STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Chicago

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STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN Chicago

• Overview Steve Kimball, SMHC/CPRE/Univ.
  Wisconsin
• Panel Hill Hammock Monica Santana
  Rosen,
• Chicago Public Schools
• November 18, 2008

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Session Overview

• CPS human capital case study highlights by Steve
  Kimball
• District perspective of key components of human
  capital strategy by Hill Hammock, Chief
  Administrative Officer of CPS and Monica Santana
  Rosen, Talent Management Officer of CPS

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CPS Context

• Third largest in nation 410,000 students, 25,000
  teachers, 600 principals in 480 elementary and
  120 high schools
• Decentralization Local School Councils and
  principal hiring discretion
• Well into third wave of education reform
  focusing on instructional quality

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District Improvement Strategy
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Talent Acquisition, Teachers

• Challenges historical vacancies, low
  applicant/position ratio, gaps in teacher quality
  and specialized fields
• Response new recruitment strategy with job fairs
  summer fellowships, outreach to training
  programs within 500 mile radius, new talent
  pipeline programs (e.g., Chicago Teaching
  Fellows, Teach For America, Academy for Urban
  School Leadership), and Early Hiring initiative

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Talent Acquisition, Principals

• Challenges no control over hiring, weak state
  licensing requirements, self-selection,
  pre-service training inadequate for demands of
  urban school leadership
• Response Active recruitment strategy with
  national, area, and internal focus strengthened
  eligibility requirements partnerships with local
  and national pipeline programs (NLNS, UIC,
  TFA/Harvard)

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Talent Management, Teachers

• District wide induction program and pilots for
  PAR model (10 schools) and UC Santa Cruz New
  Teacher Center (2 Areas)
• Pilot for new teacher evaluation system based on
  Danielson Framework
• National Board support and pay incentives
• Chicago TAP Teacher Incentive Fund grant focused
  on TAP model for up to 40 schools

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Talent Management, Principals

• Update competency model applied to eligibility,
  screening and matching of principal candidates
• Performance management initiatives with new
  evaluation approach and possible performance pay
• Also, central office staffing, performance
  management, and pay reforms

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Restructuring HR Operations

• Implemented new Human Resources Information
  System to streamline transactions
• Cross-functional teams
• Service focus HR as partners to schools
• Centralized call center
• Regional Centers one-stop HR shop
• Outcomes focus performance measures

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Results

• Teacher academic qualifications of new recruits
  has improved dramatically
• Hiring has become more selective
• Low teacher vacancies reduced by 40 from
  2004-05 to 2006-2007 now 2
• For principals over 350 passed tough new
  eligibility process, 194 graduates of new
  pipeline programs are currently principals

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Lessons Learned

• You dont just have to play the hand thats
  dealt recruitment and selection creativity is
  possible
• HR reforms, including staff changes, streamlining
  and service orientation is manageable
• SMHC agenda can anchor district improvement
  strategy

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What to watch for in CPS?

• Increasing content certified teachers for middle
  grades
• Innovative school turnaround effort
• Performance pay for teachers and principals?
• Aligning HR systems around key competencies for
  teachers and principals?