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By: Helios on August 17th, 2024

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10 Most Important HR Responsibilities for Schools

Great teachers can change lives. And the same is true of other people who work hard to keep schools running, from administrators to leaders.

Building the right team is essential in schools, which is why dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160318" data-dropdown-placement-param="top" data-term-id="317160318">human resources are so important. dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160329" data-dropdown-placement-param="top" data-term-id="317160329">HR management in dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160333" data-dropdown-placement-param="top" data-term-id="317160333">educational institutions shares similarities with those in other sectors, but there are unique aspects that require special attention.

HR in schools: the main responsibilities

Let's explore the most crucial dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160344" data-dropdown-placement-param="top" data-term-id="317160344">human resources dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160344" data-dropdown-placement-param="top" data-term-id="317160344"> specialist responsibilities in dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160333" data-dropdown-placement-param="top" data-term-id="317160333">educational institutions and how they contribute to creating a positive learning environment and improving dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160348" data-dropdown-placement-param="top" data-term-id="317160348">student achievement .

1. Recruitment and dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160323" data-dropdown-placement-param="top" data-term-id="317160323">Retention of Quality Educators

One of the most critical HR responsibilities in dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160320" data-dropdown-placement-param="top" data-term-id="317160320">school districts is attracting and retaining top-notch teaching talent. The success of any dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160333" data-dropdown-placement-param="top" data-term-id="317160333">educational institution , from elementary to dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160324" data-dropdown-placement-param="top" data-term-id="317160324">high school , depends on the quality of its educators. dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160326" data-dropdown-placement-param="top" data-term-id="317160326">HR professionals in schools must develop effective dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160347" data-dropdown-placement-param="top" data-term-id="317160347">workforce planning and dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160321" data-dropdown-placement-param="top" data-term-id="317160321">staffing strategies to identify and hire teachers who possess the required qualifications and align with the school's values and culture.

dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160323" data-dropdown-placement-param="top" data-term-id="317160323">Retention is equally important. With the ongoing teacher shortage in many areas, HR departments need to focus on creating a dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160325" data-dropdown-placement-param="top" data-term-id="317160325">work environment where educators feel valued and supported. This may include implementing competitive dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160336" data-dropdown-placement-param="top" data-term-id="317160336">benefits packages and dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160339" data-dropdown-placement-param="top" data-term-id="317160339">employee benefits , providing dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160330" data-dropdown-placement-param="top" data-term-id="317160330">professional learning opportunities, and fostering a positive work culture that promotes dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160346" data-dropdown-placement-param="top" data-term-id="317160346">job satisfaction .

2. Compliance with Educational Regulations

dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160327" data-dropdown-placement-param="top" data-term-id="317160327">Public schools operate under a complex web of federal, state, and local regulations. dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160326" data-dropdown-placement-param="top" data-term-id="317160326">HR professionals in educational settings must stay up-to-date with these ever-changing laws and ensure that the school remains compliant. This includes understanding and implementing regulations related to teacher certification, student privacy, special education requirements, maintaining dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160335" data-dropdown-placement-param="top" data-term-id="317160335">employee records , and dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160340" data-dropdown-placement-param="top" data-term-id="317160340">labor relations laws specific to dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160333" data-dropdown-placement-param="top" data-term-id="317160333">educational institutions .

3. dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160319" data-dropdown-placement-param="top" data-term-id="317160319">Professional Development and Training

Continuous learning is not just for students – it's essential for educators as well. dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160328" data-dropdown-placement-param="top" data-term-id="317160328">Human resource dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160328" data-dropdown-placement-param="top" data-term-id="317160328"> management in schools involves identifying training needs and organizing dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160330" data-dropdown-placement-param="top" data-term-id="317160330">professional learning opportunities for teachers and staff. This might involve coordinating workshops, arranging for guest speakers, or facilitating peer-to-peer learning sessions. By investing in the growth of educators, HR contributes to improving the overall quality of education provided by the school and enhancing dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160348" data-dropdown-placement-param="top" data-term-id="317160348">student achievement .

4. Performance Management and Evaluation

Implementing an effective performance management system is another key responsibility of HR in schools. This involves setting clear expectations for dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160342" data-dropdown-placement-param="top" data-term-id="317160342">full-time teachers and staff, providing regular feedback, and conducting fair and comprehensive evaluations. The goal is not just to assess performance but to support continuous improvement and identify areas where additional resources or training may be needed to ensure dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160343" data-dropdown-placement-param="top" data-term-id="317160343">high-quality education.

5. Fostering a Positive School Culture

dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160326" data-dropdown-placement-param="top" data-term-id="317160326">HR professionals in schools are instrumental in shaping the institution's culture. They need to work closely with school leadership to define and promote the school's values, mission, and vision. This includes developing policies and practices that encourage collaboration, respect, and inclusivity among staff members. A positive dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160325" data-dropdown-placement-param="top" data-term-id="317160325">work environment not only improves teacher satisfaction and dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160323" data-dropdown-placement-param="top" data-term-id="317160323">retention but also has a direct impact on dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160348" data-dropdown-placement-param="top" data-term-id="317160348">student achievement .

