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Do you have a people strategy at your school? 
ü If yes, please describe 
Do you have a leadership development strategy a...
WHAT’S YOUR PEOPLE STRATEGY? 
©greenwichleadershippartners 2014
WE WANT TO TALK ABOUT… 
1. We believe people are the most important asset for 
ensuring the health, success and sustainabi...
GLP: WORKING AT THE 
INTERSECTIONS 
©greenwichleadershippartners 2014
BEGIN WITH STRATEGY 
©greenwichleadershippartners 2014
DISCOVER CULTURE 
©greenwichleadershippartners 2014
UNLOCK TALENT 
Hiring the right people and and 
matching them to the right tasks 
©greenwichleadershippartners 2014 
VISIO...
PREPARE FOR TRANSITIONS 
Succession and 
Leadership Development 
Search 
and Hiring 
©greenwichleadershippartners 2014
SHIFTING SANDS – SHIFTING NEEDS 
How has the world changed? School? 
©greenwichleadershippartners 2014
“The greatest shortcoming of the human race is our 
inability to understand the exponential function.” 
- Albert Allen Bar...
©greenwichleadershippartners 2014
ROUTINE OCCUPATIONS 
©greenwichleadershippartners 2014
EDUCATION DISRUPTION 
Boarding 
Schools 
©greenwichleadershippartners 2014 Source: Michael Staton
THE FUTURE OF WORK 
§ By 2020, 40% to 50% of all income-producing 
work will be short-term contracts, freelance work 
and...
THE LEADERSHIP GAP 
©greenwichleadershippartners 2014
SO WHAT IS CAPITAL? 
Adjective: 
of or relating to 
capital; 
especially: relating to 
or being assets that 
add to the lo...
HUMAN VS. FINANCIAL CAPITAL 
¡ 
Schools traditionally take a “financial capital” approach 
to people to increase return b...
WHERE DO WE INVEST?
INVEST IN PEOPLE 
What if capital projects 
were designed around 
impact on students 
and faculty? 
What if we 
declared 
...
HUMAN CAPITAL STRATEGY: 
A CRITICAL SUCCESS FACTOR! 
Hiring and Onboarding 
Early Career: 
Training & 
Foundations 
Mid Ca...
YOUR LEADERSHIP 
Have you committed to leading a human capital 
strategy and do you practice it? 
©greenwichleadershippart...
YOUR LEADERSHIP 
Who focuses on talent at the whole school level? 
The researchers analyzed 360-degree assessments of thou...
ORGANIZATIONAL DESIGN 
Who are your chiefs? 
Of Learning? Of Talent? 
Of Innovation? Of Culture? 
Of Resource Development?...
KNOW YOUR TEAM 
How do you build your leadership team? 
How do you foster collaboration and minimize group think? 
©greenw...
BE CLEAR ABOUT THE CONNECTIONS 
Build a talent 
development 
organization 
©greenwichleadershippartners 2014 
culture 
SUC...
LINK STRATEGY TO PEOPLE 
Link leadership and 
talent expectations 
to strategic 
opportunities 
Identify your future 
lead...
START WITH STUDENTS 
What outcomes matter most for your students? 
What capacities and skills do your faculty need to poss...
MAKE THE MOST OF YOUR TALENT 
Know what potential looks like 
Personalize development 
Be careful! 
Current performance do...
KNOW YOUR PEOPLE 
Take a human capital “inventory”: perform skills/ 
learning and personality assessments; conduct annual ...
CUSTOMIZE TALENT DEVELOPMENT 
Offer Pathways to Growth: Develop faculty and staff 
continuously–and with as much intention...
MAKE THE MOST OF 
ALL YOUR TALENT 
Develop Teachers 
Develop High 
Potentials 
Develop for 
Succession 
©greenwichleadersh...
DEVELOP TEACHERS 
¡ Redefine leadership and make it an expected quality of 
teaching practice–leadership development is n...
DEVELOP HIGH POTENTIALS 
Develop multiple layers of leadership to foster 
learning and development–formal and informal–whe...
DEVELOP FOR SUCCESSION 
Leadership 
development is closely 
tied to succession 
planning—and it’s not 
just for headship! ...
ALIGN RESOURCES WITH 
PEOPLE PRIORITIES 
Don’t leave leadership to chance; an effective human 
capital strategy takes less...
BOARD OF TRUSTEES 
LEADERSHIP TEAM à People, Program, Operations, Resource Development 
STRATEGY LEADERSHIP 
NEEDS 
LEADE...
BE CLEAR ABOUT THE CONNECTIONS 
Build a talent 
development 
organization 
Build a talent 
development 
organization 
Coac...
THE ROAD TO SUSTAINABILITY
GLP TABS Human Capital 2014
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GLP TABS Human Capital 2014

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Greenwich Leadership Partners presentation from TABS Annual Conference 2014 on human capital management strategies for schools.

