41 hr recruiting selecting and hiring employees
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A SAMPLE REPORT
Benchmarking to Improve
An Examination of Districts Processes in:
HUMAN RESOURCES (HR)
PIIEProcess Improvement and Implementation in Education
Data in the report are for illustration purposes only, and are not from a specic district.
A national study based on sur veys from the following Districts:
Aldine, TX
Anne Arundel, MD
Atlanta, GA
Boston, MA
Brazosport, TX
Broward County, FL
Carrollton Farmers Branch, TX
Cobb County, GA
Montgomery County, MD
Pajaro Valley, CA
Philadelphia, PA
Pinellas County, FL
Pittsburgh, PA
Tulsa, OK
Wake County, NC
Elk Grove, CA
Fairfax County, VA
Galena Park, TX
Galveston, TX
Gwinnett County, GA
Houston, TX
Los Angeles, CA
Miami Dade County, FL
P I I E
A preliminary performance comparison of how their processes in
RECRUITING, SELECTING, AND HIRING EMPLOYEES
compared to processes in other participating districts
of various sizes, demographics, and locations across the United States
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HR Pilot FindingsPreliminary Table of Contents1
TABLEOFCONTENTS
About this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Whats in this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Section 1. Quantitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Section 2. Qualitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Section 3. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Success Factors and Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Section 1. Quantitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Summary of Key Indicators Explained . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Summary of Key Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Cost Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Staff Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Process Efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Cycle Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Section 2. Qualitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Section 3. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Appendix A: Characteristics of Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Appendix B: APQC Process Classification Framework . . . . . . . . . . . . . . . . . . . . 33
Appendix C: About APQC, OSBC Research, and PIIE . . . . . . . . . . . . . . . . . . . . . . 35
Appendix D: Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Appendix E: Using this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Appendix F: Qualitative Survey Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
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HR Pilot FindingsPreliminary
ABOUTTHISREPORT
This is a report comparing your districts performance with other participating districts in a
process called Recruiting, Selecting, and Hiring Employees.
This report is part of a national pilot project called PIIEProcess Improvement and
Implementation in Education. Data in this report were collected through the first version
of a survey that was blinded and analyzed. Finally, a customized report was prepared
for your district comparing your performance in this particular process to that of other
participating districts. Since this is a pilot project, the findings are preliminary and may
fluctuate in future versions based on larger samples sizes and modifications to definitional
elements to terminology. Special attention will be made to work with the pilot districts to
refine the survey instrument to ensure that it will allow districts to more accurately answer
questions. Although a significant amount of time was spent validating survey responses,
many districts were unable to obtain data that could encompass the entire survey scope,
and thus it will be an ongoing process to help refine responses.
This survey was part of a year-long pilot conducted by APQC, a 30-year-old nonprofit
organization located in Houston, Texas. APQCs purpose is to help any organization
to improve whether its in education, business, health care, or government. Valid
comparisons can be made because every participant uses a common taxonomy of
processes and sub-processes called the APQC Process Classification FrameworkSM
(PCF),
explained in later pages.
How can you use this report?The analysis of your data focuses on four types of
measurements or key performance indicators (KPIs). Cost Effectiveness
Staff Productivity
Process Efficiency
Cycle Time
In addition, this report contains Key Findings and Challenges reported by the
districts. The analysis that is captured in this report will allow you to see where your
district compares with others. Combined with your knowledge about your districts
strategic objectives and challenges, the data from the report can help you to focus your
improvement activities to align to your districts goals.
We strongly believe that this report indicates significant opportunities for process
improvement and innovation in every district. Please let us know if we can help your
district make these improvements.
C. Jackson Grayson, Jr. Diane Kline Travis Colton
APQC Chairman & CEO Project Director Analyst
2About this Report
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HR Pilot FindingsPreliminary
WHATSINTHISREPORT
Section 1. Quantitative Data
Contains reporting, analysis and answers to questions such as: How cost effective are we compared to other districts our expenditures
versus results in other districts?
Is our hiring staff productive compared to other districts?
How efficient is our hiring process?
How long does it take us to process applicants compared to other districts?
Section 2. Qualitative Data
Features questions and responses such as:
What is the most common reporting structure for HR recruiting?
How many districts give hiring bonuses?
How many districts give added compensation for challenge schools?
How are vacancies posted or publicized?
Section 3. Appendices
Answers the following questions:
Who are the participating districts and what are their characteristics?
What was the survey that collected the data?
What is PIIE and what is the Open Standards Benchmarking Collaborative
research?
What are the terms of use?
What does this term mean?
Whats in this Report?3
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HR Pilot FindingsPreliminary
Success Factors
The following are specific processes and activities that districts cite as key enablersto their success. The first set comes from districts identified as top performers. The
second list is from all participants.
SUCCESSFACTORSANDCHALLENGES
TOP PERFORMERS ALL PARTICIPANTS
Online application system that allows HR staffto view, track and hire candidates
Early identification and offers made to qualifiedparticipants
Staffing goals based on accurate projectionsof enrollment, staff attrition and critical needs
areas
Competitive salary and benefits package
Highly skilled recruiters who areknowledgeable, friendly (personalizedattention) and focus strongly on follow up
Establishing a good relationship withuniversities to ensure effective job recruiting atjob fairs
International recruiting Effective marketing and research
Challenges
These are obstacles identified as hindering districts from hiring the best staff.
CHALLENGES
Salary and benefit packages are not competitive
Qualified candidate pool is extremely limited in critical needs areas
Enrollment and contract projections are not timely enough to identify openings sooner,meaning hiring is done in the summer after many of the best candidates have already foundpositions
Lack of communication between departments (both people and data systems) slows down thehiring process enough to lose the best candidates
Limited resources to enhance recruiting, offer incentives for challenging schools and relocationpackages
Rapid change in enrollment and demographics
Finding diverse staff
4Success Factors and Challenges
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HR Pilot FindingsPreliminary
Summary of Key Indicators Explained
On the following pages (69), you will see a spreadsheet called Summary ofKey Indicators. It lists both key performance indicators (KPIs) and supporting
indicators with columns that show your districts responses alongside those of all
participants..
The indicators are divided into the following four categories:
Cost Effectiveness
Staff Productivity
Process Efficiency
Cycle Time
The performance measure for the indicators is compared against all participants.
Your Summary of Key Indicators uses the following labels:
N
A count of the number of districts who provided data to calculate the metric.
20th Percentile
This term refers to the 20th percentile of the distribution of the metric on the low
side of the median. It does not necessarily infer directional goodness of the data.