6. Managing dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160345" data-dropdown-placement-param="top" data-term-id="317160345">Employee Relations and Conflict Resolution

In any workplace, conflicts can arise, and schools are no exception. dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160354" data-dropdown-placement-param="top" data-term-id="317160354">HR staff must be equipped to handle disputes between staff members, address grievances, and mediate conflicts when necessary. They also play a crucial role in maintaining open lines of communication between administration and staff, ensuring that everyone feels heard and valued.

7. Ensuring Student Safety and Well-being

While not traditionally seen as an dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160332" data-dropdown-placement-param="top" data-term-id="317160332">HR function , in schools, HR often plays a role in ensuring student safety and dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160322" data-dropdown-placement-param="top" data-term-id="317160322">wellness . This may involve conducting background checks on new hires, implementing and enforcing policies related to student-teacher interactions, and coordinating with other departments to create a safe learning environment.

8. Succession Planning and Leadership Development

Looking to the future is an essential role of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160351" data-dropdown-placement-param="top" data-term-id="317160351">human resources dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160351" data-dropdown-placement-param="top" data-term-id="317160351"> department in schools. Identifying and nurturing potential future leaders within the school system helps ensure continuity and maintains the institution's vision and values. HR should work on creating pathways for teachers to move into leadership roles and provide the necessary training and support for this transition.

9. Diversity, Equity, and Inclusion Initiatives

In today's diverse society, schools have a responsibility to create an inclusive environment for both students and staff. HR departments should be in charge of developing and implementing diversity and inclusion initiatives . This might include targeted recruitment efforts to increase diversity among staff, providing training on cultural competence, and ensuring that school policies promote equity and inclusion.

10. Technology Integration in HR Processes

As technology continues to advance, HR departments in schools must adapt. Implementing and managing HR information systems can dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160337" data-dropdown-placement-param="top" data-term-id="317160337">streamline many processes, from payroll to performance management. Additionally, HR can play a role in helping staff adapt to new educational technologies, ensuring that the school remains at the forefront of innovative teaching methods.

Get help with HR in schools

HR responsibilities in schools go far beyond traditional dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160331" data-dropdown-placement-param="top" data-term-id="317160331">administrative tasks . They play a crucial role in creating an environment where educators can thrive, students can learn effectively, and the school can continually improve and adapt to meet the challenges of modern education.

By focusing on these key areas, dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160344" data-dropdown-placement-param="top" data-term-id="317160344">human resources dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160344" data-dropdown-placement-param="top" data-term-id="317160344"> specialists in educational settings can significantly contribute to the overall success and positive impact of their institutions, ultimately enhancing dropdown#toggle" data-dropdown-menu-id-param="menu_term_317160348" data-dropdown-placement-param="top" data-term-id="317160348">student achievement and the quality of education provided.

Need help with your HR function? Book a call with a Helios HR consultant today and let's talk about building a great team for your school!

Transforming HR to better support higher education institutions

Faculty and staff are often key contributors to whether colleges and universities can meet their strategic objectives, which range from improving outcomes for students and increasing the diversity of their student and faculty bodies to creating a more inclusive culture and expanding research impact. But like most organizations, higher education institutions face increasing competition in the race for talent—both for HR talent and the people HR recruits.

The COVID-19 pandemic upended the US labor market, and the number of job openings is far outpacing the pool of available workers. 1 Aaron De Smet, Bonnie Dowling, Bryan Hancock, and Bill Schaninger, “ The Great Attrition is making hiring harder. Are you searching the right talent pools? ,” McKinsey Quarterly , July 13, 2022. Many employers are rethinking what it takes to attract, develop, and retain talent. Higher education institutions are no exception. In recent conversations, college and university leaders have indicated that universities’ historical advantages for attracting talent—such as a strong brand, compelling mission, greater flexibility, and perceptions of a better work–life balance—are no longer sufficient in distinguishing them. Indeed, in an era of high inflation, and with companies increasingly offering more flexibility, the gap between higher education and corporate America is widening.

Human resources can play a pivotal role in maintaining a robust higher education talent pipeline, supporting faculty and staff, and building new skills across an institution. But many higher education faculty members, as well as clinical and research leaders, have told us that their HR functions need to evolve beyond what they mostly are seen as: compliance and administrative functions. In our conversations with administrators of higher education institutions, some have even suggested that a lack of strong HR engagement and support has delayed implementation of university strategies.

But higher education HR faces a unique set of circumstances, including having to operate within a decentralized governance structure that often reduces HR’s focus to compliance and administration rather than talent attraction, development, and retention. In this article, we examine the common challenges HR faces in playing a central and strategic role in universities. We also explore how an integrated approach that focuses on building capabilities and redesigning processes could help HR leaders overcome these hurdles to better support the university in achieving its strategic objectives.

HR today: Core challenges across universities

Current HR functions tend to focus on executing existing processes rather than on more strategic activities such as workforce planning. However, a more agile, strategic, and collaborative HR function could help universities be successful in this new era.

Expanding work beyond the execution of existing processes is a common challenge in HR departments across industries and sectors. But this challenge can be even more pronounced at colleges and universities given that most have a decentralized governance model, many processes tailored to meet different university needs (for example, one process for hiring faculty and another for hiring researchers), and poorly defined HR career paths.

