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1、DCPS Recruitment Strategy,A teachers and principals as clients approach to attracting,selecting,cultivating and retaining top teaching talent to drive student achievement in DC Public Schools,NYU Stern Business SchoolDebra-Ellen GlicksteinCatherine HirschmanVanessa JacksonCindy Mino,Recruitment Stra
2、tegy,“The quality of a teacher in a classroom is 6 times more impactful than all other factors combined.Six times!”Joel Klein,Chancellor,NYC Department of Education February 13,2009,DCPS Recruitment Strategy,Aim:To develop a strategy to recruit top teaching talent for DCPS,in order to dramatically i
3、mprove student achievement outcomes district-wide.This plan will be:Fiscally sound;Compatible with multiple Union contract scenarios;and Seamlessly integrated into the human capital value chain.,Agenda:Key challenges Value proposition to target market segment Multi-pronged recruitment and retention
4、strategy Implementation plan and timeline Budget,Recruitment Strategy,Key Challenges,Recruitment strategy must provide two-pronged value proposition to district:(1)Attracts high-caliber teachers who get great results(e.g.marked gains in their students achievement);and(2)Promotes high levels of reten
5、tion of top teachers,who stay in district,develop,improve and lead over time.,RESULTS x LONGEVITY=MAXIMUM HUMAN CAPITAL NPV,Recruit,Select,Develop,Retain,Recruitment Strategy,Key Challenges,Barriers to Success:,Insufficient capacity at DCTF/TFA to recruit,on-board/develop great new teachers Existing
6、 traditional certification programs provide inadequate preparation for successful urban teaching.,Timeline and budgeting timing for recruitment/selection of scarce star veterans is inadequate,driving lack of professional culture in recruitment.Recruitment/selection process places too little emphasis
7、 on screening for performance indicators/predictors of success.Union contract prohibits performance pay,an incentive to attract top talent among 2-4 year experienced pool.,Lack of professional culture around supporting,rewarding great teaching;under-investing in PD and attractive leadership ladders
8、Union contract prohibits performance pay underinvestment of resources to retain top performers;compensation to far back-loaded to retain star teachers in critical 2-4 year sensitive period.,NEW TALENT,VETERAN STARS,RETENTION,Anemic pipeline for new rising talent,Demand supply for high-performing,exp
9、erienced talent within DCPS,Charters,PG county,affluent suburbs,etc.cherry-picking stars,Recruitment Strategy,Key Challenges,Attracting and Retaining Top Talent,Why arent high potential teachers coming to DCPS?Weak relationships with Schools of Education;inconsistent quality of applicants Top underg
10、raduates picked up by banks and consulting firms DCPS has stigma,is challenging to teach in Teaching profession is under-valuedWhy arent they staying?Lack of leadership/support from the principal Top teachers lack a sense of shared goals and values with colleagues;colleagues lack commitment to stude
11、nt achievement Inadequate training and continued professional development and support Lack of career pathways,compensation for top performers Charter and private school hiring timeline begins earlier than DC recruiting,Recruitment Strategy,Value Proposition,To be and feel well supported;To be and fe
12、el valued;To have opportunities for growth and significant leadership opportunities;To feel that they are part of a successful team in a successful system both at the school level,as well as in the sense of being part of a larger movement to close the achievement gap;and To achieve and maintain bala
13、nce among personal and professional priorities.,Attracting Great People to the District,What is the value proposition that our target market seeks?,Thats the value proposition we have to deliver,and we have to do it BETTER than our competitors!,Recruitment Strategy,Value Proposition,All decision-mak
14、ing around human capital functions services end goal of ensuring high levels of student achievement.,Human Capital Team,Teachers/Principals,Students,Human capital teams value chain integrates around teachers and principals as clients and students as end users.,Recruitment Strategy,Multi-pronged Recr
15、uitment and Retention Strategy,Core Strategies to Deliver Value Proposition:,New structure for recruiting,selecting and placing new hires:(1)Client-oriented candidate relationship manager team paid for performanceAligning professional development,compensation,and evaluation around taking back teachi
16、ng as a profession:(2)Create tangible value for teachers through strategic partnerships(3)Performance pay(4)Significant financial investment in ongoing support and pathway development to grow and retain top performers,Recruitment Strategy,(1)Human Capital Relationship Management,Human Capital Relati
17、onship Managers Teacher Recruitment,Selection,Placement and On-boarding,HCRM,Principals,Teachers,Students,New client-oriented model HCRM builds strong relationship with portfolio of principals HCRM provides seamless,high-touch experience to top teacher candidates throughout recruitment,selection,pla
18、cement and on-boarding process HCRM is dually accountable to Dep.Chan.of Human Capital and to principals in the portfolio!HCRMs compensation driven by portfolio principals satisfaction with caliber of candidate yield,Recruitment Strategy,(1)Human Capital Relationship Management,HCRM Portfolios Struc
19、ture,Each HCRM will be responsible for recruiting,selecting and placing 92 teachers/year.,Recruitment Strategy,HCRMs Relationships with Principals,Communicate regularly with roughly 30 principals to gauge hiring priorities Assure that only highest-quality candidates occupy principals valuable time:M