Median
This refers to districts performing at the median.
80th Percentile
This term refers to the 20th percentile of the distribution for the metric on the high
side of the median. It does not necessarily infer directional goodness of the data.
The comparison of your districts metrics to the overall metric distribution can beused to detect patterns of how top achieving districts are doing in specific areas.
Your comparisons can be used in context with your districts goals to improve
where you see necessary.
SECTION1. QUANTITATIVEDATA
Section 1. Quantitative Data5
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HR Pilot FindingsPreliminary
Summary of Key Indicators
Cost
Effectiveness
Your
District Performance N
20th
Percentile Median
80th
Percentile N
20th
Percentile Median
80th
Percentile
HR recruiting
costs per start$712
Above
Average19 $2,060 $1,195 $454 10 $1,256 $659 $432
Total HR
recruiting costs
per recruiting
FTE
$126,212Below
Average19 $130,732 $101,230 $62,427 10 $129,374 $104,509 $63,913
HR recruiting
costs per
employee (total
district)
$139Below
Average19 $153 $78 $60 10 $140 $76 $50
Employees
(total district)
per recruiting
FTE
906Below
Average19 1,948 1,046 591 10 919 1,415 2,534
Personnel costs
(labor) as apercentage of
total recruiting
costs*
82.5% Bottom 19 82.0% 69.5% 51.7% 10 81.8% 74.4% 47.0%
Internal
systems
costs as a
percentage of
total recruiting
cost*
5.9%Above
Average18 0.5% 4.2% 9.6% 10 0.3% 1.5% 5.1%
All Participants >100k Students
N indicates the number of responses for that KPI
*Measures shaded in gray are supporting indicators and not used to calculate performance.
6Section 1. Quantitative Data
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HR Pilot FindingsPreliminary
Summary of Key Indicators
Staff
Productivity
Your
District Performance N
20th
Percentile Median
80th
Percentile N
20th
Percentile Median
80th
Percentile
Offers per
recruiting FTE184 Top 14 45 65 141 6 48 140 244
Starts per
recruiting FTE177 Top 19 49 71 176 10 76 158 238
Applicants per
open position1 Bottom 17 3 4 7 9 2 3 7
New
employees
annually as a
percentage of
all employees*
17.7% Top 20 6.4% 8.8% 13.3% 11 8.2% 8.8% 14.6%
All Participants >100k Students
N indicates the number of responses for that KPI
*Measures shaded in gray are supporting indicators and not used to calculate performance.
Section 1. Quantitative Data7
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HR Pilot FindingsPreliminary
Summary of Key Indicators
N indicates the number of responses for that KPI
*Measures shaded in gray are supporting indicators and not used to calculate performance.
Process
Efficiency
Your
District Performance N
20th
Percentile Median
80th
Percentile N
20th
Percentile Median
80th
Percentile
Start rate 96.5% Top 15 83.6% 92.8% 96.4% 7 79.8% 93.9% 97.5%
Acceptance rate 96.5%Above
Average14 89.2% 95.6% 98.5% 7 87.9% 96.7% 98.9%
Percentage of
positions vacantat the start of
the school year
3.2% BelowAverage
18 5.0% 1.1% 0.5% 9 3.0% 1.0% 0.5%
Employee
turnover
(voluntary and
involuntary)
5.8%Above
Average19 12.2% 8.0% 4.8% 10 10.1% 7.6% 6.2%
Percentage of
all first teachersthat are non-
renewals*
0.4% BelowAverage
19 7.4% 0.2% 0.0% 10 1.4% 0.5% 0.0%
All Participants >100k Students
8Section 1. Quantitative Data
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HR Pilot FindingsPreliminary
Summary of Key Indicators
N indicates the number of responses for that KPI
*Measures shaded in gray are supporting indicators and not used to calculate performance.
Cycle
Time
Your
District Performance N
20th
Percentile Median
80th
Percentile N
20th
Percentile Median
80th
Percentile
Average time
from requisition/
vacancy posting
enters HR
system posting
to offer
30 Bottom 15 21 14 7 7 15 10 6
Average
time from
submission ofjob requisition/
vacancy posting
to approval
4 BelowAverage
17 6 2 1 9 5 1 1
Average time
from application
entered into
HR system to
time it becomes
a qualified
prospect for an
open position
2Above
Average18 15 4 1 9 20 6 2
Average time
from offer to
acceptance
10 Bottom 15 4 2 2 7 6 2 2
All Participants >100k Students
Section 1. Quantitative Data9
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HR Pilot FindingsPreliminary
Cost Effectiveness
How cost effective are we compared to other districts?
Cost effectiveness is a ratio between how much your district spends per unit of
measure, such as per new hire or per recruiting FTE. Essentially, they allow you
to compare your expenses against other districts in a way that controls for factors
such as the overall number of recruits. The main performance indicator for cost
effectiveness is total recruiting costs per start (defined as a candidate who was
present the first day of work). Lower costs per start indicate a higher level of
performance or cost effectiveness.
One of the key utilities for this benchmarking report is to identify potential
savings gaps between your districts current recruiting processes and those of top
performers. If your districts performance is below top performance, the following
table shows the potential savings that could be realized by improving recruiting
processes. Top performers: remember improvement and innovation are the reason
youre on top, so keep it up!
Total Recruiting Costs Per Start
$1,256$659
$432
Your District
>100K
All Districts
$0
Cost
$500 $1,000 $1,500 $2,000 $2,500
$2,060$1,195
$454
$712
Top Performer Median Bottom Performer Your District
10Section 1. Quantitative Data
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HR Pilot FindingsPreliminary
POTENTIAL SAVINGS
Top Performer Cost Per Start $454
Your Districts Cost Per Start $712
Potential Savings per Start $258
Potential Annual Savings per Start (based on your reportednumber of starts)
$686,218
KEY FINDING FOR COST EFFECTIVENESS
The cost per start decreases as you hire more employees.Within the
participating districts, one of the most influential factors impacting overall
cost effectiveness is the number of starts that a district processes each year.
For districts processing at least 1,000 starts, the median cost per start is $659,
while those districts processing under 1,000 starts is $1,840.
We can look beyond the numbers to find meaning. Top-performing districts
are more likely to have less than half their total recruiting costs associated
with personnel. Instead, more resources are spent on systems than other
districts.
Top performers tend to allocate more of their dollars to outsourcing
recruiting activities than other districts, although it still remains a small
percentage of overall spending (top performers 12.7 percent of totalrecruiting cost, 6.7 percent for all other districts). Outsourcing tends to be
more commonly used in districts over 100,000 students.
