21909339284_de3402470f_bIn a previous blog post, I discussed the importance of using enterprise resource planning (ERP) tools to make timely, data-based decisions in K-12 school districts. Now let’s talk about the human resources (HR) capabilities within these tools.

Demands for hiring, developing and maintaining quality teachers and staff have never been greater. With HR tools, the HR team can proactively enable district leaders to recruit and retain quality faculty and staff at a time when that process has become increasingly complex. Student achievement measurements, digital education implementations and stiff competition for great talent are all contributors in making this task extremely difficult. Districts must utilize data-handling tools to help them perform the following functions:
•Support the new teacher selection process
•Respond to state assessments and other reporting mandates
•Provide necessary updates and retool current approaches
•Facilitate interviews
•Utilize effective screening tools to economize district resources including time and money

HR compliance is an ever-evolving duty that includes coordinating and harnessing a wide array of moving parts. This is especially the case as mandates, goals and teaching methodologies continue changing to meet educational needs that also are evolving. The HR function must constantly keep processes and tools in line with these progressing pedagogical trends, certifications, professional development needs and so forth.

One area where HR tools can help is the interview process. Too often, this process is time-consuming and fails to provide a good measure of an applicant’s competency. To improve this process, the district’s HR tools should have data available to the interviewer that synthesizes various inputs, experiences and behaviors in a manner that gives the interviewer a clearer handle on an applicant’s capabilities. Not only will this provide a better platform for the interview, but it will also help the interviewer focus on key areas of need.

Talent management is yet another area in which an improved data management solution can help districts measure, motivate and reward talent. After all, the districts who keep the best teachers get the best student results. But teacher recruitment, selection and retention must be performed efficiently if it is to be done effectively. District goals, priorities and preferences must align with the interests and inclinations of prospective teachers and administrators. At a time of such diversity and transition, this hiring criteria is crucial.

Three attributes of a good talent management solution will help a district achieve its goals. A good talent management system will:
1.Provide real-time, global visibility into a district to enable more strategic talent decisions
2.Unify performance measurements and compensation processes with the core HR system for better visibility, flexibility and control
3.Identify opportunities that enable more proactive management for the entire district workforce

To carry out successful learning initiatives, a district needs teachers who will work well within its structure. This examination includes evaluating a teacher’s past experiences, but also must consider ongoing experiences, evolving pedagogy and teacher inclinations. Professional development is critical and must be mapped to each employee with an eye toward future needs. In addition, retention, growth and replacement scenarios must be adopted and tracked appropriately.

Furthermore, the district must have a way for principals and administrators to easily access the right information that identifies teachers who will be the best fit for the district. Whether at the district office or at the school level, districts must be able to identify an applicant’s attributes, work style and specific competencies that can best match the district’s goals and objectives.

Finally, all this must be accomplished in a way that reduces the district’s time and costs. By working more effectively with talent data, a district not only reduces the time in the hiring process, but also limits the possibility for a bad hire. When done properly, risk and costs to the district can be greatly reduced.