MS/HS Principals’ Statewide Mentoring Meeting Thursday, January 26, 2017

Outcomes: Grow your professional network; Identify strategies to develop and maintain a positive culture; Continue to work toward your preferred leadership-life fit; Share with colleagues a leadership success and gain ideas for your own leadership; Acquire information and tools to hire the best staff; Discuss pertinent legal issues; and Engage in collaborative conversations regarding upcoming events, items, and issues in this second semester.

Links http://www.sai-iowa.org/jan17secprinmentoring.cfm Resources: Evaluation: http://bit.ly/SAI12617 Mentoring Matters: http://www.sai-iowa.org/mentoring-and-induction.cfm

Welcome!! Name School/District What’s the “one thing” you’ve figured out that will make a significant difference for your leadership moving forward?

https://padlet.com/dschon/SAIMSHS17 Grounding Activity How do you foster positivity and optimism during this time of year?” Post ideas and suggestions: https://padlet.com/dschon/SAIMSHS17 Table Talk

Dana Schon, SAI Leadership-life Fit

Reflect Are you having the impact you want to have? Do you feel the way you want to feel? Do people follow you because they want to or have to? What culture are you creating?

The Amalgamation of 1% It’s the small changes that lead to significant impact. ~Duhigg, The Power of Habit

Identifying Values No right or wrong Sometimes (all the time) values compete Not all are 10’s, nor should they be It’s about being at choice– then you have congruence and integrity with yourself

When what we tolerate goes against our values, it negatively impacts our energy and interferes with our leadership-life fit. It makes it “off”.

Commit to a better fit! How will you be at choice around your values? What “littlest thing” related to your identified values can you do to level up?

Learning Community: Leadership Success Analysis

Protocol Leader with a birthday closest to today selects first presenter. Timekeeper/facilitator will be the person to the left of the presenter. Follow the steps outlined on the blue handout.

Getting Ready for Hiring Season SAI Statewide Mentoring Mtg. January 2017 ANNE

Presenters Dr. Anne Sullivan Maureen Taylor Chief Human Resources Officer, DMPS Maureen Taylor HR Manager for Certified Staff, DMPS

Session Outcomes Share research on hiring practices Share what we have learned through DMPS work Provide ideas for reviewing/ improving your current process Provide time for table talk

DMPS Demographics Location: Des Moines, Iowa DMPS has 15% of Iowa’s student population Largest district in Iowa by 2 Des Moines’ 6th largest employer Number of Students: 32,582 Free and Reduced Lunch: 75% Our Schools: Elementary Schools - 38 Middle Schools - 10 High Schools – 5 Special Schools/Programs – 10 Among DMPS schools are: •10 International Baccalaureate World Schools •5 Turnaround Arts schools •1 Montessori school •Central Academy (Advanced Placement and IB Diploma) •Career & Technical Institute

Number of Certified Staff: 3,190 DMPS Staff & Students Number of Certified Staff: 3,190 Racial demographics: White: 94% Hispanic: 2% African American 3% Asian: 1% Number of Students: 33,000 Racial demographics: White – 42.0% Hispanic – 25.0% African American – 18.3% Asian – 7.7% Mixed Race – 6.4% Native American – 0.5% Pacific Islander – 0.1% Minority-Majority District 21% ELL Over 100 languages spoken

Why spend time examining the hiring process?

Why Hiring the Right Person is Important Research has determined that the teacher is the most influential factor in student learning (Gentry, 2007, Goldhaber, 2002, Hanushek, Kain, O'Brien, & Rivkin, 2005, Leithwood, Seashore Louis, Anderson, & Wahlstrom, 2004, Schmoker, 2006). Hiring quality teachers is a critical performance responsibility as teaching quality has a direct impact on student performance and the success of schools (Stronge, 2007). Principals have an extraordinary opportunity to influence instructional practice and student learning in the teacher selection process (Mertz, 2010).

Why Hiring the Right Person is Important Effective teacher = 1.5 year (or more) academic gain Ineffective teacher = .5 year academic gain (or less) If we removed 6-10 % of most ineffective teachers in the U.S., we could improve out global ranking from 27th to 7th Great hiring = less firing 1 time investments add value every year Clear 1st step in improving teacher quality: Invest in building and consistently using rigorously researched screening tools.

Research - ACTUAL Practices in Selection Leithwood et al. (2004) found that principals asked very few interview questions associated with teaching behaviors directly related to student learning. Research has suggested that hiring decisions are often not based on judgments of actual teaching effectiveness (Murnane & Steele, 2007). In a study conducted by Grove and Stronge (2010), over half of the principal respondents indicated that they used their "gut instinct" (subjectivity) in making hiring decisions. Principals often hire teachers based on intuition (Kersten, 2010); other psychological influences such as attractiveness and likability (Delli & Vera, 2003); or on candidates who have characteristics similar to them (Greenberg & Baron, 2008).

Common Errors in Hiring Hiring based on what individuals know vs. what their true talents are Hiring people who are “just like us” Hiring based on time constraints Lack of consistent, replicable process Over-reliance on the face-to-face interview process and little other information to make final decisions

Where we started… No recruiting plan No hiring philosophy or district system No consistency or equity No hiring data No equity plan with measurable hiring goals

Your Current Reality What is your district’s current hiring process? Tools Procedures Key stakeholders involved 3 minutes Share at your table

Selection Measures Research suggests There is no single predictor of teaching success; rather, using multiple measures of cognitive and non-cognitive traits may help schools select high-potential candidates with greater accuracy (Rockoff, Jacob, Kane & Staiger, 2008).