20、anage early screening and selection phase including online application review,initial behavioral/culture fit phone interview,and Observe initial sample lesson,conduct data talk and lesson debrief Complete rigorous rubric-based evaluation of candidate to provide to principal in advance of principals
21、interview of candidate,Co-observes additional sample lesson with principal,debriefs with principal after candidates process is complete,(1)Human Capital Relationship Management,Recruitment Strategy,HCRMs Relationships with Candidates,Culls TeacherTrack database for desirable candidates,evaluates onl
22、ine applications Reaches out to desirable candidates within 5 days of submission of application Conducts pre-screening phone interview for culture fit,data-drive,and assessment of candidates placement preferences and key priorities Observes initial sample lesson,conduct data talk and lesson debrief
23、Completes rigorous rubric-based evaluation of candidate Assesses potential fit among schools in the HCRMs portfolio Coordinates school-based interview opportunities for candidates with principals Follows up with candidate to help navigate him through acceptance and on-boarding Arranges candidate din
24、ners,cocktail receptions,etc.among new teacher candidates in clusters,portfolio schools,with mentors with their new teaching team,(1)Human Capital Relationship Management,Recruitment Strategy,(1)Human Capital Relationship Management,HCRMs Ancillary Responsibilities,Attend TFA and DC Fellows Recruitm
25、ent Events Develop high-quality recruitment collateral(brochures,video,interactive web site,t-shirts,water bottles,note pads)Strengthen relationship with target Education Schools Plan closed target events for in-house referrals Run referral bonus programs Organize new candidate sell days,Recruitment
26、 Strategy,(1)Human Capital Relationship Management,Bottom line:,HCRMs are relentlessly committed to finding the right person for every classroom;they are compensated commensurate with the level of service they provide principals in this regard.Hyper-investment of resources in up-front decision-makin
27、g around recruitment-selection-placement phase for candidates will ensure higher levels of teacher success later.,Compensation:,Base salary at market rate Bonus potential up to$20k driven by principal evaluations of candidate quality(after 1 yr.);teachers students assessment results(after 1 yr,2,yrs
28、,etc.),Recruitment Strategy,Multi-pronged Recruitment and Retention Strategy,Core Strategies to Deliver Value Proposition:,New structure for recruiting,selecting and placing new hires:(1)Client-oriented candidate relationship manager team paid for performanceAligning professional development,compens
29、ation,and evaluation around taking back teaching as a profession:(2)Create tangible value for teachers through strategic partnerships(3)Performance pay(4)Significant financial investment in ongoing support and pathway development to grow and retain top performers,Create Opportunities for Teachers to
30、 Be Recognized and Rewarded Monthly Breakfasts with prominent DC movers opportunity for Teacher of the Month to be recognized by/dine with prominent DC leader(e.g.Michelle Obama),Recruitment Strategy,(2)Creating tangible value for teachers through strategic partnerships,Merit pay would significantly
31、 enhance this recruitment plan and would markedly improve retention of quality teachers,minimizing the ongoing need for recruitment of new teachers.Absent the merit pay provision in Rhees proposed contract,our plan is still viable.We have built our plan around the assumption that the contract may be
32、 politically untenable.That said,rigorous and consistent implementation of PPEP review and dismissal of low performers is vital to our recruitment strategys success.Aligning our candidate evaluation rubric to the PPEP is of paramount importance.Candidates coming in should be measured against these s
33、ame metrics.Performance pay should be aligned to these metrics.Additionally,the district should pursue a policy of financially incenting great veteran teachers to join teams in the most struggling schools and should incent math/science/special education certified teachers with financial reward.,Recr
34、uitment Strategy,(3)Performance pay,Show Them the Money!,Urban Teaching Academy that provides rigorous,ongoing training and support,Recruitment Strategy,Selective fellowship opportunities for experienced teachers,Teaming teachers strategically within schools,Barack Obama Fellowship for DC Teaching E
35、xcellence Fellowship for high-achieving teachers with at least 2 years experience in DCPS&5 years overall.The fellowship would provide a$20,000 stipend and 2 years of additional professional development support to 15 teacher each year from a major philanthropic partner.Fellows,in exchange,mentor 2 t
36、o 5 new,inexperienced teachers in their school,serving as instructional coaches and mentors.,Modeled after Teacher U in NYC,DC Urban Teaching Academy with provide opportunities professional develop for 2-4 yr teachers.,(3)Ongoing support and pathway development,Requirement for new teachers(e.g.TFA/D
37、CTF Corp Members)to team with a veteran teacher in their schools for their first year,in order to ensure(1)quality modeling,coaching and evaluation of new hires,and(2)that new teachers receive the support and guidance they require to feel maximally successful during their first few years in the classroom.,Recruitment Strategy,Implementation Plan and Timeline,Recruitment Strategy,Break-Down of Budget-Forward Projected Fall 2009 Hiring Needs,Budget,Recruitment Strategy,Proposed Budget 2009-2010,Budget,Recruitment Strategy,Questions?,
