HR for Schools
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School HR Over Time
Trailblazing schools put HR high on the agenda.
When people talk about a school's reputation, they're really talking about the product of a school's HR.
How we
Operate
Very inclusive facilitation - voices that aren’t always heard were brought to the fore.
She listens, inspires, and appreciates.
From day one, she brought about a sense of steadiness among the team members
and a strategic direction which was much needed.
Her deep belief in the power of trust across cultures and
strong work ethic is contagious.
She masterfully navigated the complexities of international collaboration, connecting
seamlessly with our diverse teams.
Insightful, goal oriented and understands the culture of education very deeply.
Not only brings unparalleled expertise to the table but also the unique ability to
bridge cultural and linguistic gaps.
Working with Laura brought about momentum...
There was a big support for the team…
Everyone saw the impact on the way HR is run.
There was research and exploration together which was very bespoke to our school.
The cost of replacing one teacher
in a school is approximately
$21,000 + 22 leadership hours
Middle leaders in schools are at the highest risk of resignation, and 60% leave because of a lack of career progression. Enter HR!
Schools have a fantastic opportunity to put in place the kind of HR infrastructure that makes the school a magnet for amazing talent and secures the school's reputation with prospective parents.
These are areas you may want external support on depending on the capacity and strength of your internal HR team:
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Induction and Onboarding
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Talent Planning
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Personalized Leadership Development
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Employee Relations and Compliance
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Value Propositions
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Assessment Centers and Behavioral Interviews
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Personalized Performance Management
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Annual Strategic Planning and Goal Setting
The Agenda
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Morale issues resulting from inequities around workload are escalating.
What robust and agreed feedback structures are in place as part of performance management?
Remaining competitive internationally for the best teachers is getting harder.
How often is authentic, effective, tech enabled sentiment tracking being actioned?
The appraisal system is outdated and managers don't use it consistently.
What level of workforce planning and internal comms is in place?
Leadership is spending more time on HR than anything else.
Is the school HR lead certified, trained, and appropriately led and could an interim HR ‘business partner' solution be a good fix?
Staff complaints are all coming straight to the Principal/Head of School.
How much personalized management skills training is offered to new department heads?
Talent planning isn’t high on the agenda but we’re living in fear of vacancies.
How often are talent management and workforce planning conversations happening?
The offer to candidates is generic and not competitive enough -
we need to be irresistible to all candidates.
Has an internal team developed and agreed on a Value Proposition?
Strong agendas from teachers sometimes clash with parent/student worldviews.
Which are the competencies and attitudes that predict success at the school and which can be grown?
Heads of department feel isolated and are missing recognition.
What paradoxes or challenges do incoming teachers/administrators need to understand about the realities of leadership roles at the school?
The PD budget is increasing but the school doesn’t seem to get much benefit from the programs the teachers complete.
How does the school expose people to the in-house masters so they can benefit from their expertise?
We talk a lot about intercultural agility and global citizenship as a key skill for our students but some of our own staff lack this competence.
What are the ‘future of work’ assumptions? Is there consensus on those?