In addition, process maps are utilized more frequently to manage recruiting
activities as well as to communicate with their customers.
NUMBER OF STARTS COST PER START
At Least 1,000 $659
Less than 1,000 $1,840
Section 1. Quantitative Data11
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HR Pilot FindingsPreliminary
Total HR Recruiting Costs Per Recruiting FTEThis cost measure comprises the total recruiting costs (personnel, systems,
overhead, other, and outsourced) divided by the number of FTEs associated with
the recruiting process. Your districts performance in this area is depicted in the
exhibit below.
HR Recruiting Costs per Employee (Total District)This cost measure comprises the total recruiting costs (personnel, systems,
overhead, other, and outsourced) divided by the total number of employees in thedistrict. The following exhibit compares your district to others.
Your District
>100K
All Districts
$0
Cost
$130,732
$20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000
$101,230
$62,427
$129,374
$104,509
$63,913
$126,212
Top Performer Median Bottom Performer Your District
Your District
>100K
All Districts
$0
Cost
$153
$20 $40 $60 $80 $100 $120 $140
$78
$60
$140
$76
$50
$139
$160
Top Performer Median Bottom Performer Your District
12Section 1. Quantitative Data
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HR Pilot FindingsPreliminary
Personnel Costs (Labor) as a Percentage of Total Recruiting CostThis cost measure comprises the personnel costs of FTEs associated with
recruiting divided by the total recruiting costs (personnel, systems, overhead,
other, and outsourced). Top performers tend to have a lower percentage of their
costs associated with personnel and a higher percentage with systems cost, and is
reflected in the calculation of the following two measures.
Internal Systems Costs as a Percentage of Total Recruiting CostsThis cost measure comprises the recruiting systems costs (i.e., computer hardware/
software) divided by the total recruiting costs (personnel, systems, overhead, andoutsourced). See the exhibit below for details.
81.8%74.4%
47.0%
Your District
>100K
All Districts
0%
Personnel Percentage
20% 40% 60% 80% 100%
82.0%69.5%
51.7%
82.5%
Top Performer Median Bottom Performer Your District
0.3%1.5%
5.1%
Your District
>100K
All Districts
0%
Systems Percentage
2.0% 4.0% 6.0% 8.0% 10.0%
0.5%4.2%
9.6%
5.9%
Top Performer Median Bottom Performer Your District
Section 1. Quantitative Data13
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HR Pilot FindingsPreliminary
TOP PERFORMERS: TECHNOLOGY FACTORS
An automated system for position control
An electronic repository or database for applications
The ability for recruits to complete applications online
An automated system that has some screening capability
KEY FINDINGS FOR STAFF PRODUCTIVITY
Technology is one major factor that is common among top- performing
districts within the productivity performance category.A more productiverecruiting system implies that a greater number of applications, offers, starts,
etc. are processed with fewer staff than less productive systems. Only one of
the top performers uses an in-house electronic hiring system, while all others
use commercial systems.
TOP PERFORMERS: RECRUITING FACTORS
Developing an annual recruiting plan
Collaborating in regional recruiting events
Collecting data on the effectiveness of recruiting sources/methods
Contracting job boards (60 percent versus 33 percent) which tendsto broaden the exposure for positions and increase the number ofapplications received
Allowing resumes in lieu of applications (60 percent versus 0 percent).Further research is needed to identify valid statistical linkage, butanecdotal evidence suggests that higher quality candidates are more likelyto prefer using resumes instead of applications.
Recruiting sources and methods influence top-performing districts.Many
recruiting activities are standard amongst the participants including:
Section 1. Quantitative Data15
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HR Pilot FindingsPreliminary
Employees Per Recruiting FTEThis productivity measure comprises the number of FTEs associated with the
recruiting process divided by the total number of employees in the district. The bar
graph below indicates the number of employees that one HR FTE serves.
Starts Per Recruiting FTEThis productivity measure comprises the number of annual starts divided by the
total number of FTEs associated with the recruiting process. A core measure in
productivity that shows how many recruits your staff members are processingcompared to other districts.
16Section 1. Quantitative Data
Your District
>100K
All Districts
0
Employees
591
500 1,000 1,500 2,000 2,500 3,000
1,046
1,948
919
1,415
2,534
906
Top Performer Median Bottom Performer Your District
Your District
>100K
All Districts
0
Starts
49
50 100 150 200 250 300
71
176
76
158
238
177
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary
Applicants Per Open PositionThis productivity measure comprises the total number of applicants divided by the
number of available open positions. See the exhibit below for a comparison of your
district to other responding districts.
New Employees Annually as a Percentage of All EmployeesThis productivity measure comprises the number of new employees (full- and part-
time employees not employed by the district prior to the survey reporting period)
divided by the number of employees in the district during the most recent fiscal
year.
Section 1. Quantitative Data17
Your District
>100K
All Districts
0
Applicants
3
1 2 3 4 5 6 7
4
7
2
3
7
1
8
Top Performer Median Bottom Performer Your District
Your District
>100K
All Districts
0%
Percentage
6.4%
4.0% 8.0% 12.0% 16.0% 20.0%
8.8%
13.3%
8.2%
8.8%
14.6%
17.7%
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary
Process Efficiency
How efficient is your hiring process?
18Section 1. Quantitative Data
Start Rate (Offers per Start)This metric captures how effective your recruiting efforts are by comparing the
number of offers to the number of starts (people that accept position and are
present on the first day of work). A higher start rate means that extended offers are
producing more new employees than other districts.
79.8%93.9%
97.5%
Your District
>100K
All Districts
0%
Start Rate
20.0% 40.0% 60.0% 80.0% 100.0%
83.6%92.8%
96.4%
96.5%
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary20Section 1. Quantitative Data
Acceptance RateThis efficiency measure is a percentage that comprises the number of acceptances
divided by the total number of offers.
Percentage of Vacant Positions at the Start of the School YearThis efficiency measure is a percentage that comprises the number of unfilled
positions at the start of school divided by the total number of open positions that
were available to be filled by the start of the year.
87.9%96.7%
98.9%
Your District
>100K
All Districts
0%
Start Rate
20.0% 40.0% 60.0% 80.0% 100.0%
89.2%95.6%
98.5%
96.5%
Top Performer Median Bottom Performer Your District
3.0%
1.0%0.5%
Your District
>100K
All Districts
0%
Vacancy Rate
1.0% 2.0% 3.0% 4.0% 5.0%
5.0%1.1%
0.5%
3.2%
Top Performer Median Bottom Performer Your District
6.0%
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HR Pilot FindingsPreliminary Section 1. Quantitative Data21
Employee Turnover (Voluntary and Involuntary)This efficiency measure is composed of the number of full- and part-time
employees whose employment was voluntarily or involuntarily terminated as a
percentage of the average employee count (or total budgeted FTEs).
