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Human Capital StrategyEvery Student Shapes a Successful Future

Human Capital Strategy“School systems traditionally reduce human capital issuesto basic human resource functions, e.g. hiring, evaluations,compensation. To develop and manage human capital in asystemic way requires the leadership of the teaching andlearning side of the house, finance, the people whosupervise principals, information technology, and thesuperintendent.”- The Aspen InstituteEvery Student Shapes a Successful Future2

What is Human Capital?Fundamentally, human capital includes: Our people The work people do What people know How people interact How committed people are to the organizationA human capital strategy determines the right mix of people for the short-term,the projected needs of the organization based on the workforce planning dataand talent management systems and programs, and can be categorized intothree interrelated areas: Talent AcquisitionTalent DevelopmentTalent UtilizationEvery Student Shapes a Successful Future3

Human CapitalAPS Theory of Action & VisionTheory of Action:When we recruit, identify, develop and retain team members who lead, thenevery student will shape a successful future.Vision:All APS team members who lead will be purpose driven, take action, contributetheir best and demand the best in others, and demonstrate professionalism andexpertise in order to support every APS student to shape a successful future.Program Goals:Goal 1 - Talent Acquisition: Recruit high potential and/or effective candidatesto accelerate the learning of every APS student, every day.Goal 2 - Talent Development: Identify and develop individuals whodemonstrate the ability and passion to be team members who lead.Goal 3 - Talent Utilization: Retain effective employees who demonstrate acommitment to APS, its students and the Aurora community.Every Student Shapes a Successful Future4

Human Capital Components2018-19 Areas of FocusTalent AcquisitionTalent DevelopmentTalent UtilizationRecruitment ProcessesPipeline DevelopmentSelection, Hiring andOnboardingMarketing and AdvertisingSocial MediaEmployee Referral andIncentivesCompensationCoaching and MentoringInductionTeacher LeadershipSchool LeadershipCultural and LinguisticDiversityUrban Schools FocusPerformance ManagementProfessional DevelopmentEngagement and RetentionEmployee RecognitionEmployee EngagementStrategic RetentionLeadershipSupportSuccession PlanningAPS Organizational StructureBudget Development and Resource Allocation MethodologyHuman Resources Organizational StructureEnterprise Resource Planning InfrastructurePolicies, Practices and Collective Bargaining AgreementEvery Student Shapes a Successful Future5

Human Capital Plan MetricsMetricSY 16/17 to 17/18 SY 17/18 to 18/19TargetTeacher retentionrate75.29%81.89%88%Vacancies filledby July 1 of eachyearN/A83.57%80%Licensedvacancies filled byAugust 1 of eachyearN/A82.17%99%Every Student Shapes a Successful Future6

Pillar I:Pillar I: Talent AcquisitionObjectiveTalent Acquisition ObjectiveOver the next three years, expand recruitment efforts to ensure APS is hiringthe most qualified teachers and leaders available with the following goals: Increase the percentage of “high potential” new hires Reduce average number of school-site vacancies Increase the number of high caliber applicants per vacancy for teachingpositions Increase the number of high caliber applicants per vacancy forleadership positionsEvery Student Shapes a Successful Future7

Pillar I:Talent Acquisition StrategiesStrategyExpand recruitment efforts to ensure APS hires the most effective teachers and leaders through: Enhanced and proactive outreach to applicants Targeted recruitment for hard to fill positions and diversity Consistent and uniform hiring practices Expanded university partnershipsEmploy historical hiring data as well as data analytics to make more informed recruitment and hiring decisionsCreate and implement targeted recruitment effort to include: Renewed branding of APS – Teach, Lead, Inspire Update and relaunch the Human Resources website Increased marketing via social media and traditional outreach (print and electronic media) Specialized hiring fairs Partnerships with post-secondary institutions to encourage applicants to work in APSEnhance the use of Alternative Licensure Programs to include a greater level of candidate support and developmentEnhance the selection, development and retention (hiring) of student teachers and interns in APSCreate “academies” of learning to further develop APS’ Licensed employees interested in leadership opportunities.Leverage the use of technology to interact with and attract applicants.Every Student Shapes a Successful Future8

Pillar II:Talent Development ObjectiveBeginning in 2018-19 and continuing on a consistent basis, train principalsand district leaders on best practices in human capital (including interviewing,hiring, evaluation, retention, and dismissal) to provide clear expectations anda shared vision of the role of human capital management in school/districtimprovement. This training will result in: Reduced employee turnover.Increased number of new hires rated as effective/highly effective.Increased retention of effective/highly effective employees.Increased ability to exit low performers in a timely manner.Every Student Shapes a Successful Future9