Lack of alignment between the HR function and the rest of the university

University HR departments often have a central HR function analogous to “corporate HR” at many large private-sector organizations. These organizations often report to a vice president or the equivalent of a COO, and they set university-wide policies and procedures. Individual colleges or departments (especially in science, technology, engineering, and mathematics fields) may also hire their own HR staff, similar to business-unit HR in the private sector. The role of these staff members is often to meet a particular department’s individual needs, such as hiring and managing research teams to fulfill staffing requirements based on grant funding.

That said, unlike in the private sector, where chief human resources officers (CHROs) typically report to the CEO, university CHROs often do not report directly to the university president. In addition, these CHROs rarely have a university-wide mandate on the more strategic topics that cut across areas of the university, such as employer branding, modern organization design, cross-university career paths, culture, and employee experience. In fact, some of the most strategic activities related to human resources—for example, processes to determine faculty needs and the hiring process—may fall outside of HR altogether.

As such, university HR organizations are more likely to be seen by their institutions as compliance and administrative functions that are not always ready to support the strategic needs of the major divisions of the university.

Cumbersome and obscure processes

Despite a focus on operations, HR processes can drag on for weeks or even months and can be a source of frustration for university leaders. Organizational transactions, such as a reporting change or hiring a student for the semester, can take weeks or months. Critical activities, such as hiring candidates to support research grants, can also become bogged down by processes. Some of this reflects how people are paid (for example, federal work-study funding for students or research grants) and numerous people processes across various parts of the university (for example, reconciling different approaches to titles and compensation across departments).

Navigating these complexities in a compliant manner can be time-consuming, especially during times of peak demand. Many higher education HR functions also lack up-to-date technology that can support and streamline processes. Moreover, HR’s ability to change policies quickly is often limited, which can leave HR employees feeling powerless, stifle innovation, and erode trust among university leaders.

While some university leaders understand these complexities, others regard HR as a black box that emphasizes process and compliance and focuses too much on doing operational tasks squarely within policy rather than helping to further the university’s mission. HR leaders we’ve spoken to who aspire to be true partners with university leaders are often overworked due to a never-ending set of exceptions and escalations. As such, they are unable to invest the time required to develop proactive talent strategies while also keeping up with day-to-day operational work.

HR leaders who aspire to be true partners with university leaders are often overworked due to a never-ending set of exceptions and escalations.

Insufficient capability building across the university

Universities often source senior HR employees from non-HR roles across the university, such as research administration or academic functions, partially because of increased competition with the private sector for experienced HR talent.

While it is possible for such individuals to succeed in HR, not all receive the training or upskilling necessary for HR-specific work. Individuals coming from these roles are rarely well equipped to take on the strategic HR activities universities need to expand, such as succession planning, developing and supporting long-term career paths, and communicating with the complex web of stakeholders inherent to universities.

And given that university leaders are not trained in HR matters, they may not be able to provide the kind of actionable, informed feedback—that is, feedback on the policy rather than the people or process—that their HR colleagues need. This may compound the existing capability gap.

Initiatives that could help HR advance and support talent strategies

Due to their highly intellectual cultures and dedication to learning, universities are uniquely equipped to address these hurdles with the right investments and commitment to change. The decentralized nature of academic campuses naturally engenders a diversity of perspectives that can be brought together to solve the toughest challenges, including breaking the loop of overwork and building trust and collaborative relationships among HR and critical stakeholders.

The following four initiatives could help get higher education HR on track.

Creating talent goals that are explicitly aligned to the university’s strategy

Too often, HR strategic plans are created by HR and for HR. By conducting interviews with university leadership and gaining explicit alignment with the president, provost, and chief administrative officer (CAO), HR could establish goals for a broad transformation of its mission and capabilities that are aligned with the university’s mission and strategic plan, as well as with the needs of key leaders.

In the private sector, some organizations have elevated the CEO, CFO, and CHRO as the core team to oversee strategy and financing, ensuring they have the capabilities to execute key initiatives. 2 Dominic Barton, Dennis Carey, and Ram Charan, Talent Wins: The New Playbook for Putting People First , Boston, MA: Harvard Business Review Press, 2018. This goes beyond having HR leaders actively join and participate in senior leadership discussions. HR becomes central to the initiatives most critical to the organization’s success.

In a university setting, however, we often find that HR leaders are at least two steps removed from a similar partnership, instead reporting to a CAO or provost. As such, they often are not included in core leadership meetings—and are certainly outside the inner circle of presidents, provosts, and CAOs creating and executing an integrated strategic plan.

Once HR and university leaders are aligned on the plan, HR will also need to understand progress against goals and continue to address gaps in perceived skills and performance. For instance, an anonymous survey may demonstrate that the HR function believes talent sourcing is strong (for example, technically strong and low cost), while university leadership sees it as weak (for example, too slow). In this case, HR leaders could have a more explicit conversation about what would need to change to improve processes, such as implementing a better IT system or investing more during peak hiring times.

Building and actively sustaining a pathway for HR professionals

Universities have the opportunity to reimagine the professional journey for HR practitioners from hiring and training to career development.

Hiring. HR job postings more than doubled from February 2020 to January 2022, 3 Audrey Eads and Jane Kellogg Murray, “2022 outlook: Trends and predictions for job seekers,” Indeed, updated July 26, 2022. reflecting the high market demand for talent professionals in a tight labor market. While universities may not stand out in terms of compensation in this competitive environment, they may have various other advantages, such as the university’s brand and prestige, the mission of the university, and the location of the job within a vibrant collegiate community. In addition, universities could consider offering flexible employment opportunities to employees who are unable to commit to full-time or fully in-person roles.

