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Recruitment Strategy


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Recruitment Strategy

  1. 1. DCPS Recruitment Strategy A teachers and principals as clients approach to attracting, selecting, cultivating and retaining top teaching talent to drive student achievement in DC Public Schools NYU – Stern Business School Debra-Ellen Glickstein Catherine Hirschman Vanessa Jackson Cindy Mino
  2. 2. Recruitment Strategy <ul><li>“ The quality of a teacher in a classroom is 6 times more impactful than all other factors combined. Six times!” </li></ul><ul><li>Joel Klein, Chancellor, NYC Department of Education </li></ul><ul><li>February 13, 2009 </li></ul>
  3. 3. DCPS Recruitment Strategy <ul><li>Aim: </li></ul><ul><li>To develop a strategy to recruit top teaching talent for DCPS, in order to dramatically improve student achievement outcomes district-wide. This plan will be: </li></ul><ul><ul><li>Fiscally sound; </li></ul></ul><ul><ul><li>Compatible with multiple Union contract scenarios; and </li></ul></ul><ul><ul><li>Seamlessly integrated into the human capital value chain. </li></ul></ul><ul><li>Agenda: </li></ul><ul><ul><li>Key challenges </li></ul></ul><ul><ul><li>Value proposition to target market segment </li></ul></ul><ul><ul><li>Multi-pronged recruitment and retention strategy </li></ul></ul><ul><ul><li>Implementation plan and timeline </li></ul></ul><ul><ul><li>Budget </li></ul></ul>
  4. 4. Recruitment Strategy Key Challenges Recruitment strategy must provide two-pronged value proposition to district: (1) Attracts high-caliber teachers who get great results (e.g. marked gains in their students’ achievement); and (2) Promotes high levels of retention of top teachers, who stay in district, develop, improve and lead over time. RESULTS x LONGEVITY = MAXIMUM HUMAN CAPITAL NPV Recruit Select Develop Retain
  5. 5. Recruitment Strategy Key Challenges Barriers to Success: <ul><li>Insufficient capacity at DCTF/TFA to recruit, on-board/ develop great new teachers </li></ul><ul><li>Existing traditional certification programs provide inadequate preparation for successful urban teaching. </li></ul><ul><li>Timeline and budgeting timing for recruitment/selection of scarce star veterans is inadequate, driving lack of professional culture in recruitment. </li></ul><ul><li>Recruitment/selection process places too little emphasis on screening for performance indicators/predictors of success. </li></ul><ul><li>Union contract prohibits performance pay, an incentive to attract top talent among 2-4 year experienced pool. </li></ul><ul><li>Lack of professional culture around supporting, rewarding great teaching; under-investing in PD and attractive leadership ladders </li></ul><ul><li>Union contract prohibits performance pay >> underinvestment of resources to retain top performers; compensation to far back-loaded to retain star teachers in critical 2-4 year sensitive period. </li></ul>NEW TALENT VETERAN STARS RETENTION Anemic pipeline for new rising talent Demand > supply for high-performing, experienced talent within DCPS Charters, PG county, affluent suburbs, etc. cherry-picking stars
  6. 6. Recruitment Strategy Key Challenges Attracting and Retaining Top Talent <ul><li>Why aren’t high potential teachers coming to DCPS? </li></ul><ul><li>Weak relationships with Schools of Education; inconsistent quality of applicants </li></ul><ul><li>Top undergraduates picked up by banks and consulting firms </li></ul><ul><li>DCPS has stigma, is challenging to teach in </li></ul><ul><li>Teaching profession is under-valued </li></ul><ul><li>Why aren’t they staying? </li></ul><ul><li>Lack of leadership/support from the principal </li></ul><ul><li>Top teachers lack a sense of shared goals and values with colleagues; colleagues lack commitment to student achievement </li></ul><ul><li>Inadequate training and continued professional development and support </li></ul><ul><li>Lack of career pathways, compensation for top performers </li></ul><ul><li>Charter and private school hiring timeline begins earlier than DC recruiting </li></ul>
  7. 7. Recruitment Strategy Value Proposition <ul><li>To be and feel well supported; </li></ul><ul><li>To be and feel valued; </li></ul><ul><li>To have opportunities for growth and significant leadership opportunities; </li></ul><ul><li>To feel that they are part of a successful team in a successful system – both at the school level, as well as in the sense of being part of a larger movement to close the achievement gap; and </li></ul><ul><li>To achieve and maintain balance among personal and professional priorities. </li></ul>Attracting Great People to the District What is the value proposition that our target market seeks? That’s the value proposition we have to deliver, and we have to do it BETTER than our competitors !
