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STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Boston

STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Boston. Overview: Sarah Archibald SMHC/CPRE Univ. of Wisconsin Panel: Carol Johnson, Superintendent, Boston Public Schools Craig Chin, Assistant Chief Operating Officer, BPS November 18, 2008. Boston’s Story. Prioritize HR reform

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STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Boston

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  1. STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Boston Overview: Sarah Archibald SMHC/CPRE Univ. of Wisconsin Panel: Carol Johnson, Superintendent, Boston Public Schools Craig Chin, Assistant Chief Operating Officer, BPS November 18, 2008

  2. Boston’s Story • Prioritize HR reform • Improve HR’s transactional processes • Reform teacher contract as needed • Strategic recruitment of teachers and principals • Train your own teacher and principals • Build a system of induction and mentoring

  3. Prioritizing HR Reform • Former Superintendent Payzant, with full support of mayor and school council, made HR reform a priority • Power to hire/fire head of HR • Made head of HR part of cabinet • Full fiscal support from the city/district • Partnership with Boston Plan for Excellence • Brought in more dollars and spotlight

  4. Improving Transactional HR Processes • Switched to customer service perspective and fired those unwilling to change • Red carpet treatment for new teachers • Focus on accountability and responsiveness to principals • Cross-training for HR staff • Computer systems needed updating • Acquired grant funds to help pay for this

  5. Reforming the Teacher Contract • Ended voluntary excesses and blind bids • Compressed hiring timeline • Start of open postings to give principals more control over hiring process • Also the ability to keep provisional teachers after one year by principal choice

  6. Recruiting New Talent • Early Hires (particularly for high-need) • More strategic recruitment of minorities and high-needs positions (ESL, Math, Science, Special Ed) • Competitive wages • Strategic advertising and outreach for those who want to make a difference in urban schools

  7. Growing New Talent • Boston Teacher Residency (BTR) • District-based program run in conjunction with the Boston Plan for Excellence • 1 year, pre-service program to train top talent specifically to teach in Boston Public Schools • Highly selective entrance criteria • Accept enough minorities to mirror the ethnicities of the district’s students • Began with 12 teachers in 2003-04 • At its maximum it will train 100 teachers per year

  8. Growing New Talent (cont.) • Exploring School Administration in Boston (ESA) • 10 after-school seminars focusing on one aspect of the role of school leader • Intended for those with an interest (but no experience) in school administration • Boston Principal Fellows Program • Highly selective yearlong residency in BPS (receive 100 applications and take 8-12) • Fellows receive comparable wages for the year • 4 days/week in the school, 1 day in the classroom

  9. Induct and Mentor New Talent • State law requires mentors for new teachers – Union has had 5 year lawsuit to get the district to provide mentoring • District is working toward a comprehensive system for inducting and mentoring new teachers that includes: • Three day summer training institute • Monthly seminars for new teachers • New teacher developers • Networkers (for low-performing schools) • Less formal mentoring (buddy mentors in schools)

  10. Enabling Factors in Boston • Continuity of leadership • Talent capacity • Labor-management relationship • Fiscal capacity • Strong economic times • Infusion of private funds • Personal relationships

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