SlideShare a Scribd company logo
1 of 39
Download to read offline
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
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 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
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 
VISION
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 Bartlett 
©greenwichleadershippartners 2014
©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 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
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 long-term 
net worth of a 
corporation <capital 
improvements> 
No un: 
a store of useful assets 
or advantages
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
WHERE DO WE INVEST?
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
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
YOUR LEADERSHIP 
Have you committed to leading a human capital 
strategy and do you practice it? 
©greenwichleadershippartners 2014
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
ORGANIZATIONAL DESIGN 
Who are your chiefs? 
Of Learning? Of Talent? 
Of Innovation? Of Culture? 
Of Resource Development? 
©greenwichleadershippartners 2014
KNOW YOUR TEAM 
How do you build your leadership team? 
How do you foster collaboration and minimize group think? 
©greenwichleadershippartners 2014
BE CLEAR ABOUT THE CONNECTIONS 
Build a talent 
development 
organization 
©greenwichleadershippartners 2014 
culture 
SUCCESS 
people strategy
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
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
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
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
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
MAKE THE MOST OF 
ALL YOUR TALENT 
Develop Teachers 
Develop High 
Potentials 
Develop for 
Succession 
©greenwichleadershippartners 2014 
Customize 
for every 
age and 
stage
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
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
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
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
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
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
THE ROAD TO SUSTAINABILITY

More Related Content

What's hot

Fostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsFostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsLinkedIn Learning Solutions
 
Boost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBoost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBizLibrary
 
DRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyDRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyAlexandra Lederer
 
Grabbing the attention of time starved Learners
Grabbing the attention of time starved LearnersGrabbing the attention of time starved Learners
Grabbing the attention of time starved LearnersLaura Overton
 
Leadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersLeadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersCynthia Clay
 
Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)BizLibrary
 
Measuring the Impact of Employee Soft Skills Training
Measuring the Impact of Employee Soft Skills TrainingMeasuring the Impact of Employee Soft Skills Training
Measuring the Impact of Employee Soft Skills TrainingBizLibrary
 
Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016ApolloPD
 
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?David Blake
 
Go Beyond with Learning Engagement
Go Beyond with Learning EngagementGo Beyond with Learning Engagement
Go Beyond with Learning EngagementAggregage
 
The Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsThe Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsBizLibrary
 
Embracing Change: 9 Tips to help you prepare for the future of learning
Embracing Change: 9 Tips to help you prepare for the future of learningEmbracing Change: 9 Tips to help you prepare for the future of learning
Embracing Change: 9 Tips to help you prepare for the future of learningLaura Overton
 
The Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantThe Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantDavid Blake
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture JourneyMichael Short
 
World of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to BusinessWorld of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
 
2016-01-08 First Friday hos Lederne - Ledelse med fremtid
2016-01-08 First Friday hos Lederne - Ledelse med fremtid2016-01-08 First Friday hos Lederne - Ledelse med fremtid
2016-01-08 First Friday hos Lederne - Ledelse med fremtidErik Korsvik Østergaard
 

What's hot (20)

Fostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goalsFostering innovation to achieve mission critical goals
Fostering innovation to achieve mission critical goals
 
Motivating and Engaging Employees
Motivating and Engaging EmployeesMotivating and Engaging Employees
Motivating and Engaging Employees
 
Boost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager TrainingBoost Employee Performance Microlearning Manager Training
Boost Employee Performance Microlearning Manager Training
 
DRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academyDRAFT Designing a collaborative and blended learning academy
DRAFT Designing a collaborative and blended learning academy
 
Grabbing the attention of time starved Learners
Grabbing the attention of time starved LearnersGrabbing the attention of time starved Learners
Grabbing the attention of time starved Learners
 
Internal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to BatInternal Bench Strength: Who's Up Next to Bat
Internal Bench Strength: Who's Up Next to Bat
 
Leadership Skills for Frontline Leaders
Leadership Skills for Frontline LeadersLeadership Skills for Frontline Leaders
Leadership Skills for Frontline Leaders
 
Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)Create a culture_of_learning_8.16.2017 (002)
Create a culture_of_learning_8.16.2017 (002)
 
Measuring the Impact of Employee Soft Skills Training
Measuring the Impact of Employee Soft Skills TrainingMeasuring the Impact of Employee Soft Skills Training
Measuring the Impact of Employee Soft Skills Training
 
Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016Apollo pd clo magazine_employee engagement webinar_1-19-2016
Apollo pd clo magazine_employee engagement webinar_1-19-2016
 
Flip Your Management Training
Flip Your Management TrainingFlip Your Management Training
Flip Your Management Training
 
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?
 
