Uploaded byMark S. Steed
A New Model for Talent Management in Schools
The document discusses a new talent management model for schools, presented by Mark S. Steed, highlighting the need for a shift in recruitment and retention practices to address teacher shortages globally. It introduces the 'tours of duty' model, which encourages career development through fixed-term roles, facilitating both individual growth and organizational resilience. The presentation also emphasizes the importance of creating a strong employer brand and nurturing internal talent pipelines to attract and retain skilled educators.
More Related Content
Similar to A New Model for Talent Management in Schools
More from Mark S. Steed
A New Model for Talent Management in Schools
- 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 Modelfor 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 GlobalRecruitment Crisis
- 4. The global context: Teacher and SchoolLeader 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 MARKETIN 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 shortageof specialist teachers
- 7. The global context: Teacher and SchoolLeader shortages
- 8.
- 9. Millennial Teachers The enigma thatis the Millennial teacher
- 10. Millennial Teachers #promotion ‘Millennials got somany 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.
- 12. Millennial Teachers Millennial #values For Millennials, it’snot just about the money Work-life balance Making a difference Values and Activism Personal Development
- 13. Millennial Teachers Millennial #values ‘What training andprofessional learning will be available for me at Kellett?’ ‘What opportunities are there for career progression at Kellett?’
- 14. Why? 2 reasonswhy we need a new model
- 15.
- 16.
- 17. TheOld Contract 4 centurions in 7years 100 terms = 33 years and 1 term
- 18.
- 19. TheOld Contract Tools 36 point payscales! Putting through threshold TLR/ additional non-contact time. Recruitment and retention allowances Hanging onto your talent
- 20. Tours of DutyModel
- 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: KellettHK 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: KellettHK 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 “Ourapproach 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 area 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.
- 29.
- 30. Role Present Incumbent No orShort 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 weidentify 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 DeputyHead 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 Headof House How do you make the leap to the next level?
- 35. Creation of Training Roles Assistant Head Deputy Head Subject Lead Howdo you make the leap to the next level?
- 36. “Some will takeon positions of responsibility within the school, but some will move on; and that’s acknowledged by everyone.” Talent Pipeline: Progression
- 37.
- 38. Become a talentmagnet
- 39. Become a talent magnet: Buildyour employer brand
- 40. Become a talent magnet: Buildyour employer brand “Put as much energy and time into recruiting teachers, as you put into pupil recruitment.”
- 41. Become a talent magnet: Talkabout 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: Talkabout 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: Talkabout your approach https://www.kellettschool.com/working-at-kellett/hr https://www.youtube.com/watch?v=LIgc-uknddo
- 44. Become a talent magnet: Celebrateyour 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: Talkabout your values Commitment to Staff Wellbeing
- 46. Become a talent magnet: Talkabout your values Commitment to Diversity & Inclusion Staff Driven Activism
- 47. Become a talent magnet: Talkabout what it is like to work at Kellett https://www.kellettschool.com/working-at-kellett/hr
- 48. Become a talent magnet: Don’tforget 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’tforget your alumni
- 50.
- 51. Mark S. SteedMA (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
Editor's Notes
- #6 Here are how the ISC Research Global Projections looked in January 2020. These will no doubt change because of the impact of coronavirus, but how they will change, the sector is yet to know. ISC Research is continuing to track the market and gather data helping schools and supporting organisations to understand market change. ISC Research values all the insights that international schools can share in order to provide accurate analysis of the impact to international schools the world over. ISC Research will, in turn, continue to share as much as it can with all international schools.