Selection Measures

Hiring Tools and Validity- To what degree does each tool actually measure performance? High Validity Structured Interview Teaching segment Cognitive ability Writing ability Situational questions Moderate Validity Personality tests Grades

Hiring Tools and Validity- To what degree does each tool actually measure performance? Moderate-Low Validity Job experience Reference checks Conscientiousness Low Validity Unstructured interviews Personality-agreeableness ( right “fit”) Education Personality-extraversion

Reflect Which of these tools are a part of your district’s current hiring process? Which category(s) of validity are represented? 3 minutes Share at your table

DMPS “Elevator Speech” Des Moines Public Schools believes in attracting and selecting talented people that will lead all students to excellence and growth in knowledge, skills and abilities to be successful at the next stage of their lives.  In order to improve our selection process for instructional and non-instructional staff we have designed a process which utilizes a multiple data point approach.  This approach allows our district to choose key indicators of future success that fit our culture and will benefit the growth of our students.  We can then weight our indicators based on local factors in order to produce a candidate profile that easily displays the degree to which a prospective employee fits the district’s ideal candidate.  Unlike many processes and solution’s, we have customized the framework and technology to our district.  This process will also allow us to spend more time ensuring the most promising candidates are placed in the right position in a consistent, equitable, transparent and documented process. Aligns with DMPS Vision & Mission Statement Control for bias

Reviewing/ improving a current Hiring process Starting Points and Suggestions

Sample Teacher Multi-Data Point Hiring Process Talent based screener Undergraduate transcripts particularly courses that are known to be rigorous and/or major concentration courses Onsite writing sample Numeric rating of candidate responses to interview questions in face-to-face interview process Performance segment Reference checks done well

DMPS Multi-Data Point Hiring Candidate Ranking Pairin Screener References Writing Sample Application Information GPA Identified Need Area Endorsements

DMPS Selection Process (references, GPA, endorsements) Application Review/aligned to JD Job description Writing Score Pairin Screener Interview Questions/ Teaching Segment Selection

Getting Started Job Descriptions Where are they located? Review Accurate? Up to Date? Job Posting includes the Job Description Rest of selection and hiring process needs to be aligned to the Job Description

Example

Getting Started Selection Tools Currently in use Screening tools Additions? (cost/efficiency/alignment) Consistently utilized? Interrater reliability Software

Later Stage Selection Tools Panel Interview Questions Teaching Segment/Performance Task Align both to Job Description/ Essential Functions District Initiatives or Instructional Framework

How do we improve interviewing? Research has found that interviews are more valid if questions are based on job analysis (Wiesner & Cronshaw, 1988) where specific situational job-related questions are used (McDaniel et al.,1994). Research suggests that a greater focus on teaching characteristics (teaching behaviors) in hiring can lead to high levels of achievement for all students (Goe, 2007).

What questions should we ask? Which interview questions will predict high levels of effective teaching behaviors exhibited by teachers in the classroom, as defined by high levels of student performance?" Classroom Management & Organization Organizing for Instruction Implementing Instruction Monitoring Student Progress & Potential Create “Look Fors” or Quality Response Indicators for each question Create Rating Scale for answers based on “Look Fors”

Example of Question with “look fors”

Example of Response Ratings 0-No Look Fors Addressed in Answer 1 - Very Few or One Look Fors Addressed in Answer 2 - Some Look Fors Addressed in Answer 3 - Majority/Key Look Fors Addressed in Answer

Teaching Segment Provide Parameters to the candidate Determine what you are “looking for” in the Teaching Segment Create way to capture that information

Example Teaching Segment Tool

Final Selection Reminders All selection measures (e.g., interview questions, rubrics) are directly aligned to job description and follow legal requirements (e.g., non-discrimination) Rubrics and strategies have been developed for selection processes to minimize biases and increase equity Final Selection is based on the data provided by the process

DMPS--Next Steps Leadership deliberation at the end of the hiring process (selection) On going review of interview questions and look fors/desired responses MAP data will drive the Skills, Abilities, Knowledge and Behaviors looking for in candidates Ongoing review/refresher of process with leadership staff

Your Turn Based on the information presented and your table talk What are your next steps? What questions do you have?

Contact Information Dr. Anne Sullivan Chief Human Resources Officer, DMPS anne.sullivan@dmschools.org Maureen Taylor HR Manager for Certified Staff, DMPS maureen.taylor@dmschools.org

Our people are oOuru greatest resource! Our People are Our Greatest Resource!

Legal Update and Scenarios Matt Carver, SAI Legal Update and Scenarios

Leading for Tomorrow

Leading for Tomorrow Access the Calendar/Checklist for your level. Compare to your own calendar. What questions do the calendars raise for you? What needs to be on the radar for this second semester?

Final Thoughts & Evaluation Upcoming learning opportunities: http://www.sai-iowa.org/events.cfm Evaluation: http://bit.ly/SAI12617

T K A H N O ! Y U