Introduction to Disruptive Learning
Introduction to Disruptive LearningIntroduction to Disruptive Learning
Introduction to Disruptive Learning
 
Go Beyond with Learning Engagement
Go Beyond with Learning EngagementGo Beyond with Learning Engagement
Go Beyond with Learning Engagement
 
The Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager NeedsThe Essential Skills Every Training Program Manager Needs
The Essential Skills Every Training Program Manager Needs
 
Embracing Change: 9 Tips to help you prepare for the future of learning
Embracing Change: 9 Tips to help you prepare for the future of learningEmbracing Change: 9 Tips to help you prepare for the future of learning
Embracing Change: 9 Tips to help you prepare for the future of learning
 
The Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You WantThe Tools You Need to Build the Learning Culture You Want
The Tools You Need to Build the Learning Culture You Want
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture Journey
 
World of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to BusinessWorld of Learning 2014 Closing Keynote: Linking Learning to Business
World of Learning 2014 Closing Keynote: Linking Learning to Business
 
2016-01-08 First Friday hos Lederne - Ledelse med fremtid
2016-01-08 First Friday hos Lederne - Ledelse med fremtid2016-01-08 First Friday hos Lederne - Ledelse med fremtid
2016-01-08 First Friday hos Lederne - Ledelse med fremtid
 

Similar to GLP TABS Human Capital 2014

Erin Peters - Building Your UR Programs
Erin Peters - Building Your UR ProgramsErin Peters - Building Your UR Programs
Erin Peters - Building Your UR ProgramsLooksharp
 
The Authentic Leadership Program
The Authentic Leadership ProgramThe Authentic Leadership Program
The Authentic Leadership ProgramKristyn Haywood
 
Leaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership developmentLeaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership developmentRoshan Thiran
 
Human Resources STARs ME Now and Next Evolution
Human Resources STARs ME Now and Next Evolution Human Resources STARs ME Now and Next Evolution
Human Resources STARs ME Now and Next Evolution Benny Saputra HR
 
Leadership Development: The Move to More Rigorous, Structured, and Scientific...
Leadership Development: The Move to More Rigorous, Structured, and Scientific...Leadership Development: The Move to More Rigorous, Structured, and Scientific...
Leadership Development: The Move to More Rigorous, Structured, and Scientific...Qualtrics
 
Talent Acquisiton - Olive Green Deck.pptx
Talent Acquisiton - Olive Green Deck.pptxTalent Acquisiton - Olive Green Deck.pptx
Talent Acquisiton - Olive Green Deck.pptxOlive Green Consulting
 
Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...
Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...
Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...TalentView
 
Connectthe Dots Overview
Connectthe Dots OverviewConnectthe Dots Overview
Connectthe Dots Overviewerikalamont
 
Learning Academies CUPA HR Article
Learning Academies CUPA HR ArticleLearning Academies CUPA HR Article
Learning Academies CUPA HR ArticleThieme (TJ) Bittick
 
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)atef Elshabrawy
 
HRM_Leaders Talk HR (CenturyLink - Gery Messer)
HRM_Leaders Talk HR (CenturyLink - Gery Messer)HRM_Leaders Talk HR (CenturyLink - Gery Messer)
HRM_Leaders Talk HR (CenturyLink - Gery Messer)Gery Messer
 
WorkFit 2020 Human Capital Strategy As a Strategic Business Differentiator
WorkFit 2020 Human Capital Strategy As a Strategic Business DifferentiatorWorkFit 2020 Human Capital Strategy As a Strategic Business Differentiator
WorkFit 2020 Human Capital Strategy As a Strategic Business DifferentiatorPhoenixStrategicPerformance
 
HPP - Growth in 2024.pdf
HPP - Growth in 2024.pdfHPP - Growth in 2024.pdf
HPP - Growth in 2024.pdfJames Burke
 
Ability Unleashed Corporate Profile
Ability Unleashed Corporate ProfileAbility Unleashed Corporate Profile
Ability Unleashed Corporate ProfileLopa Vyass
 
Connecting to the Business Strategy & Defining the People Strategy
Connecting to the Business Strategy  & Defining the People StrategyConnecting to the Business Strategy  & Defining the People Strategy
Connecting to the Business Strategy & Defining the People Strategyaviva gatt
 
DHEYA corporate-2015
DHEYA corporate-2015DHEYA corporate-2015
DHEYA corporate-2015Arvind Gupta
 
