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PUSD: District of Choice

PUSD: District of Choice. Attracting and Retaining the Top Talent. Human Resources. Retain, Reward and Attract Effective Teachers and Staff. Background and basis for recommendations Comprehensive approach Short term and long term plans.

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PUSD: District of Choice

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  1. PUSD: District of Choice Attracting and Retaining the Top Talent Human Resources

  2. Retain, Reward and Attract Effective Teachers and Staff • Background and basis for recommendations • Comprehensive approach • Short term and long term plans

  3. Background: PUSD last approved movement on the salary schedules was 2008 Meanwhile, Employees’ paychecks saw declines because of these factors: • Certified and Administrators’ performance pay decreased from $2750 in 2008 to $850 and $500 respectively in 2011 • Employee contributions to ASRS increased to 11.39% as a result of the 53/47 split, with larger contribution made by the employee • Career Ladder pay decreased an average of 15% • Cost of family medical benefit coverage increased 14.5% • Certified and Classified Employees have not been compensated for continued professional growth PUSD’s ability to compensate our employees influenced by many factors: • Legislative reduction of over $40 million in the following areas: • Funding for soft capital and capital drastically reduced • State eliminated 2% increase to base support level • Significant funding reductions from the State in 301, Career Ladder • Cost of employer contributions for employee health benefits increased 37% since 2008 • ASRS contributions for employees increased 2.7% since 2005-2006

  4. Impact on paycheck: Certified

  5. Hiring Demands Remaining Steady • PUSD’s demand for quality employees remained relatively stable since 2008 • Building our District’s compliance towards 100% HQ teachers impacted the hard to fill areas more heavily • Turnover for 2010-2011 • Certified 9% • Classified 16% • Administrators 4%

  6. Demands for Talent • Attracting new talent challenged by ability to pay competitively • Employees credited with highest level of education at time of hire caused inequities to develop between long term staff and new hires • Step 2 for 10+ years of service, except in rare, hard to fill areas • Neighboring Districts providing Stipends or matching years of experience for Special Education Teachers • Many teachers leaving education • National average is 50% in first 5 years • PUSD average: 2011 60% of teacher turnover was teachers within their first 5 years

  7. Bottom Line • PUSD continues to be challenged by the continued budget constraints • We are also challenged to fill positions with qualified and quality candidates causing positions to remain open longer or be filled with substitutes • Occupational Therapists, Speech Pathologists, Physical Therapists • Growing concern that we will lose existing employees if we do not address our current salary schedules and compensation structure

  8. District of Choice • We believe PUSD is the “Best District in Arizona” for employees as well as students, and we want to remain there by offering: • Competitive salaries and compensation structure • Professional Development and Opportunities for Growth • Quality work environments

  9. Tool Kit: Compensation Vision: To offer competitive compensation package that will attract and retain the best talent • 2012-2013: Address Equity and Compression Issues: • Provide salary increase for all levels of employees • Pay increases graduated based on years of service and performance • Reward demonstrated professional growth • Utilize smartschools where appropriate to retain Highly Effective and Highly Qualified staff • 2013-2014 Enhance Performance Pay for Certified and Administrative Employees • Base salaries remain competitive • Develop performance indicators relevant to PUSD • Teacher Evaluation will be in it’s 3 year; Principal Evaluation in it’s 2nd year • 2014-2015 Introduction of Performance Pay for Classified • Develop evaluation system that identifyies top performers • Develop the performance indicators

  10. Employee Benefits • Offer package commensurate with education and public sector • Consumer Driven Health Plans

  11. Attracting Effective Teachers and Staff • Talent attracts Talent • Develop recruiting strategy to meet the immediate and future needs of our students • Support our Administrators by bringing forward quality candidates • Candidate rich pool - but need tool kit to attract and retain • Identify and hire through selection processes

  12. District of Choice: Professional Development and Growth Opportunities • Develop system-wide approach for Professional Development • Instruction and Curriculum • Emphasize mentoring new teachers and administrators • Classified employees and supervisors • Succession planning • Administrator Induction • Reduce time to fill critical positions

  13. District of Choice: Quality Work Environments • Provide every employee with quality leadership • Communicate rules and regulation of operations to provide shared understanding • Class size • Facilities • Technology and support to do the best job possible

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