paper or in an interview.

During the selection and appointment process, carefully check the background and performance of applicants.

Be very methodical in building a picture of applicants on your short list.


Staffing your School(Performance Management & Staff Development)

Staffing your School(Continuous Improvement vs Performance

Management)

Performance Management emphasizes the importance of finding out how teachers are performing, sharing teaching practice, and providing and responding to meaningful Teacher Development.


Performance Management focus on quality teachers, quality teaching and staff development.

Performance Appraisal Teacher performance and appraisal are parts of many school scene. They are confirmed as law in the Education Act and the legal requirements of the Employment Relations Act.

You must follow those requirements.

You must be aware of how employment agreements regulate some aspects of appraisal and performance according to the legislation of DepEd regulations and requirements.


The Parable of the Pencil

•Take 5!Why are you Here?

LEADERSHIP SMART Thank You

and

be Blessed! Timothy Wooi Lean Principal Consultant Trainer,Hands on certified Kaizen Specialist with 30 over years experience.International Educational , Innovation & Motivational Speaker

Add: 20C,Taman Bahagia, 06000, Jitra, Kedah, Malaysia Email: [email protected] H/p: +6 019 4514007

School Human Resource Management

Leadership & Management

Transcript of School Human Resource Management