GLP TABS Human Capital 2014

Do you have a people strategy at your school?
ü If yes, please describe
Do you have a leadership development strategy at
your school?
Do you have a succession strategy at your school?
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?

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.

GLP: WORKING AT THE
INTERSECTIONS

BEGIN WITH STRATEGY

DISCOVER CULTURE

UNLOCK TALENT
Hiring the right people and and
matching them to the right tasks
VISION

PREPARE FOR TRANSITIONS
Succession and
Leadership Development
Search
and Hiring

SHIFTING SANDS – SHIFTING NEEDS
How has the world changed? School?

“The greatest shortcoming of the human race is our
inability to understand the exponential function.”
- Albert Allen Bartlett

ROUTINE OCCUPATIONS

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

THE LEADERSHIP GAP

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.

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?

HUMAN CAPITAL STRATEGY:
A CRITICAL SUCCESS FACTOR!
Hiring and Onboarding
Early Career:
Training &
Foundations
Mid Career:
Stepping
Stones
Late Career:
Renewal & New
Challenges
Exit
Strategies

YOUR LEADERSHIP
Have you committed to leading a human capital
strategy and do you practice it?

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.

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?

BE CLEAR ABOUT THE CONNECTIONS
Build a talent
development
organization
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

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!

MAKE THE MOST OF YOUR TALENT
Know what potential looks like
Personalize development
Be careful!
Current performance doesn’t predict success in
organizational advancement.

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.
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
Aspiration
HIPO
CommitmentAbility

MAKE THE MOST OF
ALL YOUR TALENT
Develop Teachers
Develop High
Potentials
Develop for
Succession
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.
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!

DEVELOP FOR SUCCESSION
Leadership
development is closely
tied to succession
planning—and it’s not
just for headship!
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.

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

BE CLEAR ABOUT THE CONNECTIONS
Build a talent
development
organization
Build a talent
development
organization
Coach, mentor and
practice the work
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

GLP TABS Human Capital 2014

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