Training. Many university HR employees come from non-HR backgrounds, bringing extensive expertise in other areas that are beneficial to HR functions. At the same time, they would likely benefit from training programs in core HR skills to help them succeed in their roles, both as new hires and during role transitions. Specifically, during training and onboarding for entry-level employees and those transitioning in from non-HR roles, universities could teach technical HR skills, such as how to determine compensation.

To be better equipped to resolve conflicts, have difficult conversations with leadership, and solve problems efficiently and effectively, HR leaders could improve communication, problem-solving, customer-service, and stakeholder-management skills. To develop them, HR could undertake communication workshops, role playing, mentorship groups, leadership training, and HR-specific trainings. As a practical example, HR staff should be able to explain processes and rationales for policies that may cause friction; for example, it can be hard to communicate the impact of salary compression in a poorly implemented reorganization. HR should also be empowered to work with campus stakeholders to update or streamline policies or processes as needed to achieve the university’s mission.

University HR employees would likely benefit from training programs in core HR skills to help them succeed in their roles.

Career development. Ideally, leaders can articulate how each employee can advance to senior roles or switch to different HR units that provide growth opportunities throughout their career. Leaders can underwrite these paths by listing the skills required to be successful at each level of seniority of a role. Leaders will likely want to make the model consistent across similar HR roles in all parts of the organization and design from the center.

Well-structured performance management can also play a critical role in development and advancement. Based on a transparent set of performance measures for each role, employees can receive qualitative and quantitative feedback on their performance that is directly tied to incentives, such as financial add-ons and public recognition. In addition, the performance management process is a time for individuals to set goals and receive feedback. This process can chart a clear path to the next level if the employee wishes to advance, and managers can establish regular check-ins to ensure people are making progress toward their goals.

These fundamental elements of defining the competencies of each role and potential career progression—and the associated performance management process—may be well established in many organizations. But we have found that due to the distributed nature of universities, many of these elements are often neither consistently applied nor in place for HR professionals.

Structuring HR so it can respond to changing needs with agility

University HR talent pools often work in silos based on a specific college, department, administration, or other unit. These silos tend to be even more separate in higher education settings than in large corporations. Even if HR professionals in similar roles across the university, such as HR business partners across colleges, communicate with one another, they rarely have an opportunity to load balance across roles as spikes of work arise. A large research grant received in one college or a large reorganization in another can tie up critical resources that make it challenging to take care of other day-to-day activities.

One way to address this is by establishing a group of HR professionals (often in entry-level roles) who can move across the organization to support different operations as work ebbs and flows throughout the academic year. For instance, it may be beneficial to add analysts at the start of each semester to onboard all student hires. Then, after the demand for student-hire onboarding has decreased, these analysts could shift to employee relations. This system could allow high-potential talent to gain exposure to different functions within a university, allowing them to determine what is a good long-term match and also accrue a breadth of experience that could prove useful if they eventually step into a leadership role overseeing multiple functions.

For the long term, leaders may need to consider a new organizational structure that can better meet the needs of the organization. A more agile operating model in which HR employees have flexible roles can help organizations adapt more quickly to change and disruptions such as COVID-19. 4 “ An operating model for the next normal: Lessons from agile organizations in the crisis ,” McKinsey, June 25, 2020.

Continually investing in HR services and technology

We’ve found that universities often do not continually improve HR processes in a way that allows them to advance and are typically further behind in this regard than large corporations. While focusing on process improvements is important, achieving a step change in performance will likely require a fundamental shift in the HR operating model.

HR leaders and HR business partners may be able to take on more strategic roles within their organizations if they establish a central sub-HR unit, a shared-services center, or support staff dedicated to operational and transactional work. Transitioning activities to a central unit within a university setting presents unique challenges in process design, approvals, and communication due to the complex network of stakeholders involved—and it does not always go well initially. 5 Sam Gringlas, “In wake of outcry, University to rethink shared service plan,” The Michigan Daily , December 2, 2013. However, when implemented effectively, this transition can lead to high satisfaction in the HR function. 6 “Portfolio-wide customer service assessment,” University of Oregon Office of the Senior Vice President for Finance and Administration, accessed November 15, 2022. Moreover, by reevaluating their roles, HR employees, especially HR professionals and leaders, can reflect on prioritization and delegation in their daily work, including prioritizing hiring new staff, which can help alleviate long-term capacity issues. At the same time, this can allow leaders to focus on being role models for customer service and partnership, strongly and clearly communicating the strategic role of HR across the university.

That said, HR organizations do not need to take a “big bang” approach to improving technologies and processes. In many cases, HR can deploy small teams on a project-by-project basis to understand, design, and implement critical system customizations or processes that are common pain points for organizations. Sometimes refining or automating a process may be quite simple, such as creating a streamlined intake form with a clean handoff to an existing IT system. In other cases, HR may need to create new processes that handle requests differently—for example, bifurcating requests as low or high complexity depending on the oversight needed. Piloting processes and receiving feedback from users are critical, as is developing clear and effective training materials to ensure that all stakeholders understand the requirements, scope, and benefits of the new process.

