Principals as people managers

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Principals as people managers

• Vasanthi Srinivasan

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Changes in the environment impacting schools

• Rapid technological change
• Societal expectation
• Rights perspective to education
• Changing demographics
• Talent shortage

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Therefore..

• People are the single source of differentiation
  in schools
• Aspirations need to be managed well
• Opportunities need to be created
• Continuous learning to be fostered
• Handling non performers/performers/high
  performers
• Managing your stakeholders (alumni, parents,
  prospective parents, regulators)

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Leadership and Management in Schools

• Academic institutions have two distinctive
  elements academic and administrative
• Balance two perspectives --- education and
  finance
• Manage peers rather than subordinates
• There is a shared leadership and institutional
  leadership at all times personal leadership is
  unlikely to be successful

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• Being Fair and Being seen to be fair are the two
  challenges in leadership
• Three kinds of justice
• Outcome justice
• Procedural justice
• Interpersonal or interaction

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Conceptualizing what you do

• How would you describe what you do??

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Conceptualizing what we do..

• Planning
• Organizing
• Structuring
• Budgeting
• Forecasting
• Implementing
• Setting standards
• Controlling/monitoring

• Leading
• Motivating
• Evaluating
• Directing
• Communicating
• Co-ordinating
• Empowering
• Delegating/coaching

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HOW DO WE STRUCTURE WORK IN ORGANIZATIONS?

• JOBS
• Tasks
• Outcomes
• Measurable
• Current performance
• Professional skills

• ROLES
• Expectations
• Behaviours
• Intangible
• Potential
• Life skills

Performance is jobs and roles. It is about
outcomes and behaviours that contribute to the
outcomes. It is the What and the How
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Key responsibility in managing people

• Managing assessment
• Selecting and assigning the right person for the
  right job
• Managing performance
• Setting objectives and providing support to
  deliver superior performance
• Managing development
• Creating opportunities for growth and development
• Managing discipline
• Creating norms and enforcing rules and policies
  which are enabling performance

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Heart of HR

• Position analysis what is a position expected
  to do?
• What are the tasks/activities and
  roles/responsibilities expected?
• What are the qualities needed in the person to do
  the job?
• What should we pay the person?

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Performance management

• Intimate intertwining of jobs and roles
• performance is about outcomes and behaviours that
  contribute to outcomes
• PMS measures outcomes competency mapping process
  measure behaviours but they need to be tied in to
  development plans for employees

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Performance management

• Goal setting
• Coaching
• Appraisal and evaluation

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GOALS

• Annual goals
• Institutional /process goals
• Personal development goals

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HOW TO????

• Pick three or four critical goals only
• Goals need to be cascaded.
• look at responsibility within a goal not just
  activity
• recognize at a team level the interdependencies
  --- factor this in goal setting

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Measurements

• set criteria for measurement on responsibility
  and activity
• Are not static
• need to change otherwise you are not growing
• measurements on processes require consistent
  observation, collection and documentation across
  members
• Spend one meeting at the beginning of the year on
  measurements

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How to?

• Review goals, measurements periodically
• (personal preference quarterly)
• Your operations meeting are the points where you
  can do assessment on qualitative dimensions
• document document document document document

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How to?