Percentage of All Non-Renewal Employees Within the First YearThis efficiency measure comprises the percentage of all employees who do not
renew at the end of their first year.
Your District
>100K
All Districts
0%
Turnover Rate Percentage
12.2%
4.0% 8.0% 12.0% 16.0% 20.0%
8.0%
4.8%
10.1%
7.6%
6.2%
5.8%
Top Performer Median Bottom Performer Your District
Your District
>100K
All Districts
0%
Non-Renewal Rate Percentage
7.4%
2.0% 4.0% 6.0% 8.0% 10.0%
0.2%
0.0%
1.4%
0.5%
0.0%
0.4%
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary22Section 1. Quantitative Data
Cycle Time
How long does it take my district to complete the hiring process?
Average Time From Requisition/Vacancy Posting Entering HR System
to Offer (In Days)
Cycle time indicators measure how long it takes between the start of a process
or activity and its completion. The chart above shows the average time in days
between when an open position is posted in the HR system and the time when an
offer is extended to a qualified candidate.
Top performers have a 4 percent higher acceptance rate. Top-performing districts
(in cycle time) have an average cost per new hire that is nearly 25 percent less thanother districts.
Your District
>100K
All Districts
0
Days
21
5 10 15 20 25 30
14
7
15
10
6
30
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary24Section 1. Quantitative Data
Average Time from Submission of Job Requisition to ApprovalHow long does it take my district to complete the hiring process? Cycle time
indicators measure how long it takes between the start of a process or activity
and its completion. For example, the chart below shows the average time in days
between when an open position is posted in the HR system and the time when an
offer is extended to a qualified candidate.
Average Time from Application Entered into HR system to Qualified
Candidate
Your District
>100K
All Districts
0
Days
6
1 2 3 4 5
2
1
5
1
1
4
Top Performer Median Bottom Performer Your District
6
Your District
>100K
All Districts
0
Days
15
5 10 15 20 25
4
1
20
6
2
2
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary Section 1. Quantitative Data25
Average Time from Offer to Acceptance
Your District
>100K
All Districts
0
Days
4
2 4 6 8 10 12
2
2
6
2
2
10
Top Performer Median Bottom Performer Your District
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HR Pilot FindingsPreliminary Section 2. Qualitative Data27
Compensation is a hot topic in any recruiting discussion among districts. Of the 40
percent of districts that offer hiring bonuses, the average (mean) amount spent perrecruit is $1,810.
Question 34: Does your district provide hiring bonuses?
Yes
40%No
60%
Question 35: Does your district provide additional compensation to
teachers who are recruited to challenge (i.e., AYP) schools?
Yes
20%
No
75%
No Response
5%
SECTION2. QUALITATIVEDATA
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HR Pilot FindingsPreliminary Section 2. Qualitative Data29
Question 74: Who does the HR department regard as the customers
of its processes? (Select all that apply.)
Question 76: By which methods do you know how satisfied your
customers are with your HR processes? (Select all that apply.)
Other
5%Written Surveys
Annual
21%
Written SurveysQuarterly
5%
Conversation
28%
Quantitative
Metrics
10%
Informal
Feedback
31%
4
Instruction
0
18
5 10 15 20
17Instructional Support
14Business Services
School Board
Students
15
15
13
14Community
Other
Parents
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Appendix A: Characteristics of Participants
Total Student Enrollment Distribution of Participating DistrictsPercentage of Total Respondents
SECTION3. APPENDICES
Distribution of Participating Districts by Per Student Annual
Expenditures
200,000+
20%
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Distribution of Participating Districts by Locale TypePercentage of Total Respondents
Distribution of Participating Districts by Student Receiving Free or
Reduced Lunch
1
100
2
3
4
20 30 40 50 60 70 80
5
6
90
NumberofDistricts
Percentage of Students Receiving Free or Reduced Lunch
32Section 3. Appendix A
Urban Fringe
40% Large City30%
Mid-size City
5%
Mixed Urban
15%Outside CBSA5%
Town
5%
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Appendix B: APQC Process Classification Framework
The APQC Process Classification FrameworkSM (PCF) is a taxonomy of all
processes in any organization. The following PCF was slightly adapted to fit the
education industry.
APQC PROCESSCLASSIFICATIONFRAMEWORK FOREDUCATION
1.0Develop
a Strategic
Plan for
the District
6.0Develop and Manage Human Resources Strategies
OPERATING PROCESS
MANAGEMENT PROCESS & SUPPORT SERVICES
2.0Design,
Deliver
and Assess
Instruction
3.0Design
and Deliver
Support
Services
4.0Design
and
Manage
Operations
5.0Develop and
Manage
Stakeholder
Relations and
Services
7.0Manage Information Technology
8.0Manage Financial Resources
9.0Acquire, Construct, and Manage Facilities
10.0Manage Environmental Health, Safety, and Security
11.0Manage Intergovernmental and Other Agency Relationships
12.0Manage Knowledge Improvement and Change
> > >> > > > > >> > > > > >> > > > > >> > >
The PCF was created by APQC in 1990 and is being used in thousands of business,
government and health care organizations. APQC is also using this taxonomy tohelp education improve.
This common taxonomy allows APQC to compare district measures and metrics
among these 20 districts, and eventually among all districts across the nation in all
12 categories.
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Appendix C: About APQC, OSBC Research and PIIE
APQC is a nonprofit organization that is 30 years old. Located in Houston, Texas,
at The Houstonian Resort, APQC has approximately 80 full-time employees and a
budget of approximately $11 million.
APQCs mission is three-fold:
to discover knowledge through research and networking,
To disseminate knowledge and best practices to help organizations improve,
and
To create new knowledge.
APQCs board of directors consists of 45 leaders from business, universities, K-12
education, health care, and associations. APQC has approximately 350 members
from all sectors.
For more information, visit APQCs Web site at www.apqc.org/PIIE, call us at 713-
681-4020, or fax us at 713-681-8578.
OSBC Research: The Open Standards Benchmarking CollaborativeSM
The Open Standards Benchmarking CollaborativeSM
(OSBC) Research
In the early 1990s, APQC received many requests from businesses to help create
process performance measures and metrics for their own organizations, and where
possible, to compare their benchmark metrics with those of others. Therefore,
APQC used the PCF to create a common taxonomy to enable comparisons andcollect data from corporations.
