Transcript STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Chicago Overview: Steve Kimball, SMHC/CPRE/Univ. Wisconsin Panel: Hill Hammock & Monica Santana Rosen, Chicago Public Schools November 18, 2008

STRATEGIC MANAGEMENT
OF HUMAN CAPITAL IN Chicago
Overview: Steve Kimball, SMHC/CPRE/Univ. Wisconsin
Panel:
Hill Hammock & Monica Santana Rosen,
Chicago Public Schools
November 18, 2008
Session Overview
1. CPS human capital case study highlights
by Steve Kimball
2. District perspective of key components of
human capital strategy by Hill Hammock,
Chief Administrative Officer of CPS and
Monica Santana Rosen, Talent
Management Officer of CPS
CPS Context
• Third largest in nation: 410,000 students,
25,000 teachers, 600 principals in 480
elementary and 120 high schools
• Decentralization: Local School Councils
and principal hiring discretion
• Well into “third wave” of education reform
focusing on instructional quality
District Improvement Strategy
Talent Acquisition, Teachers
• Challenges: historical vacancies, low
applicant/position ratio, gaps in teacher quality
and specialized fields
• Response: new recruitment strategy with job
fairs & summer fellowships, outreach to training
programs within 500 mile radius, new talent
pipeline programs (e.g., Chicago Teaching
Fellows, Teach For America, Academy for Urban
School Leadership), and “Early Hiring” initiative
Talent Acquisition, Principals
• Challenges: no control over hiring, weak state
licensing requirements, self-selection, preservice training inadequate for demands of
urban school leadership
• Response: Active recruitment strategy with
national, area, and internal focus; strengthened
eligibility requirements; partnerships with local
and national pipeline programs (NLNS, UIC,
TFA/Harvard)
Talent Management, Teachers
• District wide induction program and pilots for
PAR model (10 schools) and UC Santa Cruz
New Teacher Center (2 Areas)
• Pilot for new teacher evaluation system based
on Danielson Framework
• National Board support and pay incentives
• Chicago TAP: Teacher Incentive Fund grant
focused on TAP model for up to 40 schools
Talent Management, Principals
• Update competency model applied to eligibility,
screening and matching of principal candidates
• Performance management initiatives with new
evaluation approach and possible performance
pay
• Also, central office staffing, performance
management, and pay reforms
Restructuring HR Operations
• Implemented new Human Resources
Information System to streamline transactions
• Cross-functional teams
• Service focus: HR as partners to schools
– Centralized call center
– Regional Centers: one-stop HR shop
• Outcomes focus: performance measures
Results
• Teacher academic qualifications of new recruits
has improved dramatically
• Hiring has become more selective
• Low teacher vacancies: reduced by 40% from
2004-05 to 2006-2007; now 2%
• For principals: over 350 passed tough new
eligibility process, 194 graduates of new pipeline
programs are currently principals
Lessons Learned
• You don’t just have to play the hand that’s dealt:
recruitment and selection creativity is possible
• HR reforms, including staff changes,
streamlining and service orientation is
manageable
• SMHC agenda can anchor district improvement
strategy
What to watch for in CPS?
• Increasing content certified teachers for middle
grades
• Innovative school turnaround effort
• Performance pay for teachers and principals?
• Aligning HR systems around key competencies
for teachers and principals?