  8. 8. Recruitment Strategy Value Proposition All decision-making around human capital functions services end goal of ensuring high levels of student achievement. Human Capital Team Teachers/ Principals Students Human capital team’s value chain integrates around teachers and principals as clients and students as end users. Budgeting Compensation Evaluation PD/ Ladders On-boarding Selection Recruitment Student Achievement
  9. 9. Recruitment Strategy Multi-pronged Recruitment and Retention Strategy Core Strategies to Deliver Value Proposition: <ul><li>New structure for recruiting, selecting and placing new hires: </li></ul><ul><ul><li>(1) Client-oriented candidate relationship manager team paid for performance </li></ul></ul><ul><li>Aligning professional development, compensation, and evaluation around taking back teaching as a profession: </li></ul><ul><ul><li>(2) Create tangible value for teachers through strategic partnerships </li></ul></ul><ul><ul><li>(3) Performance pay </li></ul></ul><ul><ul><li>(4) Significant financial investment in ongoing support and pathway development to grow and retain top performers </li></ul></ul>
  10. 10. Recruitment Strategy (1) Human Capital Relationship Management Human Capital Relationship Managers Teacher Recruitment, Selection, Placement and On-boarding HCRM Principals Teachers Students <ul><li>New client-oriented model </li></ul><ul><li>HCRM builds strong relationship with portfolio of principals </li></ul><ul><li>HCRM provides seamless, high-touch experience to top teacher candidates throughout recruitment, selection, placement and on-boarding process </li></ul><ul><li>HCRM is dually accountable to Dep. Chan. of Human Capital and to principals in the portfolio! </li></ul><ul><li>HCRM’s compensation driven by portfolio principals’ satisfaction with caliber of candidate yield </li></ul>
  11. 11. Recruitment Strategy (1) Human Capital Relationship Management HCRM Portfolios Structure Each HCRM will be responsible for recruiting, selecting and placing ~ 92 teachers/year. Chancellor: Michelle Rhee Dep. Chan. Human Capital: Director, Human Capital Cluster 1 HCRM Cluster 5/6HCRM Cluster 4 HCRM Cluster 3 HCRM Cluster 2 HCRM Cluster School Type # of Schools 1 Elementary Schools 30 2 Elementary Schools 28 3 Elem/K-8 32 4 Middle School/ SPED 18 5 High Schools 16 6 Other 8
  12. 12. Recruitment Strategy HCRM’s Relationships with Principals <ul><li>Communicate regularly with roughly 30 principals to gauge hiring priorities </li></ul><ul><li>Assure that only highest-quality candidates occupy principals’ valuable time: </li></ul><ul><ul><li>Manage early screening and selection phase including online application review, initial behavioral/culture fit phone interview, and </li></ul></ul><ul><ul><li>Observe initial sample lesson, conduct data talk and lesson debrief </li></ul></ul><ul><ul><li>Complete rigorous rubric-based evaluation of candidate to provide to principal in advance of principal’s interview of candidate </li></ul></ul><ul><li>Co-observes additional sample lesson with principal, debriefs with principal after candidate’s process is complete </li></ul>(1) Human Capital Relationship Management
  13. 13. Recruitment Strategy HCRM’s Relationships with Candidates <ul><li>Culls TeacherTrack database for desirable candidates, evaluates online applications </li></ul><ul><li>Reaches out to desirable candidates within 5 days of submission of application </li></ul><ul><li>Conducts pre-screening phone interview for culture fit, data-drive, and assessment of candidate’s placement preferences and key priorities </li></ul><ul><li>Observes initial sample lesson, conduct data talk and lesson debrief </li></ul><ul><li>Completes rigorous rubric-based evaluation of candidate </li></ul><ul><li>Assesses potential fit among schools in the HCRM’s portfolio </li></ul><ul><li>Coordinates school-based interview opportunities for candidates with principals </li></ul><ul><li>Follows up with candidate to help navigate him through acceptance and on-boarding </li></ul><ul><li>Arranges candidate dinners, cocktail receptions, etc. among new teacher candidates in clusters, portfolio schools, with mentors with their new teaching team </li></ul>(1) Human Capital Relationship Management