In 2004, with the help of many corporations, APQC expanded that work and
created the Open Standards Benchmarking CollaborativeSM (OSBC) research to
systematically collect and store process data not only from U.S. firms but also
internationally. The OSBC database is still growing.
Open Standardsrefers to a generic classification of processes across institutions
and sectors. These processes have unique measures where appropriate and
are flexible and changeable as businesses evolve over time. Benchmarking
Collaborativerefers to the concept of people and institutions working
collaboratively to build comparable process definitions, measures, and metrics for
comparison.
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Process Improvement and Implementation in Education (PIIE)The PIIE (Process Improvement and Implementation in Education) project is part
of the OSBC research and was created to address the need of K-12 education
specifically for comparative benchmarking. The PIIE project consists of the
following characteristics.
Twenty-three districts were selected to participate in a year-long pilot.
Districts sent representatives to attend a design meeting December 13-14, 2004
and a large kickoff meeting in Houston January 6-7, 2005 with more than 80
attendees.
Houston session attendees broke into working groups to select key categories
and process groups within the PCF to examine.
Participants selected three areas for the pilot period: instruction, information
technology, and human resources (HR).
Working groups began defining measures and metrics for each identified
process and sub-process, working collaboratively and for the most part
virtually. Core groups were identified to work intensively on the project and
report back to the main working groups periodically.
APQC translated the working and core group results into a Web-based survey
for each process area. Surveys are now available in each of the three categories:
instruction, information technology, and HR.
The superintendents of participating districts met for a day and a half (June
17-18, 2005) in Houston to exchange their views of the pilot project, its value to
their districts, and their role in using the pilot data.
APQC blinded the survey results, validated and normalized them, and stored
the information in the OSBC database. Then, APQC prepared a report for each
district summarizing its data compared to the database.
Representatives of all districts will come to Houston January 10-13, 2006 for
a final meeting a combined one-day knowledge transfer session to share
and exchange views and lessons learned as well as create action plans.This meeting will be immediately followed by two and a half days of the
Implementation Strategies course, in which APQC conducts train-the-trainer
implementation strategies on the use of the data. This combined session
concludes the pilot. APQC plans to take the pilot to scale nationwide and
internationally over the next five years.
36Section 3. Appendix C
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Appendix D: Glossary
Benchmark target
The value of a performance measure in the 80th percentile of the distribution.
Cost effectiveness
Producing good results for the amount of money spent.
Cycle time
The length of time it takes to complete a process or sub-process; measured in
hours, days or weeks.
Efficiency
A process that results in less resourcestime, money, energybeing spent to
attain the desired product.
HistogramA graphic representation of a frequency distribution in which the horizontal axis
is determined by the span of values calculated for performance measures and the
vertical axis is determined by the frequency that the value occurs (i.e., the number
of districts with similar values).
Median
The value at the middle of a distribution; typically, half of the sites for that measure
have a value greater than the median and half have a value lower than the median.
Percentile and Your Districts ScoreA measure of relative standing describing the percentage of districts below a
specific value within the distribution; for example, a district score in the 65th
percentile would indicate that only 35% of the districts in the distribution scored
better; the higher the percentile, the better your district performed on this measure
relative to all districts in the study.
Performance measure
A measure of performance based on analysis of standardized data collected
from districts using the PIIE surveys; for example, a performance measure on the
personnel cost of the recruiting process is computed by taking the total personnelcost of full-time equivalent employees performing that process divided by the
total cost associated with the recruiting process; the higher the cost per revenue
amount, the less proficient the process.
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Productivity
The measurement of process, labor or equipment efficiency when compared to an
established baseline.
Top and Bottom Performance
The benchmark level that reflects the 20th or 80th percentile. Top performance isdefined as being at or above the top 20th percentile within the comparator group
(either all districts or districts of similar size). Bottom performance is defined as
being at or below the bottom 20th percentile.
38Section 3. Appendix D
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Appendix E: Using This Report
Other factors not contained in this report may influence these metrics and
outcomes, such as teacher quality, geography, district, state, or school board
policies. This was a study of participating districts as a pilot.
As APQC widens its survey data set and receives more data from additional
districts nationwide, we can begin to analyze the effect of many of these different
variables on the outcomes.
Nonprofit APQC has specifically prepared this report for your school district based
on data provided by your staff. While the data remains completely confidential, we
hope you will share these findings to improve how your district performs routine
processes.
For more information, visit APQCs Web site at www.apqc.org/PIIE, call us at713-681-4020, or fax us at 713-681-8578.
Section 3. Appendix E39
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HR Pilot FindingsPreliminary Section 3. Appendix F41
Appendix F: Survey Questions
34a. Does your district give additional compensation to teachers who commit to stay on the jobfor a specified period of time?
RESPONSE YOURDISTRICT N % PARTICIPANTS
Yes x 8 40.0%
No 12 60.0%
Dont Know 0 0.0%
No Response 0 0.0%
Total 20
34c. How does the amount (hiring bonuses) vary?
RESPONSE YOURDISTRICT N % PARTICIPANTS
By critical needs area 5 25.0%
No bonus 13 65.0%
Up to 100% 1 5.0%
Up to 33% 1 5.0%
Total 20
35a. Does your district give additional compensation to teachers who are recruited to challenge(i.e., AYP) schools?
RESPONSE YOURDISTRICT N % PARTICIPANTS
Yes 4 20.0%
No 15 75.0%
Dont Know 0 0.0%
No Response 1 5.0%
Total 20
36a. Does your district give additional compensation to teachers who commit to stay on the job
for a specified period of time? RESPONSE YOURDISTRICT N % PARTICIPANTS
Yes 3 15.0%
No 17 85.0%
Dont Know 0 0.0%
No Response 0 0.0%
Total 20
39. What factors does your district consider in selecting colleges to visit to employ graduates?(Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Diversity x 18 90%
Size 11 55%
Geographical proximity x 18 90%
Education program 19 95%
Partnerships 13 65%
Graduating students incritical shortage areas x 20 100%
Experience with the college 18 90%
Other 4 20%
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41a. Does your organization develop an annual staffing plan?