LAMAD 148x148 spreads (1)
LAMAD 148x148 spreads (1)LAMAD 148x148 spreads (1)
LAMAD 148x148 spreads (1)Claire Walton
 

Similar to GLP TABS Human Capital 2014 (20)

Erin Peters - Building Your UR Programs
Erin Peters - Building Your UR ProgramsErin Peters - Building Your UR Programs
Erin Peters - Building Your UR Programs
 
Printable SJU CPD Brochure 2016 (Final)
Printable SJU CPD Brochure 2016 (Final)Printable SJU CPD Brochure 2016 (Final)
Printable SJU CPD Brochure 2016 (Final)
 
The Authentic Leadership Program
The Authentic Leadership ProgramThe Authentic Leadership Program
The Authentic Leadership Program
 
devonstowe
devonstowedevonstowe
devonstowe
 
Leaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership developmentLeaderonomics - Supporting your Leadership development
Leaderonomics - Supporting your Leadership development
 
Human Resources STARs ME Now and Next Evolution
Human Resources STARs ME Now and Next Evolution Human Resources STARs ME Now and Next Evolution
Human Resources STARs ME Now and Next Evolution
 
Leadership Development: The Move to More Rigorous, Structured, and Scientific...
Leadership Development: The Move to More Rigorous, Structured, and Scientific...Leadership Development: The Move to More Rigorous, Structured, and Scientific...
Leadership Development: The Move to More Rigorous, Structured, and Scientific...
 
Talent Acquisiton - Olive Green Deck.pptx
Talent Acquisiton - Olive Green Deck.pptxTalent Acquisiton - Olive Green Deck.pptx
Talent Acquisiton - Olive Green Deck.pptx
 
Guidebook: Optimizing Your Leadership Pipeline
Guidebook: Optimizing Your Leadership PipelineGuidebook: Optimizing Your Leadership Pipeline
Guidebook: Optimizing Your Leadership Pipeline
 
Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...
Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...
Webinar: Finding Leaders Within: How To Identify Top Talents and Grow Your Co...
 
Connectthe Dots Overview
Connectthe Dots OverviewConnectthe Dots Overview
Connectthe Dots Overview
 
Learning Academies CUPA HR Article
Learning Academies CUPA HR ArticleLearning Academies CUPA HR Article
Learning Academies CUPA HR Article
 
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)
 
HRM_Leaders Talk HR (CenturyLink - Gery Messer)
HRM_Leaders Talk HR (CenturyLink - Gery Messer)HRM_Leaders Talk HR (CenturyLink - Gery Messer)
HRM_Leaders Talk HR (CenturyLink - Gery Messer)
 
WorkFit 2020 Human Capital Strategy As a Strategic Business Differentiator
WorkFit 2020 Human Capital Strategy As a Strategic Business DifferentiatorWorkFit 2020 Human Capital Strategy As a Strategic Business Differentiator
WorkFit 2020 Human Capital Strategy As a Strategic Business Differentiator
 
HPP - Growth in 2024.pdf
HPP - Growth in 2024.pdfHPP - Growth in 2024.pdf
HPP - Growth in 2024.pdf
 
Ability Unleashed Corporate Profile
Ability Unleashed Corporate ProfileAbility Unleashed Corporate Profile
Ability Unleashed Corporate Profile
 
Connecting to the Business Strategy & Defining the People Strategy
Connecting to the Business Strategy  & Defining the People StrategyConnecting to the Business Strategy  & Defining the People Strategy
Connecting to the Business Strategy & Defining the People Strategy
 
DHEYA corporate-2015
DHEYA corporate-2015DHEYA corporate-2015
DHEYA corporate-2015
 
LAMAD 148x148 spreads (1)
LAMAD 148x148 spreads (1)LAMAD 148x148 spreads (1)
LAMAD 148x148 spreads (1)
 

Recently uploaded

The Emergence of Legislative Behavior in the Colombian Congress
The Emergence of Legislative Behavior in the Colombian CongressThe Emergence of Legislative Behavior in the Colombian Congress
The Emergence of Legislative Behavior in the Colombian CongressMaria Paula Aroca
 
PART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFE
PART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFEPART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFE
PART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFEMISSRITIMABIOLOGYEXP
 
(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf
(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf
(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdfMJDuyan
 
The role of Geography in climate education: science and active citizenship
The role of Geography in climate education: science and active citizenshipThe role of Geography in climate education: science and active citizenship
The role of Geography in climate education: science and active citizenshipKarl Donert
 
Executive Directors Chat Initiating Equity for Impact.pdf
Executive Directors Chat  Initiating Equity for Impact.pdfExecutive Directors Chat  Initiating Equity for Impact.pdf
Executive Directors Chat Initiating Equity for Impact.pdfTechSoup
 