  14. 14. Recruitment Strategy (1) Human Capital Relationship Management HCRMs’ Ancillary Responsibilities <ul><li>Attend TFA and DC Fellows Recruitment Events </li></ul><ul><li>Develop high-quality recruitment collateral (brochures, video, interactive web site, t-shirts, water bottles, note pads) </li></ul><ul><li>Strengthen relationship with target Education Schools </li></ul><ul><li>Plan closed target events for in-house referrals </li></ul><ul><li>Run referral bonus programs </li></ul><ul><li>Organize new candidate sell days </li></ul>
  15. 15. Recruitment Strategy (1) Human Capital Relationship Management Bottom line: <ul><li>HCRMs are relentlessly committed to finding the right person for every classroom; they are compensated commensurate with the level of service they provide principals in this regard. </li></ul><ul><li>Hyper-investment of resources in up-front decision-making around recruitment-selection-placement phase for candidates will ensure higher levels of teacher success later. </li></ul>Compensation: <ul><li>Base salary at market rate </li></ul><ul><li>Bonus potential up to $20k driven by principal evaluations of candidate quality (after 1 yr.); teacher’s students’ assessment results (after 1 yr, 2, yrs, etc.) </li></ul>
  16. 16. Recruitment Strategy Multi-pronged Recruitment and Retention Strategy Core Strategies to Deliver Value Proposition: <ul><li>New structure for recruiting, selecting and placing new hires: </li></ul><ul><ul><li>(1) Client-oriented candidate relationship manager team paid for performance </li></ul></ul><ul><li>Aligning professional development, compensation, and evaluation around taking back teaching as a profession: </li></ul><ul><ul><li>(2) Create tangible value for teachers through strategic partnerships </li></ul></ul><ul><ul><li>(3) Performance pay </li></ul></ul><ul><ul><li>(4) Significant financial investment in ongoing support and pathway development to grow and retain top performers </li></ul></ul>
  17. 17. <ul><li>Create Opportunities for Teachers to Be Recognized and Rewarded </li></ul><ul><li>Monthly Breakfasts with prominent DC movers & shakers to reward success </li></ul><ul><li>Fourth Friday Nights is teachers night – 20% off at participating restaurants (critical mass of restaurants) </li></ul><ul><li>Monthly Speaker Series events from exciting speakers exclusively for teachers. (Speakers might include academics, elected officials, heads of industry) </li></ul><ul><li>Discounted Gym Membership (partnership with network of gyms, a la Washington Sports Club) </li></ul><ul><li>Free Entry to Museums & Cultural Institutions </li></ul><ul><li>Ongoing Teacher discounts at participating stores (partnership with chamber of commerce) </li></ul><ul><li>School Open Houses & Cocktail Receptions </li></ul><ul><li>Organized outings for teachers & families </li></ul><ul><li>Weekly spot dedicated to education on a local public access network </li></ul><ul><li>Work with banks to get down payment assistance for teachers who have worked in the system for 5 years. </li></ul><ul><li>Teacher of the Month (Media blitz in local papers in school neighborhood around Teacher of the Month; pictures at Subway Stations & Bus Shelters in our school neighborhoods; local stakeholders (ie: leaders of religious institutions, businesses community organizations & parents) invited to Teacher of the Month celebrations; opportunity for Teacher of the Month to be recognized by/dine with prominent DC leader (e.g. Michelle Obama) </li></ul>Recruitment Strategy <ul><ul><li>(2) Creating tangible value for teachers through strategic partnerships </li></ul></ul>
  18. 18. <ul><li>Merit pay would significantly enhance this recruitment plan and would markedly improve retention of quality teachers, minimizing the ongoing need for recruitment of new teachers. </li></ul><ul><li>Absent the merit pay provision in Rhee’s proposed contract, our plan is still viable. We have built our plan around the assumption that the contract may be politically untenable. </li></ul><ul><li>That said, rigorous and consistent implementation of PPEP review and dismissal of low performers is vital to our recruitment strategy’s success. Aligning our candidate evaluation rubric to the PPEP is of paramount importance. Candidates coming in should be measured against these same metrics. Performance pay should be aligned to these metrics. </li></ul><ul><li>Additionally, the district should pursue a policy of financially incenting great veteran teachers to join teams in the most struggling schools and should incent math/science/special education certified teachers with financial reward. </li></ul>Recruitment Strategy (3) Performance pay Show Them the Money!