RESPONSE YOURDISTRICT N % PARTICIPANTS
Yes x 19 95%
No 1 5%
Dont know 0 0%
No Response 0 0.0%
Total 20 100%
41b. What are standard elements of the staffing plan? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Recruiting sources 16 80.0%
Recruiting calendars 16 80.0%
Recruiting cost projections 13 65.0%
Employment needs projections 14 70.0%
Staff assignments/responsibilities 14 70.0%
Student enrollment projections 15 75.0%
Measures/Statistics to use when
assessing the plans effectiveness 8 40.0% Other 2 10.0%
No Response 1 5.0%
41c. Who is responsible for its (staffing plan) development?
RESPONSE YOURDISTRICT N % PARTICIPANTS
Assistant Supt.HR x 2 10%
Dept.Curriculum 1 5%
Dept.HR 1 5%
Dept.Multiple 3 15%
Director 1 5%
Director/ManagerHR 8 40% Director/ManagerRecruiting 3 15%
No Response 1 5%
Total 20 100%
41d. Who participates in its (staffing plan) development?
RESPONSE YOURDISTRICT N % PARTICIPANTS
Dept.Multiple x 3 15%
DirectorHR 1 5%
DirectorRecruiting 1 5%
HR Staff 7 35%
Principals, Other 5 25%
School Board, Other 1 5%
No Response 2 10%
Total 20 100%
42Section 3. Appendix F
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42 Which recruiting activities does your district do? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
We develop an annual recruiting planincluding recruiting trips costs, etc. x 20 100.0%
We outsource recruiting(head hunters, etc.) for all positions. 1 5.0%
We outsource recruitingfor select positions. 5 25.0%
We have contracts withvarious job boards. x 8 40.0%
We collect data on theeffectiveness of recruitingtrips/sources to help in planning. 16 80.0%
We collaborate in regionalrecruiting events and activities. x 16 80.0%
Enough applicants seeks us out thatwe do very little external recruiting. 5 25.0%
We use standard application formsfor all positions. 14 70.0%
We accept a resume in lieu of anapplication form. 3 15.0%
43 How are vacancies posted/publicized? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Electronically on commercial/professional job boards. x 14 70.0%
On your organizationsWeb siteInternet 19 95.0%
On your organizationsWeb siteintranet x 12 60.0%
Newspaper ads 20 100.0%
Professional magazineads/web sites 16 80.0%
In-house publications 11 55.0%
Company bulletin boards x 14 70.0%
College career services x 14 70.0%
Distributed to external recruiters 3 15.0%
Cable TV x 8 40.0%
Commercial TV 1 5.0%
Community centers 4 20.0%
Libraries x 4 20.0%
Grocery stores 1 5.0%
Movie theaters 4 20.0%
Roadside signs 2 10.0%
Word of mouth 15 75.0%
Other 4 20.0%
44Section 3. Appendix F
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45 What position control process does your organization use? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
We do not have a formal position control process. 2 10.0%
Position control is a manual process. 3 15.0%
Position control is managed usinga commercial product. x 11 55.0%
Position control is managed using anautomated process developed in house. 8 40.0%
Position control is an HR function. x 8 40.0%
Position control is a management/budget function x 16 80.0%
Position control is a local school/department/office function. 1 5.0%
Other 0 0.0%
46 If a formal position control process is used, please select all that apply:
RESPONSE YOURDISTRICT N % PARTICIPANTS
Position control software interfaceswith other HR data systems suchas a job board, HRMS system,on-boarding software, etc. 5 25.0%
No vacancy can be advertisedbefore an official vacancy exists. x 13 65.0%
No vacancy can be filled unlessan official vacancy exists. x 16 80.0%
Assignments to a non-budgetedposition (overhire) must be approved 9 45.0%
47 Who authorizes employment within your district? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
HR director 15 75.0%
Principal/Director/Manager 6 30.0%
Staffer/Recruiter 6 30.0%
Superintendent 9 45.0%
Deputy/Associate superintendent 7 35.0%
Other 5 25.0%
48 Please answer the following for position descriptions: (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Exist for all unique permanent positions such as principalssecretary, trash service worker, art teacher, wide area engineer,
reading specialist, special education paraeducator, etc. 13 65.0% Exist only for job families such as teacher, plumber, secretary,
computer services, etc. 5 25.0%
Are only developed by HR staff 5 25.0%
Must exist for all advertised positions x 15 75.0%
Must all be approved by HR staff x 14 70.0%
Are reviewed at specified intervals 8 40.0%
Are reviewed upon request x 18 90.0%
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49 Who participates in recruiting? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
HR staff 20 100.0%
Retired staff 8 40.0%
Principals/Managers x 19 95.0%
Community members x 3 15.0%
Recent graduates 5 25.0%
Other 3 15.0%
50 How wide does your district cast its recruiting net in terms of campus visits and recruitingevents? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
We recruit only in our community. x 1 5.0%
We recruit regionally within our state or metropolitan area. 19 95.0%
We recruit out of state. 18 90.0%
We recruit internationally. 11 55.0%
51 What selection tools does your organization use and for what positions? (Select all thatapply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
SecretaryTest/Profile 11 55.0%
SecretaryResume Scanning 10 50.0%
SecretaryHR Interview 9 45.0%
SecretaryWorksite Interview x 17 85.0%
Building and groundsTest/Profile x 6 30.0%
Building and groundsResume Scanning 8 40.0%
Building and groundsHR Interview x 9 45.0%
Building and groundsWorksite Interview 14 70.0%
ParaeducatorTest/Profile x 7 35.0%
ParaeducatorResume Scanning 10 50.0%
ParaeducatorHR Interview 9 45.0%
ParaeducatorWorksite Interview 17 85.0%
Classroom teacherTest/Profile x 12 60.0%
Classroom teacherResume Scanning 15 75.0%
Classroom teacherHR Interview 14 70.0%
Classroom teacherWorksite Interview 16 80.0%
Assistant PrincipalTest/Profile 10 50.0%
Assistant PrincipalResume Scanning x 14 70.0%
Assistant PrincipalHR Interview 15 75.0%
Assistant PrincipalWorksite Interview x 15 75.0%
46Section 3. Appendix F
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51 What selection tools does your organization use and for what positions? (Select all thatapply.) (continued)
RESPONSE YOURDISTRICT N % PARTICIPANTS
PrincipalTest/Profile 10 50.0%
PrincipalResume Scanning 15 75.0%
PrincipalHR Interview x 16 80.0%
PrincipalWorksite Interview 14 70.0%
Guidance counselorTest/Profile 9 45.0%
Guidance counselorResume Scanning x 15 75.0%
Guidance counselorHR Interview 11 55.0%
Guidance counselorWorksite Interview 17 85.0%
