FIRST STEPS TO EXPANDING HR’S ROLE IN Principal Quality

Purpose / This tool outlines actions that HR teams can implement immediately and at a low cost that will expand the strategic work HR teams do to add value to the principal position. HR teams can use this tool as a starting point when looking to expand their services related to principal quality.
Intended User(s) / HR/HC Leads and Teams
  1. Recruit External Principal and Assistant Principal Candidates
    (Puzzle Piece: Building a Quality Pool)

WorkwiththePrincipalSupervisorstodevelopanexternalrecruitmentplanforprincipalandassistantprincipalcandidates that includes:

  • Advertisingineducationaljournalsandoneducationwebsites
  • Purchasingarecruitmentboothatnationalconferencesthatdrawanumberofprincipalsandassistantprincipals,such asNASSP,NAESPandASCD,orifthecostforthatis prohibitive, consideradvertisingintheirconventionnewsletter
  • HighlightingadvertisementsforprincipalsandAPsonthefrontpageofyourdistrict’s website, makingtheapplicationprocessquickandeasyandmakingitclearwhether therearecurrentvacanciesornot,yourdistrictISALWAYS OPENFORACCEPTING RESUMES24/7
  • Consideringanonline,standardized,validatedinterviewinstrumentforinitialscreening

Reviewtheresultsofyoureffortsattheendofeachstaffingseason.

  1. Meet with a Focus Group of Recently Selected Principals
    (Puzzle Piece: Selection and Deployment)

Select5-10principalswhohavebeenhiredinthelastthreeyearsandaskthemtoparticipateinafocusgroup.Whatwastheirexperienceduringtheprincipalselectionprocess?Wasittransparentandclear?Didtheyknowtheirstatus atvariousstepsalongtheway?Didtheselectionprocessfeelreasonabletothemormorelikebootcamp? Didthey feeltheyhadanopportunityto bewell matchedtoschoolstheywereinterestedinleading? Whatsuggestionsdothey havetoimprovetheselectionprocess?

  1. Analyze the Teacher Turnover Rate by Principal
    (Puzzle Piece: Building a Quality Pool, Performance Management, and Principal Supervisors as Human Capital Managers)

Maptheteacherturnoverrate(internaltransfers,resignations)ateachschoolforthelastthreeyearsandseeifthereisanycorrelation to:

  • High-needsstudentpopulation
  • Studentdisciplinenumbers(suchassuspensions)
  • Principalturnover

Identifyanyoutlierstoseeiftherearepotentialissues.AlertPrincipalSupervisorsofanythingtheyshouldknowfortheir schoolsandhelpguidethemusingthisdatatoanalyzeprincipalperformance.

  1. Map the New-Hire Onboarding Process for School Leaders
    (Puzzle Piece: Induction)

Reviewtheprocessforonboardinganewschoolleader.Mapitout–howmanystepsarethere?Canitallbedoneonline?HowmanyformsdoesanewprincipalorAPhavetocomplete?Howlongdoesittaketogetthemonboardedintotheirnewposition?Howquicklydotheygetcomputer access?AnIDbadge?Isthereaninductionprogram?Ifso,howquicklyaretheyassignedamentor/coach?Whoselectsthementor/coach?Onceyoureviewtheprocess,lookforwaystominimizewaittimes,reduceduplicativeprocesses,etc.

  1. Compile a List of Teacher Leaders
    (Puzzle Piece: Building a Quality Pool)

Contact10-15ofyourmosteffectiveprincipalsandaskthemtoidentifytheireffectiveteacherleaders.Thencontactthoseteacherleaderstodetermineiftheymightbeinterestedinaschoolleadershiptrack.Ifso,bringthemtogetherin sessiontodescribeschoolleaderopportunitiesandhaveafewoutstandingprincipalsandassistantprincipalsjointo describetheroleandtheimpacttheyhaveonstudentoutcomes.

  1. Analyze the District’s Track Record on School Leader Applicants
    (Puzzle Piece: Building a Quality Pool)

Trackalloftheprincipalandassistantprincipalvacanciesoverthepastthreeyearsanddetermine:

  • thenumberofapplicantsforeachvacancy
  • thenumberselectedfortheinterview
  • theinterviewscores(oraverage)oftheapplicantswho interviewed
  • thediversityoftheapplicantpoolforeachvacancy
  • thenumberofvacanciesthathadtobere-advertisedduetolackofnumberorqualityofcandidates
  • thenumberandqualityofcandidatesproducedbyeachpathway(universityprograms,alternativeprograms,etc.)
  • thenumberofnewprincipalsleadinghighneedsschoolsv.lowneedsschools

Once you’ve reviewed this information, begin to change your practices to improvethe quality of your school leaders.

  1. Schedule an Analytic Discussion with Supervisors of Principals
    (Puzzle Piece: Building a Quality Pool, Selection and Deployment, and Principal Supervisors as Human Capital Managers)

Havealengthydiscussionwiththosewhoselectprincipalsaroundthefollowingquestions:

  • Whatistheiroverallsatisfactionwiththequantityandqualityofapplicantsfortheprincipalposition?Howstrongdotheyfeeltheapplicantpooliscurrentlyforfuturevacancies?
  • Whatarethechallengestheyfaceinfillingprincipalpositions?
  • Dotheyhaveasenseofwhichpipelineproducesthebestapplicants?(Whichuniversities?Whichalternativeprogram?Etc.)
  • Whatarethethreecharacteristicstheyfeelaremostimportantfortoday’sprincipalsto have?
  • Howdotheyfeelabouttheselectionprocess?Rigorousenough?Transparentenough? Inclusiveenough?Howwouldtheychangeitifitdoesnotcurrentlymeettheirneeds?
  • Whatarethethreegreatestchallengestheirnewprincipalsface?
  • Howdotheyfeelaboutthequantity/qualityofthepoolofcandidatesforassistantprincipalpositions?

Basedonthisconversation,begintofocusyourHRworkonhelpingtoaddressthetop issuesPrincipalSupervisors identified.

  1. Chart Career Options for Effective Principals
    (Puzzle Piece: Career Management and Principal Supervisors as Human Capital Managers)

WorkingcloselywithPrincipalSupervisors,createalistof careeropportunitiesforhighly effectiveprincipalsinthedistrict,fromcentralofficepromotionstomentoringnewprincipals, writingnewcurriculum,developingassistant principalsaspiringtobeprincipals,etc.Determineiftheopportunitiesareexpansiveenoughtoretainhighlyeffectiveprincipals.

  • AskthePrincipalSupervisorstohaveconversationswiththeirmosteffectiveprincipalsabouttheircareers–wheredoestheprincipalseehim/herselfin5years? In10years? Aretheychallengedintheircurrentassignment?Arethere growthopportunitiestheyare seekingwhileremainingaprincipal?
  • Reviewyourdistrict’slistofenrichmentandcareeropportunitiesinlightoftheprincipals’ feedbackandadjustaccordingly

Basedonthefeedbackreceived,createaCareerManagementprofilefor eachofthehighly effectiveprincipalsandmakesuretherearestrategiesinplacetomanagetheircareersand theirretention.

Note:ThiscanbeappliedtoAssistantPrincipals'CareerManagementaswell.

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Principal Quality – First Steps