Supply agency market - aiming high 2.pdf
Supply agency market - aiming high 2.pdfSupply agency market - aiming high 2.pdf
Supply agency market - aiming high 2.pdftomeskell101
 
Views in Odoo 17 - Kanban View in odoo 17
Views in Odoo 17 - Kanban View  in odoo 17Views in Odoo 17 - Kanban View  in odoo 17
Views in Odoo 17 - Kanban View in odoo 17Celine George
 
DORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of Cybersecurity
DORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of CybersecurityDORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of Cybersecurity
DORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of CybersecurityPECB
 
BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...
BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...
BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...Nguyen Thanh Tu Collection
 
Jordan Chrietzberg In Media Res Media Component
Jordan Chrietzberg In Media Res Media ComponentJordan Chrietzberg In Media Res Media Component
Jordan Chrietzberg In Media Res Media ComponentInMediaRes1
 
HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...
HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...
HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...kumarpriyanshu81
 
Jason Potel In Media Res Media Component
Jason Potel In Media Res Media ComponentJason Potel In Media Res Media Component
Jason Potel In Media Res Media ComponentInMediaRes1
 
Transdisciplinary Pathways for Urban Resilience [Work in Progress].pptx
Transdisciplinary Pathways for Urban Resilience [Work in Progress].pptxTransdisciplinary Pathways for Urban Resilience [Work in Progress].pptx
Transdisciplinary Pathways for Urban Resilience [Work in Progress].pptxinfo924062
 
Scientific Writing :Research Discourse
Scientific  Writing :Research  DiscourseScientific  Writing :Research  Discourse
Scientific Writing :Research DiscourseAnita GoswamiGiri
 
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...Nguyen Thanh Tu Collection
 
16. Discovery, function and commercial uses of different PGRS.pptx
16. Discovery, function and commercial uses of different PGRS.pptx16. Discovery, function and commercial uses of different PGRS.pptx
16. Discovery, function and commercial uses of different PGRS.pptxUmeshTimilsina1
 
Farrington HS Streamlines Guest Entrance
Farrington HS Streamlines Guest EntranceFarrington HS Streamlines Guest Entrance
Farrington HS Streamlines Guest Entrancejulius27264
 
How to create _name_search function in odoo 17
How to create _name_search function in odoo 17How to create _name_search function in odoo 17
How to create _name_search function in odoo 17Celine George
 

Recently uploaded (20)

The Emergence of Legislative Behavior in the Colombian Congress
The Emergence of Legislative Behavior in the Colombian CongressThe Emergence of Legislative Behavior in the Colombian Congress
The Emergence of Legislative Behavior in the Colombian Congress
 
PART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFE
PART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFEPART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFE
PART 1 - CHAPTER 1 - CELL THE FUNDAMENTAL UNIT OF LIFE
 
(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf
(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf
(Part 2) CHILDREN'S DISABILITIES AND EXCEPTIONALITIES.pdf
 
The role of Geography in climate education: science and active citizenship
The role of Geography in climate education: science and active citizenshipThe role of Geography in climate education: science and active citizenship
The role of Geography in climate education: science and active citizenship
 
Executive Directors Chat Initiating Equity for Impact.pdf
Executive Directors Chat  Initiating Equity for Impact.pdfExecutive Directors Chat  Initiating Equity for Impact.pdf
Executive Directors Chat Initiating Equity for Impact.pdf
 
Supply agency market - aiming high 2.pdf
Supply agency market - aiming high 2.pdfSupply agency market - aiming high 2.pdf
Supply agency market - aiming high 2.pdf
 
Mattingly "AI & Prompt Design" - Introduction to Machine Learning"
Mattingly "AI & Prompt Design" - Introduction to Machine Learning"Mattingly "AI & Prompt Design" - Introduction to Machine Learning"
Mattingly "AI & Prompt Design" - Introduction to Machine Learning"
 
Views in Odoo 17 - Kanban View in odoo 17
Views in Odoo 17 - Kanban View  in odoo 17Views in Odoo 17 - Kanban View  in odoo 17
Views in Odoo 17 - Kanban View in odoo 17
 
DORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of Cybersecurity
DORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of CybersecurityDORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of Cybersecurity
DORA, ISO/IEC 27005, and the Rise of AI: Securing the Future of Cybersecurity
 
BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...
BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...
BÀI TẬP BỔ TRỢ 4 KĨ NĂNG TIẾNG ANH LỚP 8 - CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC ...
 