Skilled tradesTest/Profile x 7 35.0%
Skilled tradesResume Scanning 10 50.0%
Skilled tradesHR Interview 9 45.0%
Skilled tradesWorksite Interview 15 75.0%
School bus operatorTest/Profile 11 55.0%
School bus operatorResume Scanning 8 40.0%
School bus operatorHR Interview 8 40.0%
School bus operatorWorksite Interview x 14 70.0%
Office/Finance/ManagementTest/Profile 5 25.0%
Office/Finance/Management
Resume Scanning 13 65.0% Office/Finance/ManagementHR Interview 7 35.0%
Office/Finance/ManagementWorksite Interview 15 75.0%
OT/PTTest/Profile 6 30.0%
OT/PTResume Scanning 14 70.0%
OT/PTHR Interview x 8 40.0%
OT/PTWorksite Interview 16 80.0%
Speech pathologistTest/Profile 9 45.0%
Speech pathologist
Resume Scanning 15 75.0%
Speech pathologistHR Interview 11 55.0%
Speech pathologistWorksite Interview 16 80.0%
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52 In general, to select candidates for interviews, the following documents are required: (Selectall that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Resume 16 80.0%
Application form (could includecriminal background information) x 19 95.0%
References 14 70.0%
Transcripts 13 65.0%
Certificates/License x 13 65.0%
Criminal background 12 60.0%
Other 4 20.0%
53 Please answer the following regarding your districts new hire interview processes: (Select allthat apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
All applicants are interviewedby personnel staff. 8 40.0%
Some applicants are interviewedonly by principals and managers. 11 55.0%
Applicants are screened beforeinterviewing. 16 80.0%
Interviews can be conducted bytelephone. x 14 70.0%
Interviews are conducted usinga structured, formal process. x 16 80.0%
Our structured interview questions wereresearched and developed internally. x 10 50.0%
We use a commercial interview process. 4 20.0%
We outsource interviewing. 1 5.0%
54 Please answer the following regarding your districts internal interview processes: (Select allthat apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
All applicants are interviewedby personnel staff. 14 70.0%
Some applicants are interviewedonly by principals and managers. x 16 80.0%
Applicants are screenedbefore interviewing. x 11 55.0%
Interviews can be conductedby telephone. 17 85.0%
Interviews are conducted usinga structured, formal process. x 8 40.0%
Our structured interviewquestions were researchedand developed internally. 3 15.0%
We use a commercial interviewprocess. 0 0.0%
We outsource interviewing. 8 40.0%
48Section 3. Appendix F
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55 Please answer the following regarding references: (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Required as part of initial screening 8 40.0%
Required before anemployment office is made 16 80.0%
Are not always needed 2 10.0%
Can be checked by telephone x 15 75.0%
Are submitted on a special form 10 50.0%
Must include the most recentemployer/supervisor x 15 75.0%
Are checked only by HR personnel x 4 20.0%
Are checked only principals/managers 1 5.0%
May be checked eitherby HR staff or hiring managers 16 80.0%
Can include recent employeeevaluations. 10 50.0%
56 For what positions are tests required? (Select all that apply.) RESPONSE YOURDISTRICT N % PARTICIPANTS
SecretaryStandardized x 10 50.0%
SecretaryWork sample 5 25.0%
SecretaryDrug/Alcohol x 3 15.0%
SecretaryOther 2 10.0%
Building and groundsStandardized 2 10.0%
Building and groundsWork sample 0 0.0%
Building and groundsDrug/Alcohol 5 25.0%
Building and groundsOther 2 10.0%
ParaeducatorStandardized x 12 60.0%
ParaeducatorWork sample 1 5.0% ParaeducatorDrug/Alcohol 2 10.0%
ParaeducatorOther x 2 10.0%
Classroom teacherStandardized 11 55.0%
Classroom teacherWork sample 1 5.0%
Classroom teacherDrug/Alcohol 2 10.0%
Classroom teacherOther x 3 15.0%
Assistant PrincipalStandardized x 11 55.0%
Assistant PrincipalWork sample 3 15.0%
Assistant PrincipalDrug/Alcohol 2 10.0%
Assistant PrincipalOther x 2 10.0%
PrincipalStandardized 11 55.0% PrincipalWork sample 3 15.0%
PrincipalDrug/Alcohol 2 10.0%
PrincipalOther 2 10.0%
Guidance counselorStandardized x 9 45.0%
Guidance counselorWork sample 1 5.0%
Guidance counselorDrug/Alcohol 2 10.0%
Guidance counselorOther 3 15.0%
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56 For what positions are tests required? (Select all that apply.) (continued)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Skilled tradesStandardized 5 25.0%
Skilled tradesWork sample 2 10.0%
Skilled tradesDrug/Alcohol 5 25.0%
Skilled tradesOther 5 25.0%
School bus operatorStandardized 10 50.0%
School bus operatorWork sample 0 0.0%
School bus operatorDrug/Alcohol 13 65.0%
School bus operatorOther 6 30.0%
Office/Finance/ManagementStandardized 6 30.0%
Office/Finance/ManagementWork sample 2 10.0%
Office/Finance/ManagementDrug/Alcohol 3 15.0%
Office/Finance/ManagementOther 2 10.0%
OT/PTStandardized 8 40.0%
OT/PTWork sample 1 5.0%
OT/PTDrug/Alcohol 2 10.0%
OT/PTOther 2 10.0%
Speech pathologistStandardized 9 45.0%
Speech pathologistWork sample 1 5.0%
Speech pathologistDrug/Alcohol 2 10.0%
Speech pathologistOther 3 15.0%
57 At what point are unsuccessful candidates notified? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
After the selection process fora specific vacancy is complete x 15 75.0%
As soon as a determinationof not qualified is made x 8 40.0%
Only in response to inquiries x 7 35.0%
Always for executive-level positions 9 45.0%
Never in response to unsolicited applications 3 15.0%
58 How are unsuccessful candidates notified? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
In writing x 17 85.0%
By telephone 11 55.0%
The reasons for disqualificationare explicitly stated. x 2 10.0%
Only by HR representatives 8 40.0%
Using an automated process x 3 15.0%
Using a manual and individual process 9 45.0%
50Section 3. Appendix F
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59 How are employment offers made? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Only by an HR representative 6 30.0%
By a principal/manager x 0 0.0%
By telephone and thenconfirmed in writing x 11 55.0%
Confirmed in writing only 10 50.0%
Contracts and offer lettersare generated electronically x 12 60.0%
On boarding is conductedonly by HR staff 3 15.0%
On boarding is completed by payroll,budget or some other organizational unit 8 40.0%
60 How are salary and benefits negotiated? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Salary and benefits are determinedusing standard rules based onfactors such as training and experience. 14 70.0%
Salary and benefits are negotiable for all positions. 1 5.0%
Salary and benefits are negotiablefor executive-level positions. x 8 40.0%
