Determining Staffing Needs

1. Determining Staffing Needs Dr. Rodney Davis ILA 6643

2. Planning for Staffing Needs • Planning is an attempt to anticipate and shape future • Three Parts to Planning • Identifying: Vision, Goals, and Objectives • Assessing: Available Resources/Obstacles/Conditions • Developing: Plan to Reach Goals Anticipatory Planning Proactive Action Oriented ILA 6643

3. We’re At a Competitive Disadvantage… • According to evidence, schools will continue to be at a competitive disadvantage vis-ả-vis other employers in seeking to attract and retain well-qualified personnel. (Pounder, 1987) • Why? • Low salaries-compounded by budget shortfalls • Work environment-lack of administrative support • Expectations • Staff Development ILA 6643

4. Planning Begins with a Mission Statement • Mission statement informs insiders and outsiders the purpose of the organization, core beliefs, organizational identity, valued outcomes. • Their value comes in setting parameters for organizational activities. • Vital for all members of the organization to know and understand the mission statement. • This can be difficult as many words carry different meanings • i.e. Promote a “safe and positive school climate.” ILA 6643

5. Clarifying Value Laden Terms • A Mission Scan is one way to clarify the meaning of many words that carry multiple meanings. • The scan consists of individual members discussing the mission statement phrases and providing their interpretation. • Discussions allow members to explore different understandings and work towards a language upon which everyone agrees and understands. • By safe and positive school climate we mean … ILA 6643

6. Why is this an HR function? ILA 6643

7. Mission and Vision are Different • Essentially a Mission answers the question, who are we? • A Vision answers the question, where are we going? • Once there is agreement on the Mission then the planning can focus on a vision. • Remember that a Mission Statement gives structure or sets parameters for an organization. The Vision operates within those parameters. ILA 6643

8. Developing Vision: 2 Step Process • Visioning: activity that asks members to think about the future. • What might the future be like if we became the organization outlined in our Mission statement? • Construct a mental image of that future. • We don’t stop at the mental image • Next, we think about the strategies that will enable the organization to achieve the vision. Strategic Planning • Strategic-purposeful, direct, specific planning ILA 6643

9. What are the Objectives • These are measurable, observable targets the district and/or the school are going to achieve. • By this date we are going to have a full-time guidance counselor at every elementary school. • Must review them because they impact human resource planning. • Adding guidance counselors not only impacts the budget but they must be hired. • How many will the district need? ILA 6643

10. Strategic Planning • Strategic Planning Operates Under Two Assumptions: • First, The future determined by the present, a large degree • Second, will be different than the present • Environmental Assessments are used to identify trends that might impact organizational ability to accomplish the mission. • Critical Issues Analysis is used to create an Environmental Assess. • What are the critical issues that might affect this organization? ILA 6643

11. Two Critical Issues Affecting Schools #2 Enrollment Objectives #1 and Goals ILA 6643

12. Is this Critical? A 3-part Test to be Sure • Will the issue affect the performance of the organization? • Will it require allocation of organizational resources? • Can the organization reasonably expect to control or exert significant influence on the impact the issue has on the organization’s performance? (Wilkinson, 1986) • If all of the answers to these questions are yes, then the issue is critical ILA 6643

13. Futures Wheel Assesses Probable Impact • The Futures Wheel helps planners to assess the probable impact of critical issues. • Traces impact of an event two, three, or more stages beyond the immediate results ILA 6643

14. Futures Wheel Sterile gloves Analyze Need for Medical Resources Additional Staff Blood-borne pathogens Parents Professional Development HIV Positive Student Communication Faculty & Staff New Cleaning Protocols ILA 6643

15. Ranking • Ranking Issues: Using the futures wheel, planners discuss the range of opportunities and threats posed by each issue under discussion and ranks them on 3 dimensions • Probability (10 point scale) 10 highly probable • Impact (10 point scale) 10 means major structural change • Imminence (3 point scale) • Near Term (up to a year) • Medium Term (next 3 years) • Long Term (next 5 years) ILA 6643

