This presentation offers a new model for talent management in schools. This reflects the changing world of careers having shifted from 'jobs for life' to 'portfolio careers'. The presentation proposes a 'tour of duty' model of mutually beneficial short term commitments between schools and individuals.

1. @IndependentHead
@Kellett__CEO
A NewModel
forTalent
Managementin
Schools
Mark S. Steed,
MA (Cambridge), MA (Nottingham), MSc (Ashridge-Hult Business School)
Principal and CEO of Kellett School, Hong Kong
Webinar
Sunday 8th May 2022
0730-0830 UK
1130-1230 UAE
1430-1530 HK
This presentation is on my blog: IndependentHead.blogspot.com

2. A New Model for
Talent
Managementin
Schools
5. Becoming aTalent Magnet
4. Building aTalent Pipeline
3.TheTour of Duty Model
1. Why? 2 reasons why we need a new model
2.The Old Contract
6. Questions and Debate

3. Why?
1) The Global Recruitment Crisis

4. The global
context:
Teacher and
School Leader
shortages
Source: UNESCO Institute of Statistics, Fact Sheet No.39 October 2016
“By 2030, countries must recruit a total
of 68.8 million teachers; 24.4 million
primary school teachers and 44.4
million secondary school teachers.”

5. GLOBAL PROJECTIONS
THE MARKET IN 10 YEARS
Data and intelligence on the world’s K-12 international schools’ market © ISC Research Ltd, 2020
www.iscresearch.com
enquiries@iscresearch.com
Used with permission

6. The global
context:
the shortage of
specialist teachers

7. The global
context:
Teacher and
School Leader
shortages

8. Why? 2) Millennials

9. Millennial
Teachers
The enigma that is the
Millennial teacher

10. Millennial
Teachers
#promotion
‘Millennials got so many participation
trophies growing up that a recent
study showed that 40% believe they
should be promoted every two years,
regardless of performance.’
‘Millennials:The Me Me Me Generation’
Time Magazine 20 May 2013

11. Education
needs
Millennial
Teachers
Have energy
Up to date

12. Millennial
Teachers
Millennial
#values
For Millennials, it’s not just about the money
Work-life balance
Making a difference
Values and Activism
Personal Development

13. Millennial
Teachers
Millennial
#values
‘What training and professional
learning will be available for me
at Kellett?’
‘What opportunities are there
for career progression at
Kellett?’

14. Why? 2 reasons why we need a new model

15. The Old Contract

16. TheOld
Contract
MrChips

17. TheOld
Contract
4 centurions in
7 years
100 terms = 33 years and 1 term

18. TheOld
Contract
Promotion
Dead Man’s Shoes

19. TheOld
Contract
Tools
36 point pay scales!
Putting through threshold
TLR/ additional non-contact time.
Recruitment and retention allowances
Hanging onto your talent

20. Tours of Duty Model

21. TheTour of Duty
Model
Characteristics
 Teacher
A new relationship between the
Employee and the Employer:
 “Tours of Duty” model
 School moves forward
because people take on
projects/ roles.
 Individuals’ careers move
forward because they are
given the opportunities to
develop talents/skills and
to complete projects.

22. TheTour of Duty
Model
CaseStudy:
Kellett HK
 Teacher
AH
Data & Exams
AH
Academic
AH
Pastoral
AH
Co-curricular
AH
CPD
Kellett School
The British International
School in Hong Kong
Assistant Head – “Tours of Duty”
2-year fixed term in role

23. TheTour of Duty
Model
CaseStudy:
Kellett HK
Advantages for the
Teacher
 Develops experience and
skills
 Builds a portfolio of
experiences for career
progression.
 On-the-job training to
become a Deputy
Headteacher.
Advantages for the
School
 Greater resilience for the
School
 people in the organisation
know each others’ roles
 No time for complacency.
 have to get on with the job
to make a difference.
 Builds teamwork and
collaboration.
 Creates an internal talent
pool for promotions.

24. “TheGoldman
Sachs Problem”
 Teacher
MangingTopTalent:
 Creating opportunities to
bring the next generation
of talent through.
 Sometimes it’s time to
move on to the next tour
of duty.
Give “Dead Man’s Shoes” the boot!

25. TheTour of
Duty Model:
Recruitment
“Our approach at Kellett is that we
attract talent into the school on the basis
that we will also develop that talent and
then help people to find opportunities to
move onto their next job.”