Jordan Chrietzberg In Media Res Media Component
Jordan Chrietzberg In Media Res Media ComponentJordan Chrietzberg In Media Res Media Component
Jordan Chrietzberg In Media Res Media Component
 
Israel Genealogy Research Assoc. April 2024 Database Release
Israel Genealogy Research Assoc. April 2024 Database ReleaseIsrael Genealogy Research Assoc. April 2024 Database Release
Israel Genealogy Research Assoc. April 2024 Database Release
 
HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...
HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...
HackerOne X IoT Lab Bug Bounty 101 with Encryptsaan & IoT Lab at KIIT Univers...
 
Jason Potel In Media Res Media Component
Jason Potel In Media Res Media ComponentJason Potel In Media Res Media Component
Jason Potel In Media Res Media Component
 
Transdisciplinary Pathways for Urban Resilience [Work in Progress].pptx
Transdisciplinary Pathways for Urban Resilience [Work in Progress].pptxTransdisciplinary Pathways for Urban Resilience [Work in Progress].pptx
Transdisciplinary Pathways for Urban Resilience [Work in Progress].pptx
 
Scientific Writing :Research Discourse
Scientific  Writing :Research  DiscourseScientific  Writing :Research  Discourse
Scientific Writing :Research Discourse
 
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
BÀI TẬP BỔ TRỢ TIẾNG ANH 11 THEO ĐƠN VỊ BÀI HỌC - CẢ NĂM - CÓ FILE NGHE (GLOB...
 
16. Discovery, function and commercial uses of different PGRS.pptx
16. Discovery, function and commercial uses of different PGRS.pptx16. Discovery, function and commercial uses of different PGRS.pptx
16. Discovery, function and commercial uses of different PGRS.pptx
 
Farrington HS Streamlines Guest Entrance
Farrington HS Streamlines Guest EntranceFarrington HS Streamlines Guest Entrance
Farrington HS Streamlines Guest Entrance
 
How to create _name_search function in odoo 17
How to create _name_search function in odoo 17How to create _name_search function in odoo 17
How to create _name_search function in odoo 17
 

GLP TABS Human Capital 2014

  • 1.
  • 2. 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
  • 3. WHAT’S YOUR PEOPLE STRATEGY? ©greenwichleadershippartners 2014
  • 4. 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
  • 5. GLP: WORKING AT THE INTERSECTIONS ©greenwichleadershippartners 2014
  • 6. BEGIN WITH STRATEGY ©greenwichleadershippartners 2014
  • 8. UNLOCK TALENT Hiring the right people and and matching them to the right tasks ©greenwichleadershippartners 2014 VISION
  • 9. PREPARE FOR TRANSITIONS Succession and Leadership Development Search and Hiring ©greenwichleadershippartners 2014
  • 10. SHIFTING SANDS – SHIFTING NEEDS How has the world changed? School? ©greenwichleadershippartners 2014
  • 11. “The greatest shortcoming of the human race is our inability to understand the exponential function.” - Albert Allen Bartlett ©greenwichleadershippartners 2014
  • 14. EDUCATION DISRUPTION Boarding Schools ©greenwichleadershippartners 2014 Source: Michael Staton
  • 15. 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
  • 16. THE LEADERSHIP GAP ©greenwichleadershippartners 2014
  • 17. 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
  • 18. 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
  • 19. WHERE DO WE INVEST?
  • 20. 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
  • 21. 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
  • 22. YOUR LEADERSHIP Have you committed to leading a human capital strategy and do you practice it? ©greenwichleadershippartners 2014
  • 23. 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
  • 24. ORGANIZATIONAL DESIGN Who are your chiefs? Of Learning? Of Talent? Of Innovation? Of Culture? Of Resource Development? ©greenwichleadershippartners 2014
  • 25. KNOW YOUR TEAM How do you build your leadership team? How do you foster collaboration and minimize group think? ©greenwichleadershippartners 2014
  • 26. BE CLEAR ABOUT THE CONNECTIONS Build a talent development organization ©greenwichleadershippartners 2014 culture SUCCESS people strategy
  • 27. 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
  • 28. 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
  • 29. 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
  • 30. 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
  • 31. 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
  • 32. MAKE THE MOST OF ALL YOUR TALENT Develop Teachers Develop High Potentials Develop for Succession ©greenwichleadershippartners 2014 Customize for every age and stage
  • 33. 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
  • 34. 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
  • 35. 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
  • 36. 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
  • 37. 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
  • 38. 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
  • 39. THE ROAD TO SUSTAINABILITY