Pillar II:Talent Development StrategiesStrategyClarify roles and responsibilities of district Human Resources and Equity in Learningleaders in support of school leadership, teachers and staff.Implement professional development programs for principals and district administrators to buildleadership capacity and train on best practices in human capital management. Professionaldevelopment offerings will include: Scaled Leadership trainingPrincipal and Assistant Principal Induction AcademiesMethods to motivate and retain high performing employeesProcedures for dismissal of ineffective employeesDeployment of staffDistrict policies and Master Agreement articlesProvide ongoing training to school-site administrators for the evaluation of instructional personnel toensure that the terms “Effective” and “Highly Effective” are consistent, clear and accurate reflectionsof performanceDevelop and refine data systems and processes by which to review and analyze human capital datafor ongoing analysis and continued improvement.Every Student Shapes a Successful Future10

Pillar III:Talent Utilization ObjectiveSupport an intentional district culture of openness, respect, trust andaccountability for all members of the APS community resulting in: Reduced employee turnover Increased retention of effective/highly effective employees Increased satisfaction of APS staffEvery Student Shapes a Successful Future11

Pillar III:Talent Utilization StrategiesStrategyImplement professional learning programs for principals and district administrators tobuild leadership capacity and train on best practices in human capital management.At both the district and site level(s), respond to feedback obtained through theadministration of exit surveys.At both the district and site level(s), respond to feedback obtained through theadministration of retention focus groups.Develop and refine data system and processes by which to review and analyze humancapital data for ongoing analysis and continuous improvement.Every Student Shapes a Successful Future12

Pillar IV:Support Structures ObjectiveExamine and revise existing district constructs to betteralign with the overall human capital strategy and createoperational efficiencies.Every Student Shapes a Successful Future13

Pillar IV:Support Structures StrategiesStrategyFurther develop and implement data systems that will allow human capital outcomes tobe measured at the school/department levelFurther develop and employ data-driven constructs of talent development,management, and sustainability. These analyses will support the ability to determineareas of need for recruitment, placement, development, and retention resulting indecreased time to fill positions and increased hiring manager satisfactionAssess the viability of maintaining APS’ Enterprise Resource Planning (ERP)infrastructure (Oracle) and other business technology systems to determine thenecessity of replacement system(s)Continue to assess existing Human Resources processes, protocols and structures toidentify efficiencies that results in increased customer satisfactionEvery Student Shapes a Successful Future14

APPENDICES – WORK PLANSEvery Student Shapes a Successful Future15

PILLAR I: BRANDING, MARKETING ANDADVERTISEMENTActionSummaryDevelop brand and marketingapproachRebrand APS for recruitment purposes.CompletionDateStatusOctober 2018Incorporate new tagline into recruitment materialsUpdate HR websiteReview HR and update the Human Resourceswebsite for contentRefine messagingCreate a recruitment video with testimonials fromcurrent APS staffIncrease advertising presence Increase APS’ presence and influence on social and(Influencing)traditional mediaInternal ResourcesUtilizing existing Human Resources budget, create ajob description for and hire a Coordinator ofRecruitment and RetentionEvery Student Shapes a Successful FutureDecember 2018August 2018January 2019May 201816

PILLAR I: TEACHER RECRUITMENTCompletionDateActionSummaryTeacher ProfileThrough strategic conversations with principals, begin todevelop an initial profile for high potential teachercandidates.SourcingReview educational and experience background of APShigh performing/high potential licensed employees toidentify trendsJanuary(Annually)Review of National Trend DataReview nation and state data - economic forecasting,national mobility, cost of living indicesDecember(Annually)Review of APS Trend Dataand ForecastingNew hires by state (sourcing), attrition by content (3 yearhistorical), hiring by monthIdentification andImplementation ofRecruitment EffortsBased on sourcing and trend data, identify approaches toteacher recruitment – advertising, attendance at fairs,hosting a APS fair.December(Annually)APS Student Teacher nuary(Annually)December(Annually)*modeled after the USHCA document titled, A Year in the Life of a Great Recruitment Team & Top Recruitment and Selection Strategies.Every Student Shapes a Successful Future17

PILLAR 1: TEACHER RECRUITMENT –EDUCATOR PROFILEA learner Reflective Desire for feedback Shows vulnerabilityExperience teaching in an urbaneducation setting and/or an interest inworking with the APS studentdemographic (experienced teachers aregiven greater consideration) Values diversity Understands demographics of Aurora Commitment to communityLoves kids Supports whole child Builds relationships Engaging Believes in kids Empathetic Challenges ALL students Uses empowering languageCore Values Passion for teaching Moral imperative Work ethic Commitment to positions held(longevity) Meeting students’ needs Beliefs about equity Culturally responsiveCollaborative Team-based approachesProblem solver/Solution-oriented Takes initiative Risk taker FlexibleInstructional knowledge Understands data Makes adjustments based on dataEvery Student Shapes a Successful Future18

PILLAR 1: PRINCIPAL RECRUITMENT &SELECTIONActionSchool Leader ProfileProcesses and ProtocolsMarketing, Branding andRecruitmentSummaryDevelop APS School Leader Profilew/competencies that align with thePrincipal evaluation rubric.Revise the principal pool protocols andselection process to align with identifiedcompetenciesRebranding and develop SchoolLeaders recruitment materialsCompletionDateStatusAugust 2018October2018March2019Host an APS School Leaders’ FairEvery Student Shapes a Successful Future19