1. Running an Effective HR Department Using Best Practices for Your School District AAEE Conference November 9, 2015 Justin L. Schooley, Ed.D. Associate Superintendent of Human Resources Berkeley County Schools, 401 S. Queen St., Martinsburg, WV 25401 jschoole@k12.wv.us, 304.267.3500

2. Sponsored by:

3. AASPA The American Association of School Personnel Administrators provides leadership in promoting effective human resource practices within education through professional development activities and a broad based resource network. AASPA has been in existence since 1938, and is the only organization that specifically targets and represents school human resource professionals.

4. Vision:Mission: AASPA will be the school human resources association of choice. AASPA will provide every member with services, resources, and information vital to successful school HR practices in the interest of students.

5. Purpose D iscuss the key HR administrator responsibility Learn tips and tricks from an old veteran HR administrator in managing this responsibility If this is your first or second year in HR, this presentation is for you! If you have been in HR longer, please jump in and contribute

6. Overwhelmed!!

7. Overwhelming!

8. When the flexible concept of HRM emerged in the 1980s, in the times of Thatcherism and Reaganomics, it “could not help but look more desirable than personnel management” (Hope-Hailey). From Personnel Management to Human Resource Management

9.  HRM-type themes, including 'human capital theory' and 'human asset accounting' can be found in literature dating as far back as the 1970s.  Modern view: Human resource management first gained prominence in 1981 with its introduction on the prestigious MBA course at Harvard Business School. The Harvard MBA provided a blueprint for many other courses throughout North America and the rest of the world, making its interpretation of HRM particularly influential  These ideas spread to other countries in the 1980s and 1990s, particularly Australia, New Zealand, parts of northern Europe - especially the UK, Ireland and Scandinavia - and also South and South-East Asia and South Africa.  Today, the HRM approach is influential in many parts of the world. Occurrence of Change

10.  Personnel management is more administrative in nature  dealing with payroll, complying with employment law, and handling related tasks.  Human resources is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.  Human resources is described as much broader in scope than personnel management:  incorporate and develop personnel management tasks  create and develop teams of workers for the benefit of the organization  a primary goal of human resources is to enable employees to work to a maximum level of efficiency Difference between PM and HRM The difference can be described as philosophical.

11. Difference Between PM and HRM Personnel Management Human Resource Management  more administrative in nature, dealing with payroll, complying with employment law, and handling related taskspayroll employment law  include administrative tasks that are both traditional and routine  employee satisfaction provides the motivation necessary to improve job performance employee satisfaction  responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.  involves ongoing strategies to manage and develop  Human resource management holds that improved performance leads to employee satisfaction.  With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.

12. Professional change management  The shift in the core values of employees to empowerment, ownership, and accountability has created a work force that will embrace change as long as they are part of the process.  With the introduction of today’s new business values, employee resistance should be expected. Business Today

13. Jack Welch: The Role of HR

14. Areas of Responsibility Recruiting and screening applicants Staff selection and employment Personnel records and data systems Substitute employment Compensation administration Employee relations Benefits/risk management Staffing controls Staff development Other duties assigned

15. What are the responsibilities of your Personnel Department? Human Resources Department? Human Management Capital Department?

16. Compliance Issues Think like an attorney Know what conforms to the law and what does not Establish relationships Join interdepartmental teams and much, much, much more….

17. Information & Data Gathers necessary information and keeps it updated Personnel Files Human Resources Information System Medical/HIPAA files Investigation files

18. Recruiting Activities College and career fair recruiting Vacancy advertising – internal and external EEOC programs in place Recruitment plan Easily accessible application forms and process

19. Student and Teacher Demographics © 2015, Battelle for Kids. Our students are diverse! Students of color make up more than 40 percent of the public school population, while teachers of color make up just 17 percent of the profession (Boser, 2011). Racial and ethnic minorities comprise more than half of Americans under the age of five (U.S. Census Bureau, 2013). By 2050, no racial or ethnic group will constitute a true majority in the United States (U.S. Census Bureau, 2013). In the 2009–10 school year, more than 80 percent of bachelor’s degrees in education were awarded to non-Latino white students. Seventy-five percent went to women (American Association of Colleges for Teacher Education, 2013). Most states have a teacher diversity gap, and at least 20 states have a differential of 25 percentage points or more between students and teachers of color (Boser, 2011). Other demographic changes include shifts in religious affiliation, a growing number of students from low-income families, and more English language learners.

