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. add content for each part of the standard including artifacts and descriptions of those artifacts.
A. Professional Development and Learning Communities
- At Ligon we wanted to focus on making sure our staff understands and uses the MTSS system. Since the majority of staff did not know how to create intervention plans, myself along with the assistant principal created a professional development session for the staff outlining the process and expectations of the staff. We assisted teachers on how to identify students who need additional supplements or intensive support in math and literacy. This also included helping teachers create tier plans in the ECATS system and modeling how to navigate ECATS to see what plans are in place. Throughout the year we have worked to track student engagement and achievement.
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B. Recruiting, Hiring, Placing, and Mentoring of Staff
- As part of NCSU's course requirements, I had the opportunity to take a Human Resources course. This course allowed me to learn the current state of recruiting, hiring, onboarding, and mentoring of staff at the district and school levels. I researched best practices compared to the current practices and made recommendations on what I believed should be implemented.
- Throughout the school year I have had the opportunity to sit in on several interviews to fill positions for the current year and future positions. Wake County also hosted a virtual job fair in which I participated in. During this fair I was tasked with screening candidates and their resumes to judge if they would possibly be a good fit for our team. If they seemed to be a good fit, I scheduled interview times for them where the whole team would then interview the candidate.
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C. Teacher and Staff Evaluation
- Throughout the internship I took opportunities to conduct full observations with my principal mentor. I sat in on the pre-conference before observing. After the observation, I would meet with my mentor principal and discuss what we noticed during the lesson. We highlight the positive aspects of the lesson and also made sure to give areas to grow on. I would go through filling out the observation template with my mentor and then sit in the post conference. At Ligon we also conduct Instructional Rounds weekly and then debrief. During the debrief we encourage teachers to highlight areas where they could apply something new they saw to their classroom.
- At Rogers Herr I conducted virtual walkthroughs daily for my team. We created a template which we would provide feedback as to what we say during the lesson. This feedback would go to the teacher via email. One of the areas of growth for me is to make sure the feedback that I give is useful and something to help the teacher grow rather than just going through the motions.
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