Principals as people managers

1. Principals as people managers Vasanthi Srinivasan

2. Changes in the environment impacting schools • Rapid technological change • Societal expectation • Rights perspective to education • Changing demographics • Talent shortage

11. Therefore….. • People are the single source of differentiation in schools • Aspirations need to be managed well • Opportunities need to be created • Continuous learning to be fostered • Handling non performers/performers/high performers • Managing your stakeholders (alumni, parents, prospective parents, regulators)

12. Leadership and Management in Schools • Academic institutions have two distinctive elements: academic and administrative • Balance two perspectives --- education and finance • Manage peers rather than subordinates • There is a shared leadership and institutional leadership at all times; personal leadership is unlikely to be successful

13. Being Fair and Being seen to be fair are the two challenges in leadership • Three kinds of justice: • Outcome justice • Procedural justice • Interpersonal or interaction

14. Conceptualizing what you do… • How would you describe what you do??

15. Planning Organizing Structuring Budgeting Forecasting Implementing Setting standards Controlling/monitoring Leading Motivating Evaluating Directing Communicating Co-ordinating Empowering Delegating/coaching Conceptualizing what we do..

16. JOBS Tasks Outcomes Measurable Current performance Professional skills ROLES Expectations Behaviours Intangible Potential Life skills HOW DO WE STRUCTURE WORK IN ORGANIZATIONS? Performance is jobs and roles. It is about outcomes and behaviours that contribute to the outcomes. It is the “What” and the “How”

17. Key responsibility in managing people Managing assessment Selecting and assigning the right person for the right job Managing performance Setting objectives and providing support to deliver superior performance Managing development Creating opportunities for growth and development Managing discipline Creating norms and enforcing rules and policies which are enabling performance

18. Heart of HR • Position analysis – what is a position expected to do? • What are the tasks/activities and roles/responsibilities expected? • What are the qualities needed in the person to do the job? • What should we pay the person?

19. Performance management • Intimate intertwining of jobs and roles • performance is about outcomes and behaviours that contribute to outcomes • PMS measures outcomes; competency mapping process measure behaviours but they need to be tied in to development plans for employees

20. Performance management • Goal setting • Coaching • Appraisal and evaluation

21. GOALS • Annual goals • Institutional /process goals • Personal development goals

22. HOW TO???? • Pick three or four critical goals only • Goals need to be cascaded. • look at responsibility within a goal not just activity • recognize at a team level the interdependencies --- factor this in goal setting

23. Measurements • set criteria for measurement on responsibility and activity • Are not static • need to change otherwise you are not growing • measurements on processes require consistent observation, collection and documentation across members • Spend one meeting at the beginning of the year on measurements

24. How to? • Review goals, measurements periodically (personal preference quarterly) Your operations meeting are the points where you can do assessment on qualitative dimensions document document document document document

25. How to?