20. © 2015, Battelle for Kids. 1. Growing teachers and leaders 2. Expanded online recruiting efforts 3. Partnerships with alternative certification programs 4. Employee referrals 5. Recruitment stipends 6. Leadership training 7. Building and communicating a brand 8. Leveraging partnerships Eight Strategies for Increasing Diversity through Recruitment and Hiring

21. Employment Activities Staffing projections Position control New hire documentation Screening of candidates Interviewing of candidates Selection of candidates Teacher certification

22. Immigration Reform & Control Act – Verifying Legal Status I-9s IRCA requirements State requirements What documents? Where do you keep such documents? How long do you keep these documents?

23. Employment Activities Employment contracts Transfer requests Substitute coordination Letters of reasonable assurance Job description development Employee handbooks and procedure manuals

24. Training and Development Activities Orientation and induction of new employees Performance appraisal management Tuition aid/scholarships Skills/supervisory training and development

25. Compensation Activities Wage and salary administration Payroll administration Executive compensation Budget estimates for pay increases Incentive pay plans Job analysis Wage Payment Issues: Every state has a wage payment statute in addition to FLSA

26. Benefits Administration Leave policy administration Insurance benefits administration Retirement plan administration Unemployment compensation Flexible spending account administration Compliance with federal laws, i.e. COBRA, FMLA

27. Employee Services Activities Employee assistance programs Counseling about employment issues Management of student teacher assignments Pre-retirement counseling, retirement planning Reduction-in-Force procedures

28. Personnel Recordkeeping Activities Personnel recordkeeping Promotion/transfer/separation processing HR information systems Reports to school board State and federal reports

29. Employee and Community Relations Activities Disciplinary procedures Exit interviews Complaint procedures Recognition programs Climate surveys Union/labor relations Periodic communications to employees

30. Negotiating & Policy Writing Collective Bargaining Knows the mandatory topics of bargaining Negotiates on behalf of the Board Knows the CBA Manages the CBA Trains others on the CBA Board Policy Writes compliant Policy Knows the Policy Manages the Policy Trains others on the Policy

31. Discipline Focus on the Facts Are your rules performance and behavior published? Is there documentation to support the disciplinary action? Is the discipline administered consistently? Document, Document, Document…

32. Termination/Resignation: Keeping Out of Court or Staying Afloat IF you Can Tell the truth on why employee was discharged Document performance problems Follow and check your poilces Ensure accurate performance evaluation Suspend before discharge (due process) Carefully respond to EEOC and State Human Right charges

33. Termination/Resignation: Keeping Out of Court or Staying Afloat if you Can Be aware that whatever reason you provide the Bureau of Unemployment Compensation Is it consistent with the reason given to the employee?

35. Ethics and HR Management HR’s Role in Organizational Ethics: HR management plays a key role as the “keeper and voice” of organizational ethics. What is Ethical Behavior? What “ought” to be done. Dimensions of decisions about ethical issues in management: Extended consequences Multiple alternatives Mixed outcomes Uncertain consequences Personal effects

36. Ethics and HR Management HR’s Role in Organizational Ethics: Responses to Ethical Situations Are guided by values and personal behavior “codes” that include: Does response meet all applicable laws, regulations, and government codes? Does response comply with all organizational standards of ethical behavior? Does response pass the test of professional standards for ethical behavior?

37. Decision-Making Cheat Sheet… 1.Do I have both all sides of the story? 2.What does the State School Code say? 3.What does my District’s CBA say? 4.What does my District’s Board Policy say? 5.What is the history around this issue? What is my District’s past practice? 6.Would I make the same decision for another employee? 7.Can I defend my decision to… My Superintendent? My Board? The Association President? A reporter? A Hearing Officer?

38. Resources Your District’s: US Department of Labor FMLA Wage and Hour JAN EEOC US DOJ/Civil Rights ADA State Licensure/ Certification Site Your District’s Legal Counsel CBAs Board Policy Evaluation Plan(s) Employee Handbook/ Manual(s) An HR Mentor State School Code State Pension Sites

39. Resources -Professional American Association of School Personnel Administrators (AASPA) State-Level Organizations Society of Human Resources Management (SHRM)

43. Questions?

44. American Association of School Personnel Administrators 913.327.1222 – Office / 913-327-1223 – Fax 11863 W. 112th Street, Suite 100 Overland Park, KS 66210 http://www.aaspa.org aaspa@aaspa.org Like us on Facebook,, follow us on twitter,, and join our LinkedIn network!

45. Justin L. Schooley, Ed.D. Associate Superintendent of Human Resources Berkeley County Schools, 401 S. Queen St., Martinsburg, WV 25401 jschoole@k12.wv.us, 304.267.3500