26.  Fixed-term commitment
 “Portfolio Career” embracing
many roles and organisations
 Talent management programme
 Move people on to create career
opportunities.
 Encourage people to grow
(and move on)
 Lifetime commitment
 36 point pay scales
 Long-service awards
 “Dead Man’s Shoes” and
promotion on the basis
long service.
 Cling onto your talent

27.  Interviews are a two-way
negotiation:
 Applicant ‘selling’ how they can
contribute to school
 School ‘selling’ how they can
develop the interviewee’s career
• Responsibilities
• Professional Development
 Interviews are a one-way
interrogation:
 Interviewers focus on asking
what the applicant can
contribute to the school.
 Return is the job and its
remuneration.
• Salary and Benefits Package
Recruitment Interviews

28. Building a
talent pipeline

29. Talent
Management
and
Succession
Planning

30. Role Present
Incumbent
No or Short
Notice
Planned
Departure
Future
Candidates at
KELLETT
Likelihood of
resigning in
next 2 years
Comment
Head of Key
Stage 2
Jane Bloggs Jenny Bright
Internal
Process
Jenny Bright
David Keen
Dawn Green
High
Is applying for Assistant
Head Posts – Jenny is
ready for this role.
Assistant Head
Pastoral
Jo Caring Ian Ready
Advertise?
Janet Coach
Jane Bloggs
Janet Coach
Roger Newboy
LOW New in post
Deputy Head Joanne Smart
Jo Caring &
Sarah Sharp to
divide
responsibilities
Advertise
This will need
to be an
external
appointment
Jo Caring
Sarah Sharp MEDIUM
Year 2 of contract but
children settled in school
Jo and Sarah both new in
post as Assistant Heads
Talent Management and Succession Planning

31. Talent
Management
and
Succession
Planning
How do we identify talent?
Annual Review and Bar Point Appraisals

32. Talent
Management
and
Succession
Planning
Factors to consider:
 Mastery of current role - exemplary practice
 Running projects successfully
 PowerBI Dashboard for Reporting
 Participation in working parties
 Digital Strategy or AppraisalWorking Groups
 Role modelling
 Taking responsibility for personal professional
development
 Studying for a Masters
How do we identify talent?

33. Creation of
Training Roles
Deputy Head of
House
Head of
House
Tutor
How do you make the leap to the next level?

34. Creation of
Training Roles
Assistant
Head
Deputy
Head
Head of
House
How do you make the leap to the next level?

35. Creation of
Training Roles
Assistant
Head
Deputy
Head
Subject
Lead
How do you make the leap to the next level?

36. “Some will take on positions
of responsibility within the
school, but some will move on;
and that’s acknowledged by
everyone.”
Talent Pipeline:
Progression

37. A strategic
approach to
Professional
Learning
https://www.ucl.ac.uk/ioe/departments-and-centres/centres/ucl-centre-educational-leadership#NPQs

38. Become a talent magnet

39. Become a talent
magnet:
Build your
employer brand

40. Become a talent
magnet:
Build your
employer brand
“Put as much energy and time
into recruiting teachers, as you
put into pupil recruitment.”

41. Become a talent
magnet:
Talk about your
approach
 “Our approach at Kellett is that we
attract talent into the school on the basis
that we will also develop that talent and
then help people to find opportunities to
move onto their next job.”

42. Become a talent
magnet:
Talk about your
approach
Creates
internal
vacancy
Opportunity
for Internal
Promotion/
to bring in new
talent
Attracts
Talent
Develop
Talent
Internal/
External
Promotion
The law of
attraction

43. Become a talent
magnet:
Talk about your
approach
https://www.kellettschool.com/working-at-kellett/hr https://www.youtube.com/watch?v=LIgc-uknddo

44. Become a talent
magnet:
Celebrate your
successes
“Every year we have people going on to
senior appointments in other schools.”
Role at Kellett Promoted to:
2020-21 Head of Science Head of Senior School at
WellingtonCollege International
Hangzhou
Deputy Head Pastoral Secondary Principal at Bangkok
Patana School
Data Manager Senior InformationTechnology
Manager, Malvern College, HK
2021-22 Head of Global Citizenship
and Positive Education
Deputy Head -Wellbeing and
Health -Thomas’s Clapham
Deputy Head of PFL Prep Headteacher of Old Hall School
Shropshire

45. Become a talent
magnet:
Talk about your
values
Commitment to Staff Wellbeing

46. Become a talent
magnet:
Talk about your
values
Commitment to Diversity & Inclusion
Staff Driven Activism

47. Become a talent
magnet:
Talk about what it
is like to work at
Kellett
https://www.kellettschool.com/working-at-kellett/hr

48. Become a talent
magnet:
Don’t forget
your alumni
https://hbr.org/2022/04/leave-the-door-open-for-employees-to-return-to-your-organization
• Destigmatize and
normalize leaving the
organization.
• Provide a great employee
experience.
• Create a good off-boarding
experience.
• Be explicit that the door is
open.
• Build a robust alumni
program that adds value.
• Stay in touch.

49. Become a talent
magnet:
Don’t forget
your alumni

50. https://www.tes.com/magazine/leadership
/staff-management/new-way-thinking-
about-teacher-talent-management
Further Reading:

51. Mark S. Steed MA (Cambridge), MA (Nottingham), MSc (Ashridge-Hult Business
School)
Principal andCEOofKellettSchool, HongKong
Email: mss@kellettschool.com
Twitter: @independenthead
@Kellett_CEO
LinkedIn: uk.linkedin.com/in/independenthead
Blog: http://independenthead.blogspot.com
Questions and Debate