As higher education institutions seek to adapt to a very different world, the right people could have an impact on how well universities navigate new challenges and continue to create positive student experiences. HR plays a pivotal role in this, but it faces unique challenges. By harnessing HR professionals’ dedication to learning and growth, universities could invest in transforming HR from a function bogged down in compliance and administration to a nimble, empowered partner that advances the institution’s strategic goals.

Bryan Hancock is a partner in McKinsey’s Washington, DC, office, where Ted Rounsaville is a senior expert; Martha Laboissiere is a partner in the Bay Area office, where Dylan Moore is a consultant.

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HR and Talent Management in K-12 Education: A Guide for Districts and Schools

The days of pen-and-paper human resources management in education are long gone. Now, more efficient online systems are here that combine multiple HR and talent management functions. With an integrated system, you can tackle everything from identifying qualified candidates, interviewing, and onboarding to professional development and performance evaluations—to power more efficient schools and districts and lead to effective instruction for student success.

What does HR and Talent Management Software Do?

Playing a critical role in streamlining K-12 administrative tasks, HR and talent management software —also known as Human Resources Management Software (HRMS)—helps centralize, simplify, and automate all staffing tasks within a school or district.

A comprehensive solution consolidates multiple HR tasks in one system to offer complete hiring support, including recruitment, applicant tracking, candidate assessment, and onboarding capabilities. HR and talent management solutions are also vital to help retain staff and efficiently manage employee records, evaluations, professional learning/professional development, and substitute teachers.

Teacher Shortage Survival Guide

Tips for successfully hiring and retaining top candidates

What are the 7 Components of Talent Management in Education?

1. applicant tracking.

An online education applicant tracking system helps manage the entire recruitment process, from posting job openings to finding the best applicants, collecting applications, and tracking candidates’ progress through different stages of the hiring process.

2. Candidate Assessment

With K-12 candidate assessment software, schools and districts can find the right candidates online with research-backed assessments, predictive analytics, and clear interview feedback.

3. Employee Onboarding

A modern, digital onboarding system can save time and better prepare new hires for their first day—with online checklists, digital storage, centralized tracking, automated alerts, and information forwarding.

4. Employee Records

HR leaders can simplify employee records management with K-12 software built specifically for education, helping with contract renewal management, e-forms and workflows, digital storage and reporting, and digital employee form submissions.

5. Staff Evaluations

Software for in-person or virtual teacher and staff evaluations can help support and retain effective educators—through flexible evaluation options, clear tracking and communication, growth plans, and support for all roles.

6. Professional Development

Tools that simplify planning, tracking, reporting, and collaboration of professional development and professional learning can enhance educators’ careers and lead to more effective student instruction and learning.

7. Substitute Teacher Management

An online absence management solution can help maximize coverage, find substitutes faster, gain insights into attendance, and ensure accurate payroll when integrated with an ERP solution.

In addition, some HR and talent management systems include, or connect to, an online job board specific to K-12 positions. An online system can help find more applicants virtually, expand your reach, recruit easier, and stretch budgets by reaching a wider audience with time-saving online posting and researching.

5 Benefits of Using HR and Talent Management Software in K-12 Education

K-12 Buyer's Guide: Professional Learning Management System

Learn how to evaluate and choose the right system for your needs.

1. Smoother Recruitment Process

HR and talent management software can streamline and automate the traditionally time-consuming recruitment process. With the right software, you can create job postings, receive and process applications online, screen candidates to ensure the most qualified applicants are considered, and manage all candidate information in one central, collaborative system.

2. Improved Employee Management

A centralized system helps keep better employee records and staff data, including updated contact information, qualifications, certifications, and performance evaluations that can be shared based on role permissions. You can also track employee progress and identify areas for professional learning and growth.

3. Better Evaluations to Improve Classroom Teaching

Software can improve the teacher evaluation process, allowing leaders to see what’s working and where to improve with a complete view of observations, walkthroughs, student achievement data, administrative response, self-evaluations, peer feedback, and dashboards with real-time data.

4. Effective Professional Development

As part of a comprehensive HR and talent management system, professional development can be more personalized with learning plans tied into an employee’s complete career within the school or district. Educators can access, track, and personalize their PD in person, online, or both, and learning plans can be built based on compliance needs, teacher goals, student performance data, and evaluator feedback.

5. Data-Driven Decision Making

HR and talent management software provides valuable insights through analytics and reporting. School administrators can access data on staff performance, turnover rates, training and PD effectiveness, and other HR metrics. This data-driven approach helps make informed decisions about resource allocation, recruitment strategies, and employee retention.

Key Features to Look for in HR and Talent Management Software for Education

A quality HR and talent management software solution, built specifically for K-12 education, should include features that ensure students get the most effective educators in every classroom. Software should make hiring, supporting, and retaining quality teachers easier. Key features to look for include easy-to-use tools to help you build, implement, and scale HR programs and processes, speed up hiring and onboarding, focus more on teacher support, and ease substitute management with tools that work together.

Specific modules to look for include:

• Job posting functionality, including an online job board
• Applicant tracking capabilities to help schools and districts hire the teachers and staff they need faster and easier
• Candidate assessment system, including research-backed assessments, predictive analytics, and interview feedback components
• Employee recordkeeping with self-service capabilities for employees to access their own information
• Teacher and staff evaluation and observation system, which should offer both online or in-person functionality
• Professional development management, including 24/7 accessibility and the ability for staff to choose multiple ways to learn—such as online, in-person, or collaborative learning
• Substitute management system to quickly fill teacher and staff absences

2022 K-12 Talent Index

Download the research report to learn about growing trends in K-12 talent management.

