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

2. 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.

3. Links http://www.sai-iowa.org/jan17secprinmentoring.cfm Resources:
Evaluation:
Mentoring Matters:

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

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

6. Dana Schon, SAI
Leadership-life Fit

7. 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?

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

11. 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

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

13. 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?

14. Learning Community: Leadership Success Analysis

15. 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.

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

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

18. 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

19. 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

20. 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

21. Why spend time examining the hiring process?

22. 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).

23. 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.

24. 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).

25. 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

26. 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

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

28. 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).

29. Selection Measures

30. 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

31. 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

32. 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

33. 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

34. Reviewing/ improving a current Hiring process
Starting Points and Suggestions

35. 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

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

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

38. 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

39. Example

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

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

42. 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).

43. 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”

44. Example of Question with “look fors”

45. 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

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

47. Example Teaching Segment Tool

48. 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

49. 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

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

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

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

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

55. Leading for Tomorrow

57. 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?

59. Final Thoughts & Evaluation
Upcoming learning opportunities: Evaluation:

60. T K A H N O ! Y U