STANDARD FOUR- HUMAN RESOURCE LEADERSHIP
School executives will ensure that the school is a professional learning community. School executives will ensure that processes and systems are in place that result in the recruitment, induction, support, evaluation, development and retention of high-performing staff. The school executive must engage and empower accomplished teachers in a distributive leadership manner., including support of teachers in day-to-day decisions such as discipline, communication with parents, and protecting teachers from duties that interfere with teaching. They also must practice fair and consistent evaluation of teachers. The school executive must engage teachers and other professional staff in conversations to plan their career paths and support district succession planning.
4A. Professional Development/Learning Communities
The school executive ensures that the school is a professional learning community.
The school executive ensures that the school is a professional learning community.
During my internship this year, I was able to team up with the office of professional learning to provide a Kickoff PLT PD for all staff. Feedback received from teachers help the instructional facilitator, literacy coach and myself plan our next in house PLT PD. I had the opportunity to create and facilitate the PD to staff. I also created a common agenda and data analysis form that grade levels would use in the PLTs to have the right data-driven discussions. Together with grade level teams we designed a PLT Smart Card focused on the 4 Richard Dufour Questions. The Smart Card provides a description of the Dufour questions, guiding questions for teachers and possible data points and resources to gather data.
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Throughout the two-year program, I had various opportunities with NCSU, Principal Fellows, and WCPSS to engage in professional and personal learning to enhance my abilities as a school leader. NCSU Principal Fellow provided me with opportunities to analyze and reflect on my leadership skills and beliefs, through trainings like the Equity Collaborative and TregoEd. These trainings allowed me to think critically about racial equity and my decision making skills. The WCPSS Administrative Intern Institute exposed me to key district leaders and support in being an effective school leader. The professional learning experiences I have engaged will improve how I respond to instructional practices and programs.
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As part of NCSU coursework, together with my peers, we developed a Professional Development guide, focused on Professional Learning Teams. The guide outlined specific professional learning experiences focused on PLT topics for the entire school year. Sustainable change takes time. As a leader, having a plan in place on how to create effective professional learning teams is essential to ensuring that apart of the school's culture is engaging and functioning as a professional learning community.
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4B. Recruiting, Hiring, Placing and Mentoring of Staff:
The school executive establishes processes and systems in order to ensure a high-quality, high performing staff.
The school executive establishes processes and systems in order to ensure a high-quality, high performing staff.
At both Oberlin Middle and Oakview Elementary, I had the opportunity to be apart of the interview and hiring process of new staff. The interview team consisted of administration, a grade level representative and support staff. As members, we had the opportunity to ask candidates questions regarding their skills, qualification and values. Currently at Oakview, we have 4 positions that we are hiring for a 1st, 3rd and two 5th grade positions. A spreadsheet was created for interview team members to keep notes on for future reference in making final hiring decisions.
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In ELP 553, Human Resource Management, I learn about the current state of recruiting, hiring, onboarding, and mentoring staff members at both the district and school levels. Part of the coursework required me to create Human Resource Management Plan where I engaged in researching best practices, comparing best practices to my residency site and offering recommendations for practices that would benefit the school.
The recruitment and retention of highly effective teachers is a constant duty of school leaders. We were challenged by Dr. Jackson to make a recruitment video that described the benefits of becoming a teacher in North Carolina. My group decided to highlight a highschool teacher prep program to encourage high school students to join the teaching profession. In this video, we describe the program and show testimonials of both my peer and I who had the chance to participate in similar programs when we were in high school. |
4C. Teacher and Staff Evaluation:
The school executive evaluates teachers and other staff in a fair and equitable manner with a focus on improving performance and, thus student achievement.
The school executive evaluates teachers and other staff in a fair and equitable manner with a focus on improving performance and, thus student achievement.
Throughout my internship at Oberlin Middle and Oakview Elementary, I had the opportunity to work with the principal and assistant principals to complete teacher pre-conferences, post-conferences and observations with guidance. I had the opportunity to observe K-5 teachers and 6-8 teachers.