How to Introduce HR and Talent Management Software in K-12 Schools

Changing software solutions can be daunting and risky. Often, schools and districts commit large amounts of time and effort to researching, reviewing, and deciding on which products to choose in the best interest of their community. Once you’ve selected a vendor, the next critical stage is implementing the new software, training users, and driving adoption before moving into maintenance mode.

Here are tips for successfully choosing and introducing HR and talent management software to ensure a smooth transition to a new system.

Identify School and District Needs

A successful HR and talent management launch depends on choosing a system for your specific needs. Start by understanding the particular HR and talent management challenges your organization faces. Identify the pain points and areas where automation and software could make a significant difference. This can involve talking to key stakeholders, such as school administrators, HR personnel, department leaders, and teachers.

Research Software Options and Compare

Every HR and talent management software solution should meet basic needs and offer unique features. Research the different options, watch product demos , compare functionality, and choose a software solution that aligns best with your  needs and budget.

Secure Buy-In from Stakeholders

Once you’ve chosen a new software solution, work to get all of your key stakeholders on board by educating them on benefits and features. Show tangible examples of how the software can help them on a daily basis and also address any concerns they may have.

Implement the System

Working with an experienced, quality edtech vendor with a detailed implementation plan can help make your product introduction successful. A quality HR and talent management software vendor should provide implementation support, a dedicated project manager, and product-based training.

Provide Access to Training and Ongoing Support

Your software vendor should provide training and support options , as well as customer education , that include multiple learning methods, including live and on-demand training, both online and in-person. Ensure that all relevant staff receive comprehensive training on effectively using HR and talent management software.

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Best Practices for Maximizing the Use of HR and Talent Management Software in K-12 Education

To ensure your HR staff effectively uses your system after implementation, adopting best practices is essential.

Offer Comprehensive Training

From the beginning, all users need thorough training and support to understand the basic functionality and features essential to their role. It’s also important to provide follow-up support that staff can access daily.

Customize the System

Choosing a flexible system that can be tailored to your specific school or district needs is critical. Your users should be able to customize data fields, workflows, and reports, which are beneficial to improving efficiency and user adoption.

Strengthen Data Security

Your HR and talent management software vendor should take all reasonable and appropriate countermeasures to ensure your data confidentiality, integrity, and availability . Within your organization, implement robust security protocols to safeguard sensitive employee data stored in the software. Define user access levels and permissions based on roles and responsibilities to protect data privacy.

Integrate with Other Edtech Systems

By choosing HR and talent management software that integrates, you can connect systems, such as your student information system (SIS) or payroll and finance software . Seamless integration enhances data flow and efficiency, improves security, and reduces redundant data entry.

Maintain an Updated System with Software Enhancements

Keep track of software updates and new features the product vendor releases and connect with the product user site . Take advantage of enhancements that improve the software’s capabilities and user experience.

7 Ways HR Education Software Streamlines Recruitment and Hiring

1. Online Job Listings

A comprehensive HR and talent management solution can provide a centralized in-house job listing resource site , serving as a self-service, one-stop-shop for applicants. Applicants can apply, upload documents, and review and update their information without assistance from HR, saving your staff time and resources. Filters and sorting options can help candidates quickly find jobs.

2. Applicant Management

Candidates can submit their applications directly through the software’s online portal. You can accelerate the application process with tools to review applications and route them to the appropriate hiring manager. Automation helps move from application to interview faster.

3. Screen Candidates with Data-Driven Assessments

An online assessment can be sent to applicants automatically when they apply. Assessments can evaluate attitudinal factors such as cognitive ability and teaching skills. Advanced systems can also assess different types of positions, including teachers, principals, or administrators.  

4. Applicant Tracking

HR software can track candidate progress, making monitoring their status and communications simple.

5. Interview Management

Online HR education software can allow you to schedule interviews with multiple candidates at once, see interview statuses at a glance, share results with other decision-makers, and provide hiring recommendations.

6. Streamline Hiring

With HR and talent management software, you can view, sort, and select best-fit candidates, all online. Advanced systems allow you to initiate hiring with templated offer letters and an online portal for candidates to accept or decline the job.

7. Onboarding and New Hire Management

Once a candidate is selected, HR software can streamline the onboarding process by automating the creation and distribution of new hire paperwork, training materials, and orientation schedules.

How HR and Talent Management Systems Integrate with Other Core Edtech Solutions

One of the most important ways an HR and talent management system integrates with other school software is through payroll and finance solutions. With an integrated solution, districts can ensure a more effortless onboarding experience and accurate, on-time payroll.

For example, PowerSchool’s talent products —a comprehensive HR and talent management solution—integrates with PowerSchool™ eFinancePlus , K-12 finance and HR software, to streamline the budgeting, hiring, and payroll processes. From budget allocation for a new job opening to hiring and paying, combining these products provides real-time, two-way integration so teams can take advantage of both powerful solutions. Finance leaders can define and share approved staffing budgets, and HR departments can use detailed line item information to successfully recruit, hire, and onboard new staff.