Learn more: www.greenwichleadershippartners.com

Published in: Education
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GLP TABS Human Capital 2014

  1. 1. Do you have a people strategy at your school? ü If yes, please describe Do you have a leadership development strategy at your school? ü If yes, please describe Do you have a succession strategy at your school? ü If yes, please describe What is your biggest challenge relative to finding, developing and/or retaining talent in your school? ©greenwichleadershippartners 2014 PEOPLE STRATEGY
  2. 2. WHAT’S YOUR PEOPLE STRATEGY? ©greenwichleadershippartners 2014
  3. 3. WE WANT TO TALK ABOUT… 1. We believe people are the most important asset for ensuring the health, success and sustainability of a school over the long term. 2. We believe schools must take a more strategic and intentional approach to making the most of this asset in a world that is changing quickly. ©greenwichleadershippartners 2014
  4. 4. GLP: WORKING AT THE INTERSECTIONS ©greenwichleadershippartners 2014
  5. 5. BEGIN WITH STRATEGY ©greenwichleadershippartners 2014
  6. 6. DISCOVER CULTURE ©greenwichleadershippartners 2014
  7. 7. UNLOCK TALENT Hiring the right people and and matching them to the right tasks ©greenwichleadershippartners 2014 VISION
  8. 8. PREPARE FOR TRANSITIONS Succession and Leadership Development Search and Hiring ©greenwichleadershippartners 2014
  9. 9. SHIFTING SANDS – SHIFTING NEEDS How has the world changed? School? ©greenwichleadershippartners 2014
  10. 10. “The greatest shortcoming of the human race is our inability to understand the exponential function.” - Albert Allen Bartlett ©greenwichleadershippartners 2014
  11. 11. ©greenwichleadershippartners 2014
  12. 12. ROUTINE OCCUPATIONS ©greenwichleadershippartners 2014
  13. 13. EDUCATION DISRUPTION Boarding Schools ©greenwichleadershippartners 2014 Source: Michael Staton
  14. 14. THE FUTURE OF WORK § By 2020, 40% to 50% of all income-producing work will be short-term contracts, freelance work and so-called SuperTemps. § The length of a career is already averaging 48 years; by 2020 it will be 50+ years. § The average time in service at any one company for Millennials is currently 2.6 years. Pew Research Center: “AI, Robotics, and the Future of Jobs” August 6 2014 ©greenwichleadershippartners 2014
  15. 15. THE LEADERSHIP GAP ©greenwichleadershippartners 2014
  16. 16. SO WHAT IS CAPITAL? Adjective: of or relating to capital; especially: relating to or being assets that add to the long-term net worth of a corporation <capital improvements> No un: a store of useful assets or advantages
  17. 17. HUMAN VS. FINANCIAL CAPITAL ¡ Schools traditionally take a “financial capital” approach to people to increase return by lowering investment or expense relative to people/teaching. ©greenwichleadershippartners 2014
  18. 18. WHERE DO WE INVEST?
  19. 19. INVEST IN PEOPLE What if capital projects were designed around impact on students and faculty? What if we declared excellence in human capital our priority for a sustainable future? What if we focused less on lowering the cost of teaching and more on how to invest in it to scale its value and sustain it? What if we build leaders for future needs? ©greenwichleadershippartners 2014
  20. 20. HUMAN CAPITAL STRATEGY: A CRITICAL SUCCESS FACTOR! Hiring and Onboarding Early Career: Training & Foundations Mid Career: Stepping Stones Late Career: Renewal & New Challenges ©greenwichleadershippartners 2014 Exit Strategies
  21. 21. YOUR LEADERSHIP Have you committed to leading a human capital strategy and do you practice it? ©greenwichleadershippartners 2014
  22. 22. YOUR LEADERSHIP Who focuses on talent at the whole school level? The researchers analyzed 360-degree assessments of thousands of leaders in six C-suite functions—CEO, CFO, COO, CIO, CHRO, and CMO—in which each executive was ranked on 14 aspects of leadership on a scale from one to seven. The surprising result: The traits of CHROs matched up closely with those of CEOs. ©greenwichleadershippartners 2014
  23. 23. ORGANIZATIONAL DESIGN Who are your chiefs? Of Learning? Of Talent? Of Innovation? Of Culture? Of Resource Development? ©greenwichleadershippartners 2014
  24. 24. KNOW YOUR TEAM How do you build your leadership team? How do you foster collaboration and minimize group think? ©greenwichleadershippartners 2014