16. Issue Briefs • Title and definitions of the issue • Identification of threats and opportunities • Identification of driving forces • Potential outcomes • Impact on the organization • Planning challenges (Needs list) ILA 6643

17. Selecting Strategic Goals Goal Intermediate Goal Intermediate Goal ILA 6643

18. Predicting the Need • Projections are only as valid as the assumptions on which they are based. • Birthrate increasing • New housing • Plant closing • Long range predictions have a greater risk of error than short term • How do we begin to know how many staff are needed? • Anticipated Enrollment, teacher/student ratio, returning staff Realtors are a great source for info on population changes Tip: ILA 6643

19. Decreases are difficult to predict • Deaths • Voluntary resignations • Dismissals • Reduction in Force Where do we get supply of human resources? New hires and returning staff from absences. Challenge: Colleges are producing less math and science teachers because students are choosing to enter the private sector where starting salaries are higher. ILA 6643

20. Reduction in Force • What is it? • Mandatory decrease in staffing • Mandatory by district policy and/or state law • Causes • Budget shortfall • Enrollment declines • How is it accomplished? • Seniority basis ILA 6643

21. Alternatives to Reduction in Force • Retirement Incentives • Retention of staff through attrition • New program development ILA 6643

22. Final Step Needs and Supply ILA 6643

23. Cohort Survival Method • Most commonly used method to predict future enrollments • Cohort Defined: • Any group of students who start school together • Guiding Cohort Assumption: • The future will be like the past • Short term, probably a safe assumption • Long term, probably not • Error rate less than 1% +/- ILA 6643

24. Projecting First-Grade Enrollment • Kindergarten, data on the number of births five years earlier • Divide the previous enrollment by the number of live births 5 years earlier to obtain the enrollment ratio. If the number is greater than 1 means number of kindergartners exceeded births. (people moving into area). Repeat step for 5 years. • Add ratios and divide by 5 to obtain the average enrollment ratio • Multiply the number of live births five years earlier by the mean enrollment ratio to obtain the projected enrollment for the current year. ILA 6643

25. To get the enrollment ratio, divide col. 3 by col. 2 • Ave. Enroll Ratio • Multiply birth 5 years earlier by enroll ratio to get projected enrollment ILA 6643

26. Retention ratios • To project enrollments for grades 2-12 a retention ratio is calculated. • Divide each year’s enrollment at a given grade level by the previous year’s enrollment at the next lowest level • Adjustments need to be made if trends warrant. • If you have increased enrollments over projection 5 previous years you would be wise to increase your projections accordingly ILA 6643

27. Retention Projection 1.012 ILA 6643

28. Staffing Needs • Teacher units are determined by previous year’s enrollment at the 40 day point. • Ratio of teacher to student by grade level • K: 1:25 • 1-3: 1:28 • 4-8 1:32 • 9-12 1:32 ILA 6643

29. Human Resource Profile • A Profile is a word picture that describes the current condition of the human resources. • Generated by gathering information about current employees • This info includes but not limited to • Name, age, date of employment • Sex, job title • Training, certificates, special skills ILA 6643

30. Human Resources and the Law • Federal Influences • Social Justice • Everyone should be treated fairly • Yet some are treated unfairly • Civil Rights is the body of law which deals with how people are treated • Social Justice has the foundation that people should be respected by others including governments and organizations. ILA 6643

31. Social Justice is at the heart of HR • Types of Justice • Distributive: Society and the Individual • Legal: Individual to Society • Commutative: Individual to Individual • Basis of Justice is an Agreement • Call it a Social Contract • Parties freely enter into it and can withdraw from it. • John Rawls 2 principles • Equal Access and Equal Opportunity Responsibility ILA 6643

32. The Law and HR Affirmative Action Civil Rights Act 1991 Americans With Disabilities Act 1990 Family Medical Leave Act 1993 Equal Pay act 1963 Age discrimination in employment act 1967 ILA 6643