  19. 19. <ul><ul><li>Urban Teaching Academy that provides rigorous, ongoing training and support </li></ul></ul>Recruitment Strategy <ul><ul><li>Selective fellowship opportunities for experienced teachers </li></ul></ul><ul><ul><li>Teaming teachers strategically within schools </li></ul></ul>Barack Obama Fellowship for DC Teaching Excellence Fellowship for high-achieving teachers with at least 2 years experience in DCPS & 5 years overall. The fellowship would provide a $20,000 stipend and 2 years of additional professional development support to 15 teacher each year from a major philanthropic partner. Fellows, in exchange, mentor 2 to 5 new, inexperienced teachers in their school, serving as instructional coaches and mentors. Modeled after Teacher U in NYC, DC Urban Teaching Academy with provide opportunities professional develop for 2-4 yr teachers. (3) Ongoing support and pathway development Requirement for new teachers (e.g. TFA/DCTF Corp Members) to team with a veteran teacher in their schools for their first year, in order to ensure (1) quality modeling, coaching and evaluation of new hires, and (2) that new teachers receive the support and guidance they require to feel maximally successful during their first few years in the classroom.
  20. 20. Recruitment Strategy Implementation Plan and Timeline Action item Date <ul><ul><li>Assess technology needs to upgrade Teacher Track to accommodate data-management aspect of HCRM’s role; upgrade technology </li></ul></ul>February- August, 2009 <ul><ul><li>Conduct in-house inventory of current recruitment personnel; invite to interview for HCRM role. </li></ul></ul>March-May 2009 <ul><ul><li>Recruit Director of Human Capital Management and Strategic Partnerships </li></ul></ul>March-May 2009 <ul><ul><li>Recruit, on-board, train remaining HCRMs </li></ul></ul>May-August 2009 <ul><ul><li>Develop new collateral and web portal 2.0 </li></ul></ul>March-August 2009 <ul><ul><li>Roll out referral bonus program </li></ul></ul>March 2009 <ul><ul><li>Summer planning meeting for new HCRM team with cluster Superitendents </li></ul></ul>August 2009 <ul><ul><li>Pursue strategic partnerships, philanthropic partners (for fellowship, etc.) </li></ul></ul>Ongoing 2009-10 <ul><ul><li>Summer/fall market push: visit TFA alumni events, etc. </li></ul></ul>Fall 2009 <ul><ul><li>Build and roll out DC Urban Teaching Academy </li></ul></ul>2010-2011 <ul><ul><li>Build capacity to honor and parade teachers locally </li></ul></ul>September onward
  21. 21. Recruitment Strategy Break-Down of Budget-Forward Projected Fall 2009 Hiring Needs Budget New teachers Source New teacher hires 2008 Projected new teacher hires 2009 % of new teachers TFA Corp 55 60 13.3% DCTF 110 120 26.6% Traditional Ed School recent grads 291 80 17.8% Experienced teachers TFA Alums from other areas 30 7% DCTF Alums N/A Experienced Ed School Grads 160 36% TOTAL New Hires Needed 456 450 100%
  22. 22. Recruitment Strategy Proposed Budget 2009-2010 Budget With Director HC/SP Without Director HC/SP Director of Human Capital/Strategic Partnerships $ 100,000 $ - HCRM (5) $ 300,000 $ 300,000 Bonus $ 50,000 $ 50,000 Benefits $ 160,000 $ 120,000 OTPS (10% Administrative Costs) $ 40,000 $ 30,000 Recruitment Collateral Upgrade $ 60,000 $ 80,001 Reruitment Event Costs $ 14,250 $ 14,250 Candidate Travel $ 42,750 $ 42,750 Referral bonus program $ 75,000 $ 75,000 Upgrade of online recruitment platform $ 10,000 $ 10,000 TNTP/TFA Recruitment-Selection Fee $ 495,000 $ 495,000       Total $ 1,347,000 $ 1,217,001 Avg. Cost/Teacher $ 2,993 $ 2,704 TNTP/TFA Avg. Cost/Teacher $ 3,000 $ 3,000 DCPS In-house Recruiting Avg. Cost/Teacher $ 2,989 $ 2,533
  23. 23. Recruitment Strategy Questions?