  25. 25. BE CLEAR ABOUT THE CONNECTIONS Build a talent development organization ©greenwichleadershippartners 2014 culture SUCCESS people strategy
  26. 26. LINK STRATEGY TO PEOPLE Link leadership and talent expectations to strategic opportunities Identify your future leaders and what drives their development Build leaders in roles that tackle organizational challenges Think succession development rather than succession planning Design strategy backwards from the student Practice the Work Apprenticeship ©greenwichleadershippartners 2014
  27. 27. START WITH STUDENTS What outcomes matter most for your students? What capacities and skills do your faculty need to possess in order to help students achieve? Remember that people are your shortest route to great student outcomes–and require investment beyond pay and benefits to thrive and deliver excellence! ©greenwichleadershippartners 2014
  28. 28. MAKE THE MOST OF YOUR TALENT Know what potential looks like Personalize development Be careful! Current performance doesn’t predict success in organizational advancement. ©greenwichleadershippartners 2014
  29. 29. KNOW YOUR PEOPLE Take a human capital “inventory”: perform skills/ learning and personality assessments; conduct annual personal development plans. Identify “HIPOs”: High potential people have the ability, aspiration and commitment to rise. ©greenwichleadershippartners 2014 Aspiration HIPO CommitmentAbility
  30. 30. CUSTOMIZE TALENT DEVELOPMENT Offer Pathways to Growth: Develop faculty and staff continuously–and with as much intention as you do your current leadership team–in informal and formal contexts. Personalize Professional Development: No one size fits all; professionals must take ownership. Design In School “Sabbaticals” to Learn: • Strategic Projects • Functional Rotations • Teamed Leadership Initiatives • Peer Mentorship and Coaching ©greenwichleadershippartners 2014 Aspiration HIPO CommitmentAbility
  31. 31. MAKE THE MOST OF ALL YOUR TALENT Develop Teachers Develop High Potentials Develop for Succession ©greenwichleadershippartners 2014 Customize for every age and stage
  32. 32. DEVELOP TEACHERS ¡ Redefine leadership and make it an expected quality of teaching practice–leadership development is not just for people moving through the ranks. ©greenwichleadershippartners 2014 Sage on the Stage Guide on the Side Facilitator, Coach, Collaborator
  33. 33. DEVELOP HIGH POTENTIALS Develop multiple layers of leadership to foster learning and development–formal and informal–where everyone is a steward of the system. Communicate your commitment to your best people and to the vision you share—offer hope! Connect your best people with your high potential people: Apprenticeships and Teams! ©greenwichleadershippartners 2014
  34. 34. DEVELOP FOR SUCCESSION Leadership development is closely tied to succession planning—and it’s not just for headship! ©greenwichleadershippartners 2014 Ensure that there are always people ready to take over at every critical level of the school
  35. 35. ALIGN RESOURCES WITH PEOPLE PRIORITIES Don’t leave leadership to chance; an effective human capital strategy takes less time and money than the alternative. Reward people—with dollars, opportunity and learning experiences—where school needs are greatest. Invest in people who have talent, the ability to share it, the commitment to excel and the desire to grow! Establish an endowment for ORGANIZATIONAL learning and development. ©greenwichleadershippartners 2014
  36. 36. BOARD OF TRUSTEES LEADERSHIP TEAM à People, Program, Operations, Resource Development STRATEGY LEADERSHIP NEEDS LEADERSHIP DEVELOPMENT OUTCOMES TALENT INVENTORY JOB DESIGN PROFESSIONAL DEVELOPMENT & LEARNING PERFORMANCE MANAGEMENT SUCCESSION PLANNING Hiring + Onboarding Placement Personal Plans Evaluation + Feedback Movement to High Potentials ©greenwichleadershippartners 2014
  37. 37. BE CLEAR ABOUT THE CONNECTIONS Build a talent development organization Build a talent development organization Coach, mentor and practice the work ©greenwichleadershippartners 2014 culture SUCCESS people strategy Encourage pursuit of leadership Create clear pathways Link expectations to goals Design roles for the future Make effective hiring a success factor Don’t block pathways with the wrong talent
  38. 38. THE ROAD TO SUSTAINABILITY

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