Recruitment and retention and the role of governors
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The document discusses the role of governors in teacher recruitment and retention. It notes that experienced teachers improve student outcomes and make colleagues more effective. Governors should ensure clarity of vision and strategic direction. To aid retention, governors should review policies like whistleblowing, staff absence data, and exit interviews. In recruitment, governors should be involved in hiring head and SLT positions and marketing the school's vision. Overall, attracting and retaining high quality teachers by prioritizing culture and wellbeing helps a school's success.
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The document discusses the roles and responsibilities of school governors. It notes that governors help shape the strategic direction of the school, provide leadership experience, and help ensure the school is well governed. Some of the challenges mentioned for staff governors include representing staff views while not acting as a union representative, balancing reporting to staff with challenging senior leadership, and avoiding conflicts of interest. The document also distinguishes between strategic governance tasks like approving budgets and strategic plans, versus more operational tasks like health and safety inspections.
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The document discusses how to manage cultural changes when organizations merge or expand. It emphasizes the importance of transparency about the reasons for and details of the change. Communication with staff, parents, and the community should be frequent, consistent, honest, and continue even after the initial announcement. Both cultures should be respected and the best practices from each adopted. The transition should aim to create buy-in from stakeholders so everyone feels part of the new organization and culture.
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This document outlines the job specifications for a deputy head role at a secondary school. It lists the core purpose of the role, required experience such as at least 3 years experience as a deputy head in a secondary school and SLT experience in a post-16 setting. It also lists the essential skills, abilities and knowledge needed like the ability to further develop the vision and valuing diversity. The education requirements include a good honors degree and NPQH or LPSH qualification. It cautions against thinking essential requirements aren't essential and provides tips for applicants such as not leaving the application till the last minute and answering what is asked in the application form.
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This document outlines the job specifications for a deputy head role at a secondary school. The core purpose of the role is not defined. Relevant experience includes at least 3 years as a deputy head in a secondary school and SLT experience in a post-16 setting. Key skills and abilities are the ability to further develop the vision and valuing diversity. Educational qualifications include a good honors degree and NPQH or LPSH qualifications are desirable. The document provides advice that thinking essential qualifications are not truly essential, to avoid leaving the application till the last minute, and to fully answer the questions asked rather than rushing through.
Principles & personal attributes individuals should bring to the board
The document discusses principles and personal attributes that individuals should bring to a board. It outlines the 7 principles of public life known as the Nolan Principles, which are selflessness, integrity, objectivity, accountability, openness, honesty and leadership. It also discusses the "Seven Cs" competency framework for governance which are commitment, confident, curious, challenging, collaborative, critical and creative. Additional attributes mentioned include providing challenge and support, pulling their own weight, understanding strategic vs operational differences, being a team player, not being afraid to speak up, managing conflicts of interest, and understanding duties.
Competency framework one person b
This document outlines the competency framework for governance. It lists knowledge and skills that are needed by at least one person, including accountability for educational standards and financial performance. Specific areas of knowledge mentioned are educational improvement, rigorous analysis of data, financial frameworks and accountability, and staffing and performance management. Details are provided on the types of knowledge required relating to each of these areas.
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The document outlines six key features of effective governance for chairs: strategic leadership, accountability, people, structures, compliance, and evaluation. For each feature, it provides detailed descriptions of the knowledge and skills needed, such as setting direction, ensuring accountability for educational and financial performance, building an effective team, understanding roles and responsibilities, ensuring compliance with regulations, and facilitating regular evaluation. The document serves as a competency framework to guide chairs in strengthening their governance.
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The document outlines a competency framework for effective school governance. It details 6 key features that effective governors should possess: 1) strategic leadership, 2) accountability for educational standards and financial performance, 3) building an effective governing team, 4) clear governance structures and roles, 5) compliance with legal and regulatory requirements, and 6) regular evaluation of self and board effectiveness. Each feature is further broken down to provide specific knowledge and skills governors need to demonstrate competence in that area, such as setting strategic direction, rigorous data analysis, financial oversight, and management of risk.
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The document provides information about the governor and headteacher appointment processes in schools. It discusses that governors are responsible for appointing heads and involved in appointing senior leadership teams. The headteacher appointment process begins well before an advertisement and involves reexamining the school's vision. A panel is appointed to lead the process. Similarly for SLT appointments, the head is involved and governors provide input. More details are given on creating job specifications and interviewing candidates. The role and responsibilities of governors, heads, and staff are outlined.
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Recruitment and retention and the role of governors
- 1. Governing Matters @5Naureen Naureen Khalid Recruitment and Retention and the Role of Governors
- 2. Governing Matters @5Naureen Naureen Khalid
- 3. Governing Matters @5Naureen Naureen Khalid What do governors do? Three core functions: Ensuring clarity of vision, ethos and strategic direction Holding the school leaders to account Overseeing financial performance and ensuring money is well spent
- 4. Governing Matters @5Naureen Naureen Khalid
- 5. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Recruitment and Retention
- 6. Governing Matters @5Naureen Naureen Khalid Teachers get better over time More experienced teachers improve academic and non-academic outcomes Very experienced teachers are particularly effective at reducing absence of the most vulnerable pupils Experienced teachers make their colleagues more effective Weston, David. 2019. Getting better teaching . Part 1. Teacher experience https://tdtrust.org/getting-better-teaching-part- 1-teacher-experience
- 7. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 8. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 9. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 10. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 11. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 12. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 13. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 14. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 15. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 16. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 17. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention Whistleblowing Policy Staff Absence Data Exit Interviews
- 18. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Retention
- 19. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Recruitment
- 20. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Recruitment Head/SLT posts Leave the rest to the head to manage
- 21. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Recruitment Marketing Communication Advertisement Short listing Interview and feedback
- 22. Governing Matters @5Naureen Naureen Khalid
- 23. Governing Matters @5Naureen Naureen Khalid Governors’ Role in Recruitment and Retention Be clear about our ethos and vision. Know culture is of huge importance Attract the best people by looking at the whole recruitment process Look after staff wellbeing which will aid retention
- 24. Governing Matters @5Naureen Naureen Khalid