Human Resources An Administrators Most Valuable Asset
Types of Employees • Classified – non-certificated support staff • Certificated – credentialed teaching staff • Tenure – a permanent credentialed teacher • Hourly – wages accrued by the number of hours worked • Salary – wages paid by the month or year regardless of number of hours worked • Exempt – salaried employees no eligible for overtime • Probation – period of time, usually 90 days, during which an employee can be let go without cause
Teaching Continuum Intern or preliminary credential BITSA Beginning teacher & support and assessment Clear Credential
Considerations • A DS credentialed teacher hired for an ROP program is not eligible for tenure with the exception of regular education teachers transferred to teach ROP • The idea that all salaried employees are ineligible for overtime is false. Only exempt employees are ineligible. Eligible salaries employees’ overtime are based on the salary prorated on a hourly basis • Probationary and salaried employees are contract employees, but tenure requires documentation to let go • Hourly employees are non-contract employees and can be let go any time without cause
Recruiting Techniques • Place simple ads in newspapers and on-line job banks • Networking and personal knowledge of qualified individuals • Professional organizations • Referrals and district sub lists • Local AARP for retired professionals who wish to be productive • Personnel office and employment departments – least effective
The Interview: Question Design • Develop questions that reveal teaching potential • Dimensional Interviewing: Ask questions that relate to personal experience • Tell about a time you worked with high school age youth and how. • Explain how your handled a problem with your supervisor. • Tell us about a time you reported to more than one supervisor and how you handled it. • Tell us about a time you had difficulty getting your point across and how you handled it.
The Interview cont’ • Develop questions the reveal a balanced personality and well-being • What do you do in your spare time? • What do you do to relax? • How do you stay current in your field? • How do you handle conflicting priorities? Give an example and how you handled it.
The Interview cont’ • Develop scenario-based tasks • Present a situation and ask applicant to respond without preparation • Ask applicant to perform an industry task without preparation • Ask applicant to prepare and deliver a short lesson and 30 minutes prep time
The Interview cont’ • Give applicant the opportunity to ask questions & be prepared to answer • Assess the applicant’s questions for work ethics • Were their first questions about money, benefits, and time off (breaks & lunches)? • Did they ask about duties and responsibilities? • Did they ask about training and instructional support? • Did they ask about advancement and continuing education?
Hiring Timeline • Request for position (HR Dept) 2 wks • Advertise position 2 wks • Screen applications 1-2 wks • Schedule interviews • Schedule call-back interviews • Schedule orientation • Obtain paperwork • Implement 1-year plan
Memorandum of Understanding • Usually provided by district • Component includes • District, teacher, academic year • Percentage of contract time required • Teaching duties and reporting • Non-platform duties and responsibilities • Student orientation • Staff and regional meetings • Advisory board and student counseling • Relevant signatures
Memorandum of Understanding • I, ________, agree to do the things listed below in order to maintain good standing in my ROP __________ program. I understand that this is MY responsibility to comply with each item in this contract. • I will not be absent without a valid excuse (illness or doctor appointment). I understand that my parent must call my ROP instructor to verify my absence. • I will be in the classroom and ready to work at the beginning of each class period with all necessary materials. I will not be tardy to my work site. • I will report back promptly to class after any break during class. • I will never leave class without permission. • ______________________________________________________________________ • ______________________________________________________________________ • I understand that my failure to comply with any of the above may result in being dropped from my ROP class. I also understand that if I am dropped, I will loose credit for the class • _______________________________ ___________________________ • Student Signature Date Parent Signature Date
Memorandum of Understanding • The Regional Occupational Program with the Riverside County Superintendent of Schools will contract with _________________________ for instructional services with the following instructor during the ____________ school year. • ______________________ ___________% • The above instructor will be required to participate in the following ROP activities: • Attendance at Fall Orientation • Attendance at Regional Meetings, times may vary, but are normally scheduled from 3:30 – 5:30 p.m. Three times per year. • Participate in the Advisory Council Process as required by State law. • Completion and submission of reports and attendance based on prescribed timelines. • ________________________ _________________________ • District Representative High School Principal • ________________________ _________________________ • ROP Director ROP Coordinator/Principal
How Do WE Assist Our New Teachers? How Do WE Help Make Them A Success?
New Teacher 1-year Plan Winning Year One A Survival Manual For First Year Teachers Carol L. Fury Sanibel Sanddollar Publications, Inc Captiva Island Florida 33924 (800) 330-3459
New Teacher 1-year Plan cont’ Leadership and the One-minute Manager Minute Manager Ken Blanchard William Morrow and Company Inc. 1350 Avenue of the Americas New York, NY 10019 www.williammorrow.com
Personnel Files • District files • Local site files • Document good and unsatisfactory behavior • Growth and development plan • Meet objectives • Merit Raises
General Supervision Challenges • Team teaching difficult to evaluation – look for structure • Supervising multi-site programs difficult to observe – schedule several at same site on same day • Staff meetings • If you don’t need one, don’t have one • Develop agenda relevant to staff • Provide opportunity for feedback • Parental complaints – document and diffuse if possible • Train assistant when to call you and when not to call you
Evaluation Procedures • Pre-evaluation conference with teacher • Set date • Plan lesson and objectives • Identify purpose of observation • Discuss classroom management issues • Agree on what you will be looking for • Do evaluation • Post observation conference • Document observation • Know policy and procedures for evaluation
FRISK Model • Documenting unsatisfactory performance is unpleasant • Usually avoided by implementing proactive strategies • Must follow strict procedures when required • The FRISK model provides guidelines to meet legal, ethical, and union compliance
FRISK Model cont’ • F – Facts • Pinpoint specific conduct • Include factual foundation • Record accurate facts • R - Rule • Describe the rule • Include prior “same rule” violations
FRISK Model cont’ • I – Impact • Include impact to demonstrate seriousness • Connect impact to remote conduct • S – Suggestions/Directions • Draft suggestions and directions for compliance • K – Knowledge • Ed code Section 44031 • Personnel file procedures
References • CAROCP Operational Handbook • Guide to Disabilities Rights Law • CAROCP Resource Links • Winning Year One excerpts, Carol L. Fuery • Learning How to Teach: A Quick Start Guide for Vocational-Technical Education Teachers Neil A. Edmuns, Clifton L. Smith
References cont' • The Vocational Instructor's Survival Guide, Neil A. Edmuns, Clifton L. Smith • Effective Phrases for Performance Appraisals, Neal Publishing Inc. • Supervisor's Guide to Documentation and File Building for Employee Discipline, Ronald L. Ruud, Joseph J. Woodford • The Vocational Instructor's Survival Guide, Neil A. Edmuns, Clifton L. Smith
References cont' • Effective Phrases for Performance Appraisals, Neal Publishing Inc. • Leadership and the One Minute Manager, Ken Blanchard • Management of Organizational Behavior: Utilizing Human Resources, Paul Hersey, Ken Blanchard (Situational Leadership model)