1. HOUSTON INDEPENDENT SCHOOL DISTRICT Human Resources Department Update for Principals 11.7.12 HOUSTON INDEPENDENT SCHOOL DISTRICT

2. Today’s Agenda  Our New Structure  How Human Resources Will Support You  Next Steps

3. Pink Elephants in the Middle of the Room THE POOL and THE TOOLS

4. 4 Our Mission, Vision and Core Values People-DrivenServiceFocus on Results Continuous Improvement Determination Core Values Vision Statement The employer of choice for those committed to building the future through education. Our mission is to advance world-class human resource practices and build a culture of growth across the district to attract, develop, and retain top talent in education. Our mission is to advance world-class human resource practices and build a culture of growth across the district to attract, develop, and retain top talent in education. Mission Statement

5. The core work of HR aligns to these priorities. Acquiring talent Helping principals get the best teachers in the door Developing and supporting talent Helping principals maximize their talent Ensuring that the district keeps its best and exits its worst Helping principals use performance data to make swift and smart staffing decisions  Accurately evaluating how talent is performing Helping principals assess performance using clear and rigorous standards

6. This year, we’re holding ourselves accountable for the following goals. We are making it easier for you to hire great teachers quickly and easily. We are making it easier for you to evaluate the performance of your teachers and to help them grow and develop. We are helping you keep your best teachers and making it as simple as possible for you to remove teachers who aren’t meeting your standards.

7. 2012-13 HR Organizational Chart Talent AcquisitionHuman Resources Business PartnersCompensation and RewardsLeadership DevelopmentProfessional Support and DevelopmentHuman Capital AccountabilityOperations

8. Human Resources and the Office of School Support are working together to provide support to appraisers CSOs and SIOs, in collaboration with Human Resources, are developing a year-long professional development curriculum for school leaders on strategically staffing their schools and accurately assessing teacher performance so that they increase the number of effective teachers on their campuses. Human Resources is working together with CSOs and SIOs to inform principals and appraisers about the continuous improvement efforts to recruit, select, develop and retain a high-quality teaching force, allowing for a streamlined and efficient communications vehicle.

9. Academics Provide curriculum, instructional strategies and district-approved assessments and guidance for specific groups of teachers School Offices SIOs serve as coaches to help you meet your goals Finance Provide financial support for early staffing Information Technology Improve appraisal and development system tools to make them more user- friendly Communications Keep you and your campus informed about important milestones and resources Other HISD departments play a unique role to support you as you build a strong team of teachers on your campus.

10. 2012-2013 Smart Retention Goals 1.At least 95 percent of our Highly Effective teachers are retained district-wide. 2.No more than 15 percent of teachers with ratings of Ineffective are retained district-wide. 3.At least 85 percent of schools meet a minimum bar for accuracy in appraisal ratings.* We’ve set districtwide goals to make sure we’re taking action to keep our promise of providing rigorous instruction to every student. * 2012-13 CGI and IP rating percentile rankings must be within 40 percentile points of each other. 32% of schools did not meet this bar last year based on projections from 2010-11 EVAAS data.

11.  Building a larger, higher-quality candidate pool  Streamlining the hiring process so the candidates you want to hire sign contracts more quickly  Putting more selection and staffing power in the hands of principals  Offering recruitment incentives and early notification incentives  Introducing the AppliTrack system Priority #1: Helping you hire great teachers quickly and easily

12. Candidate appliesHR screens Candidate enters pool Principal interviews Principal offers contract Candidate accepts HR verifiesHR confirms hire Candidates enter pool in 3 business days or less Significantly cut steps for candidates to enter the pool, reducing time to pool from ~40 days to 3 days or less Empower principals by focusing selection resources on school-level selection and allowing principals to give contracts directly Candidates confirmed for hire in 7 business days or less Our revised selection and staffing process will get strong candidates in front of principals and hired faster.

13. Human Resources Use centralized screening process to create large, diverse, quality pool Provide principal great customer service through Support: staffing planning, optional training; cultivate new hires Tools: interview guides, scoring rubrics, etc. Info: candidate referrals, data on all candidates Principals Conduct a rigorous interview process Inform HR of staffing needs quickly Provide data and feedback on candidates interviewed Make offers quickly Plan to staff early Leverage resources (stipends, templates, tools, etc.) Work with school teams to cultivate hires and candidates SIOs Identify principals that need tools, training, support Encourage principals to avail themselves of resources Hold principals accountable for staffing well Through the new structure, Human Resources, School Offices and Principals will work together to:

14. AppliTrack – Applicant Tracking System We’ve used the feedback from applicants, teachers and school leaders to guide us in selecting a user friendly system that allows us to recruit and select candidates. Our new AppliTrack system will allow you as Hiring Managers to: Review detailed candidate data housed in one place Search applicants by certification / other desired criteria View all candidates who have not accepted an offer Schedule interviews with candidates from the system Extend offers / contracts from within the system We’ve also obtained a powerful new tool to track vacancy data and manage candidate applications.

15.  Maintaining a high standard for effective teaching districtwide  Helping principals give teachers regular feedback about strengths and development areas  Providing access to a wide variety of development resources that are tailored to your school’s specific needs  Including student learning outcomes in teachers’ appraisals Priority #2: Evaluate your teachers and help them grow and develop

16. SupportsDescription Appraiser Skill- building Trainings are available to you and your appraisal teams throughout the school year. School Support Visits You can contact perfmgmt@houstonisd.org to request a site visit.perfmgmt@houstonisd.org Online Tools New online applications are available to help manage appraisal responsibilities. Refined TDS Structure TDS will deliver tiered support to campuses that will include support for school leadership teams. Video Exemplars Video Exemplars are available along with resources on how to implement effective practices. HISD eLearn HISD’s new learning management system that will be the one-stop shop for the district’s online professional development offerings. As you determine what type of support your teachers need, we’re here to help.

17. Priority #3: Helping you keep your best teachers and remove persistently poor performers  Giving you retention tools to help you keep great teachers and attract new talent  Building new career pathways and compensation structures  Attracting great teachers to high-need schools  Giving you the tools needed to remove persistently low performers

18. Retention strategies work: Nationally, top teachers who experience 2+ retention strategies plan to remain teaching at their schools for 50% longer (2 more years). Feedback & Development Recognition Responsibility & Advancement Resources Low-Cost Retention Strategies for High-Performers Low-cost retention strategies defined as those that influence planned school retention of Irreplaceables. Population includes high performers only. Here are a few of the simple retention strategies that are proven to help you keep your top teachers.

19. November/ December January/ February March/ April May/ June Recruitment and Selection Appraisal and Development Smart Retention Calendar of Key Activities for 2012-13 Launch Applitrack and Recruitment Website Goal Setting Conference (10/19) Fall Data Reports (11/5) Fall Check-Ins (11/12-30) Begin building pool Begin identifying vacancies and selecting candidates Ongoing skill-building and teacher observations Progress Conferences (1/25) Final IP/PE Ratings (4/26) End of Year Conferences (5/6) End of Year Data Reports (6/3) Mid-Year Data Reports (2/8) and File Review

20. For questions, support and assistance, contact us at Human Resources Department Level 1NW 4400 West 18 th Street Houston, Texas 77092 713-556-7400