In another example, the PowerSchool Educator Effectiveness Cloud brings together multiple education technology products to help retain talented educators and improve teacher support through practical evaluation and coaching practices. The cloud platform includes integrated PowerSchool tools to help:

• Improve educator effectiveness by identifying teacher strengths and opportunities for growth to provide meaningful, actionable feedback and direction.
• Increase teacher retention by championing continuous learning through systems that promote transparent evaluation, feedback, and growth.
• Support and inspire professional development engagement by giving educators the freedom and flexibility to learn on their schedule for more meaningful engagement.
• Turn evaluations into growth plans by providing personalized professional learning informed by student performance data to support teacher retention and directly target student achievement.

Integrated products can also impact recruitment and onboarding. The PowerSchool HR & ERP Cloud provides K-12 schools and districts with integrated tools and functionality to simplify and streamline recruitment and onboarding to attract top talent. With the platform, you can:

• Boost candidate reach and engagement
• Reduce administrative tasks
• Achieve data-driven recruitment optimization for an efficient hiring experience

Explore more related articles

5 Ways to Drive Student Success with the Right Teacher

How to Attract, Develop, and Retain Effective Teachers

Streamlining School District Payroll

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Top 5 HR Challenges in the Education Sector — and How to Address Them

Education is an essential societal function that dates back to the dawn of human life and continues to the present day. The need for educators who will serve the 21st century will be role models with their knowledge, skills and abilities. As a result, there is a growing demand for teachers - which means human resource challenges have become crucial for every educational policy around the world.

The "hot" topics in education generally centre around student accomplishment, educational funding and issues of access and quality. But considerations relating to workforce recruiting, preparation, hiring, evaluation, and professional development are important to understand the HR challenges in the education sector. 

The role of human resources in higher education include everything from employee relations, teachers' attendance and substitution tracking to training and development, recruiting, and job performance.

HR challenges in the education sector: Top Human Resource Issues in Education

1. shortage of teachers.

Travelling to job fairs, expos and career events at schools and institutions has been a means to do recruit diverse pools of candidates. But since the COVID-19 pandemic, visits and job fairs have become virtual. HR in the education sector are left with no choice but to adapt, and it hasn't been easy.

A number of HR challenges in the education sector have contributed to this shortfall of teachers. This includes remuneration, working conditions, a lack of support and autonomy , and changing curriculum. One of the major contributors to the teacher shortage is the fact that there aren't nearly as many people interested in pursuing a career in education as there once were. 

The Solution: 

Offering opportunities for collaboration and teacher participation into decision-making are essential factors in attracting qualified teachers. As a result, possibilities for professional collaboration and shared decision-making are also excellent answers to the problem of attracting professors to your institution. Teachers' career decisions are impacted by their desire to be part of a team that is working toward a common goal .

Institutes can think about investing in a recruitment management system where teachers can simply figure out what actions they need to take to be hired. Online HR methods streamline the onboarding process once the qualified individuals have been hired. This makes ensuring that all required forms and orientation materials are received and completed on time much easier. New hires can spend more time adjusting to school culture and ensuring a smooth start to the school year with less time spent filling out documents. 

2. Retention of top educators

One of the most critical HR challenges in the education sector—one that must equip diverse students to engage in today's knowledge-driven economy—is retaining good educators . But a recent spike in teacher demand, along with dwindling supply and a consistent rate of teachers quitting the field , poses a threat to students' academic and economic well-being. 

For instance, premature retirement of teachers has a negative impact on student learning and costs taxpayers money. One research estimated that replacing teachers who leave —which can cost as much as $20,000 per teacher in today's date in a large urban city—costs the country $8.5 billion every year. 

When it comes to quitting or staying in the profession or in a certain school, administrative assistance is more important than monetary concerns for some teachers,. Dissatisfaction with the influence of school evaluation and accountability measures on their teaching or curriculum was ranked very important in the decision to quit for almost 25% of public school teachers who left the profession.

Thus, it is ideal to have a solid reward system and structure to retain teachers from diverse backgrounds. Good remuneration tends to eliminate wage disparities, enhance individual morale, inspire employees to work for pay raises and promotions , and reduce employee grievances .

3) Lack of training and career development 

The education system is ever-evolving, and teachers must keep up with the changes. They are expected to develop proficiency in multiple subjects to better the student’s learning process . Continuous professional development is crucial for them to build these skills. 

The human resources issues in education sector during teacher training may arise due to:

• the training process's weakness in terms of strategic planning
• candidate teacher selection without any criterion or oversight inadequacy of pedagogical formation education
• lack of inspection of difficulties or performance improvement areas during the candidacy years
• in-service trainings not being planned 
• or being conducted purely for the sake of promotion

The Solution:

Based on the above HR challenges in the education sector, the following recommendations can be made: 

• To make workforce more productive, universities should work in a more cooperative way and, if necessary, institutes should offer an incentive bonuses .
• In-service training activities should be spread through the year and into all regions and every teacher should be encouraged to benefit from them.
• Performance management should be executed throughout the profession and not only during the first few years. 

Institutes may look into a Learning Management System (LMS) that streamlines the learning and development of teachers. With peopleHum's teachers can train from anywhere and refer to learning resources whenever they need them, thanks to our features like e-learning and mobile-friendliness of the system. It recommends the appropriate course for teachers based on their function, designation, and job description.

