Key Action: Strengthen high quality teaching and learning through key actions supported by professional development

1. St. Louis Public SchoolsHuman Resources Support forDistrict Improvement Initiatives(Note: The bullets beneath each initiative indicate actions taken in Human Resources that support the District’s initiatives.) Key Action: Strengthen high quality teaching and learning through key actions supported by professional development Development of manpower planning unit to more accurately predict staff demand, market conditions and District needs. Improved and streamlined recruitment and selection systems. Development of critical success factors with each internal SLPS department to streamline the staff selection process Improved central personnel file system and record keeping. All personnel in the Human Resources Department will have a personal professional development plan designed to collectively increase department competence and credibility.

2. St. Louis Public SchoolsHuman Resources Support forDistrict Improvement Initiatives(Note: The bullets beneath each initiative indicate actions taken in Human Resources that support the District’s initiatives.) Continued… • Key Action: Build on assets • All personnel in the Human Resources Department have a personal professional development plan designed to collectively increase department and employee competence and credibility.

3. St. Louis Public SchoolsHuman Resources Support forDistrict Improvement Initiatives(Note: The bullets beneath each initiative indicate actions taken in Human Resources that support the District’s initiatives.) Continued… • Key Action: Improve customer service – employ readily available tactical solutions • The HR department established specific department support to each of its 3 customers in the new department reorganization. District supports to its three customers (buildings and principals, internal SLPS departments and our employees) will increase measurably. • HR department staff collaborated to establish key department values and a purpose statement to guide department activity. In addition, the department has established and implemented key staff behaviors to serve as a model for other departments.

4. LeadershipDemonstrate results through goal directed performanceIntegrityDoing what is right is the right thing to doDependabilityBe someone others can count onServiceWe support the district, its employees, buildings and internal departments with timely, professional, and accurate assistanceOur purpose: “Making St. Louis Public Schools thrive by recruiting, employing, developing and retaining high quality staff and providing effective systems and solutions for our customers”

5. St. Louis Public SchoolsHuman Resources Support forDistrict Improvement Initiatives(Note: The bullets beneath each initiative indicate actions taken in Human Resources that support the District’s initiatives.) Continued… • Key Action: Strengthen human resources department processes and its capacity to recruit and hire, and manage the personnel function • The table of organization in the HR department has been organized to deal more effectively with direct customers. • The department will become data driven and adopt key performance indicators inclusive of all department functions. Feedback on those KPIs will be shared with all staff regularly. • The department has the capacity of standardizing job descriptions throughout the district. • Support for employee transactions with human resources will be streamlined and given new priority with new guidelines established for making those services more efficient. • Manpower planning and the best practices research are being added to the department’s support services. • HR systems analysis and efficiencies are part of the new department restructuring and will bring HR systems into compliance with District needs. • Each HR functional unit will have a specific set of objectives tied to department and District objectives.

6. St. Louis Public SchoolsHuman Resources Support forDistrict Improvement Initiatives(Note: The bullets beneath each initiative indicate actions taken in Human Resources that support the District’s initiatives.) Continued… • Key Action: Implement a Cycle of Improvement • Continuous improvement expectations are built into each functional unit both through unit objectives and job descriptions. • Each functional HR unit will have policies and procedures defining the operations and activities of that unit as well as defined performance measures and benchmarks.

7. St. Louis Public Schools Human Resources Department Table of Organization Service Internal SLPS Dept. Clients (Finance, Academics, I/T, Operations) Service School Clients Service Employee Clients

8. This Unit is responsible for planning, managing, compliance reporting and making recommendations on implementation and administration of District-wide employee benefits and compensation plans. (Typically this encompasses health insurance, workers compensation, life insurance, retirement, employee assistance, tax shelter annuities, and disability as well as the salary and wage compensation structures, policies and practices District-wide.) This Unit is responsible for analyzing cost structures, quality and effectiveness of all benefit and compensation programs and negotiating with vendors and consultants. The Unit is expected to make recommendations for plan improvements and enhancements. The Unit is responsible for maintaining accurate current and historic employee and program data which successfully supports the District administration, internal departments, buildings, employees and governmental compliance.

9. The Employment Unit manages the recruitment, selection and job placement activities for the St. Louis Public Schools. This Unit is responsible for developing and implementing programs, plans, policies and procedures for creating job descriptions, recruitment, testing selection and job placement. The Unit is tasked with developing sources of qualified applicants, screening applicants, scheduling and conducting interviews, administering tests, checking references and backgrounds and evaluating applicant qualifications. The Unit maintains accurate data on District-wide position openings, recruitment activities, applicant flow, interviews, hires, transfers, promotions and terminations. The Unit continually analyzes data and statistical reports and makes program improvement recommendations. The Unit manages the District’s Affirmative Action and Equal Employment Opportunity programs, and the preparation and filing of timely reports that meet all legal requirements impacting employment in St. Louis Public Schools. The Unit also maintains contacts with educational, employment, placement organizations and other sources for attracting potential position applicants.

10. The School Support Liaison Unit supports building administrators and staff in creating a positive work environment, providing human resource technical support staffing for both certified and non certified personnel. This Unit coordinates human resource support to individual buildings, responds to inquiries regarding policies, procedures, certifications, and advises building administrators in appropriate resolution strategies for employee-related issues. Typically, support may include completion of performance reviews by building, program, insuring that effectiveness, compliance and equity are maintained in benefit and compensation conducting building surveys, expediting employee actions, or troubleshooting difficult building personnel related issues. This Unit maintains appropriate data relevant to interaction with individual buildings including the types of activities, problem resolution, needs assessed and prepares reports on such. The Unit may provide in-service human resource training in relevant areas and is tasked with recommending changes to improve the building service delivery system.

11. This Unit initiates and coordinates manpower planning, data integration department-wide and compiles, analyzes, researches and presents data research on relevant human resource areas affecting St. Louis Public Schools. Involvement in human resource policy development, systems planning and continuous improvement are also tasked to this Unit. The Unit’s manpower planning systems must be capable of predicting and optimizing staffing throughout the District by determining annual and seasonal employee demand, market conditions and District needs. This Unit participates in policy development, systems changes, and policy implementation. The Unit designs, plans and directs research projects and surveys designed to develop data for District planning, compliance training programs, or organizations development and change activity. The Unit assesses current HR department service models for effectiveness and efficiency and makes appropriate recommendations for improvement. Additionally, this Unit is tasked with identifying and recommending promising areas for research or technological change that address unmet needs or create greater HR Department efficiency and effectiveness.

12. This Unit administers employee related programs, participates in the resolution of employee problems and handles day to day employee transactions, information requests, changes, and follow up. Preparation and distribution of District-wide employee communication and information also occurs in this Unit. This Unit works directly with the employee-customers in solving problems, providing information on employee related programs and explaining rules, policies, procedures and the need for compliance. Typical activities may include enrolling eligible employees in District programs, dispensing medical, insurance or personnel forms, assisting employee customers in completing forms making requested personnel system changes and maintaining accurate, up to date permanent employee files. The Unit keeps data on employee interactions, assists in resolution of employee grievance, services rendered and may gather data on worker attitudes to facilitate increased employee satisfaction. The Unit, on a proactive basis, coordinates educational, informational, social and supportive programs designed to strengthen the employee/District bond and to bring services closer to employees.