Human Resources Administration Chap. 1 Summary
Schools are a people business.
If we increase school-based leadership then principals need to learn human resource skills. Most principals have busy schedules but often these activities are not consistent with the goals/mission of the school/district. For this reason, principals should refocus their time on big picture goals like recruiting the very best teachers and encouraging the best substitute teachers to prefer their building. Principals should adopt best practices for training interview teams, providing outstanding induction/orientation for new teachers, organize high quality staff inservice. Principals need strong supervision and evaluation skills and must be prepared to assist marginal teachers. "If the teacher won't do the job, then you have a motivational problem. If the teacher can't do it, then you have a training problem."
As district sevices are reduced, principals must understand legal issues better. They must also improve their own technology skills and be prepared to plan and support improved administrative procedures and support.
A principals responsibility sample contract is provided on pg. 12-13. A case study is also included where a first year hs principal is assigned district human resources because the district cut the central position. Dog!
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Human Resources is a big job; the major job for principals. This chapter points out the danger of continued cuts in district support. In NSSD, we have had round after round of central office cuts. The effect has to be work that is reassigned to schools or work that isn't done. Over time, this can become a drain on human resources that could be assigned to school teaching and learning.
If we increase school-based leadership then principals need to learn human resource skills. Most principals have busy schedules but often these activities are not consistent with the goals/mission of the school/district. For this reason, principals should refocus their time on big picture goals like recruiting the very best teachers and encouraging the best substitute teachers to prefer their building. Principals should adopt best practices for training interview teams, providing outstanding induction/orientation for new teachers, organize high quality staff inservice. Principals need strong supervision and evaluation skills and must be prepared to assist marginal teachers. "If the teacher won't do the job, then you have a motivational problem. If the teacher can't do it, then you have a training problem."
As district sevices are reduced, principals must understand legal issues better. They must also improve their own technology skills and be prepared to plan and support improved administrative procedures and support.
A principals responsibility sample contract is provided on pg. 12-13. A case study is also included where a first year hs principal is assigned district human resources because the district cut the central position. Dog!
-------------------------------------------------
Human Resources is a big job; the major job for principals. This chapter points out the danger of continued cuts in district support. In NSSD, we have had round after round of central office cuts. The effect has to be work that is reassigned to schools or work that isn't done. Over time, this can become a drain on human resources that could be assigned to school teaching and learning.
posted by Mike at 11:00 AM
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