4. Barriers in communication

When educators fail to communicate at work , misinformation, misunderstandings, and mixed messages can cause the system’s wheels to spin or come off altogether. Unfortunately, even professionals don’t always get it right. That’s why it should come as no surprise that administrators and teachers sometimes have difficulty sending clear messages. Even the best school leaders don’t always know the right thing to say or how to say it.

The main cause of HR in education sector hurdles is the institute’s several buildings - spread across multiple campuses - with an employment of thousands of people. Educators can have as much trouble communicating clearly as anyone else.  Whether your announcement is positive or negative, relying on word-of-mouth as a communication tactic is also dangerous in this case.

An endless barrage of emails, texts, handouts, and announcements can lead to a communication overdose. The message, scattered about, gets lost when there are too many outlets. These flyers, rallies, meetings, and paper-based publications are no longer effective ways to reach out to students on campus.

The easiest remedy is to consolidate these communications in a single, consistent package. We called ours peopleHum’s employee engagement platform . With our HRMS , teachers can use an internal communication system, and  gaps in communication can be prevented altogether. Our announcement feature helps you to pass on important announcements to all your employees and ensure that everyone is on the same page. Our internal idea forums can also allow employees to have discussions about their subjects and teaching ideas.

5. Endless paperwork 

Time-consuming paperwork and manual processes plague educational institutions, creating the need of HR in education sector challenges such as keeping track of attendance , fees, admissions, transportation, and other data. For instance, imagine how many times a teacher that has been in the institute for more than 20 years had to write information like their name, address, and phone numbers on contract renewals and HR forms over the years. These human resource issues in education are vital and worth addressing.

Imagine how, when a new professor is hired - they enter this information into a digital HR system and never have to fill again any HR forms. Over the course of a 20-year career, how much time would the employee save? Overall, digital HR systems help institutes enhance accuracy. Allowing users to directly enter their information into the database avoids errors caused by HR in the education sector. 

Switching to digital HR processes frees up time and resources for institutes to focus on what matters most: providing students the required knowledge. For HR, this involves finding the proper teachers, supporting their professional development and advancement, and ensuring that excellent substitutes cover for them while they're absent. 

Also, using a digital system to automate activities improves timeliness when it comes to form and contract deadlines. Set up reminders and alerts for dates and status changes that necessitate new form submissions, updates, or consent. This not only helps to avoid missed deadlines, but it also reduces the workload of office and support workers, since they are no longer required to spend their days looking for signatures with the help of E-Signatures .

Final words: 

It's as simple as that. Online HR makes it easier to manage personnel. From recruiting to accepting applications, onboarding new workers , and supporting teachers until they retire, digital processes offer applicants, employees, managers, and HR staff a better, more intuitive, and more accurate solution. 

Switching to a HR digital solution, according to Don Fraynd, a PowerSchool Strategic Education Advisor, is a top reason for selecting the most effective teachers from a pool of candidates.

He says, “Becoming digital enables scientific decision-making by using such tools as an online hiring assessment that predicts the impact candidates will have on student achievement.”

On the other hand, it’s just as crucial to keep track of teacher attendance as it is to keep track of student attendance. Managing staff attendance is much easier using HR software. They can use their mobile devices to mark their attendance with IP and geo-restrictions. You can also use your HRMS to capture staff attendance by integrating your biometric and attendance devices. Employees can also examine their attendance hours, leaves and vacation time.

To know how peopleHum can help address the HR challenges in the education sector, book a free demo of our platform. Let our team handle all your queries and concerns. You can also reach out to us on WhatsApp or send an email at [email protected]

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ESL Teachers Needed in Moscow, Russia

13 Mar. 2017

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Description

BCLA International English Language School in Moscow is looking for ESL teachers.

About the job.

Teach children or adults at new school in the heart of Moscow. The teaching system is built with the use of communicative approach in teaching English. All the teachers will have teacher‰Ûªs books to use, interactive boards, e-books, individual work place with computer and internet. You will take active part in the life of the school by having demo-lessons, salon classes with free to choose topics and outdoor events in English for our students. Upon arrival, you will have a training.

We offer 80 000 rub salary Every month bonuses Free teacher training 1-year contract 40 working hours including office and teaching hours Contract fulfillment bonus Shared apartment for 2 teachers (20000 rub per month deducted)

Requirements

Native English speakers Bachelor degree in teaching or TESOL/TEFL certificate Work experience at least 2 years Personality: love teaching, being positive and active, no bad habits.

About the school

Opening now is a brand new International English Language School British Columbia Language Academy or BCLA located in the historical part of Moscow. BCLA will be offering many courses for those interested in learning English as a second language. The school will offer courses for children starting from 4 years old, teenagers and adults. Programs of all courses are built with the use of communicative method of teaching English where a teacher plays a role of a guide into the captivating world of a foreign language for students. At BCLA English School all the classes for kids and adults are held in the atmosphere of fun and joy as it‰Ûªs very important for us to give to our students not only good knowledge but pleasure from learning English. BCLA engages modern, technically well-equipped interior, international team of excellent professionals and true desire to present a better way of learning English in Russia. Our school will represent a new way of learning in the way of not just giving ‰ÛÏnew words and structures in English‰Û for our students but showing a culture of the language by having teachers from all over the world who are in love with the language and are willing to share their culture with us thus bringing something new and unique to every person‰Ûªs mind.

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