Salary and benefits are negotiablefor trades and industry positions. 4 20.0%
Salary and benefits are negotiablefor teacher-level positions. x 2 10.0%
Salary and benefits are negotiablein critical shortage areas. x 1 5.0%
Salary and benefits are negotiable
for assignments to unique positions. 3 15.0% Salary and benefits are negotiable
only by an HR representative. x 7 35.0%
Salary and benefits are determined bypayroll, budget, or some other organizational unit. 4 20.0%
Principals/managers can negotiatesalary and benefits 1 5.0%
Salary and benefits are never negotiable. 2 10.0%
61a What documents are required before and employment offer can be made? (Select all thatapply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Official transcript 13 65.0% References x 15 75.0%
Official verification ofprevious employment 6 30.0%
Criminal background check 12 60.0%
Teaching or other required credential x 15 75.0%
Pre-employment physical 7 35.0%
Drug/alcohol testing x 5 25.0%
Other 2 10.0%
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HR Pilot FindingsPreliminary
61b On which documents is an offer of employment contingent (meaning that an offer is madeand the candidate is allowed to go through processing but not present for the first ofemployment until these documents/processes are accomplished)? (Select all that apply.)RESPONSE YOURDISTRICT N % PARTICIPANTS
Official transcript 11 55.0%
References 9 45.0%
Official verification ofprevious employment x 7 35.0%
Criminal background check 14 70.0%
Teaching or other required credential 11 55.0%
Pre-employment physical x 8 40.0%
Drug/alcohol testing 8 40.0%
Other 5 25.0%
62 What information is retained for hires? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
All documents collected duringapplication and screening. x 15 75.0%
Basic identifiers such as name, applicantnumber, race, and reason for hiring. 8 40.0%
Select documents such as transcript and references. 7 35.0%
62 How long are all documents that are collected during application and screening retained (forhires)?
RESPONSE YOURDISTRICT N % PARTICIPANTS
12 to 36 months x 2 10.0%
37 to 60 months 1 5.0%
Longer than 60 months 3 15.0%
Duration of employment 2 10.0%
Permanent 7 35.0% No Response 5 25.0%
62 How long are basic identifiers such as name, applicant number, race, and reason for hiringretained (for hires)?
RESPONSE YOURDISTRICT N % PARTICIPANTS
12 to 36 months x 1 5.0%
37 to 60 months 0 0.0%
Longer than 60 months 2 10.0%
Duration of employment 2 10.0%
Permanent 5 25.0%
No Response 10 50.0%
62 How long are select documents such as transcripts and references retained (for hires)?
RESPONSE YOURDISTRICT N % PARTICIPANTS
12 to 36 months x 1 5.0%
37 to 60 months 0 0.0%
Longer than 60 months 1 5.0%
Duration of employment 2 10.0%
Permanent 5 25.0%
No Response 11 55.0%
52Section 3. Appendix F
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HR Pilot FindingsPreliminary
63 What information is retained for non-hires? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
All documents collected duringapplication and screening. x 17 85.0%
Basic identifiers such as name, applicantnumber, race, and reason for hiring. 5 25.0%
Select documents such astranscript and references. 6 30.0%
64a In general, how long are records retained on-site regardless or hiring status (in months)?
RESPONSE YOURDISTRICT N % PARTICIPANTS
12 to 36 months x 13 65.0%
37 to 60 months 0 0.0%
Longer than 60 months 1 5.0%
Duration of employment 4 20.0%
Permanent 0 0.0%
No Response 2 10.0%
64b In general, how long are records retained off-site regardless or hiring status (in months)?
RESPONSE YOURDISTRICT N % PARTICIPANTS
12 to 36 months x 5 25.0%
37 to 60 months 1 5.0%
Longer than 60 months 1 5.0%
Duration of employment 3 15.0%
Permanent 2 10.0%
No Response 8 40.0%
65 How are applications filed? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Alphabetically 18 90.0% By date received x 9 45.0%
By position applied for 10 50.0%
By recruiter x 1 5.0%
By requisition number 3 15.0%
Other 3 15.0%
66 What is the minimum information required to create an applicant record? (Select all thatapply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Resume 8 40.0%
Name and social security number x 10 50.0%
On-line registration x 10 50.0%
Letter of interest 1 5.0%
Other 6 30.0%
67 How are applications stored? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
In paper files 16 80.0%
Electronically x 18 90.0%
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HR Pilot FindingsPreliminary
68 How are non-hire stored? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
In paper files 15 75.0%
Electronically x 17 85.0%
69a If a commercial automated applicant tracking system is used, what are its capabilities? (Select
all that apply.) RESPONSE YOURDISTRICT N % PARTICIPANTS
Applications are scanned,verified, and retained. 4 20.0%
Applicants complete an onlineapplication form. 11 55.0%
Application requires only a resume. x 2 10.0%
The system stores documents suchas references, transcripts, pictures, etc. 8 40.0%
Basic applicant information is entered manually. 3 15.0%
The system has some screening capability 9 45.0%
The system automatically generatesnotification of receipt of an application. 8 40.0%
The system can produce certainon-boarding documents and forms x 6 30.0%
The system shares data with otherHR databases. 4 20.0%
The system automatically acceptsapplications from commercial job boards. 1 5.0%
Applications can be archived/storedfor an extended period. 8 40.0%
Applications can be purged by dateor some other factor in batch mode. x 9 45.0%
70 What is the minimum information required to create an applicant record? (Select all thatapply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Resume 8 40.0%
Name and social security number x 8 40.0%
On-line registration 11 55.0%
Letter of interest x 2 10.0%
Other 1 5.0%
73 To whom does the HR department report? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Superintendent x 11 55.0% Assistant Superintendent 2 10.0%
Associate Superintendent x 1 5.0%
Research and Evaluation 0 0.0%
Chief Academic Officer 0 0.0%
Chief Operating Officer 5 25.0%
Administrative Services 0 0.0%
Other 2 10.0%
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HR Pilot FindingsPreliminary
74 Who does the HR department regard as the customers of its processes? (Select all thatapply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Instruction 18 90.0%
Instructional Support x 17 85.0%
Business Services 14 70.0%
School Board x 15 75.0%
Students 15 75.0%
Parents 13 65.0%
Community x 14 70.0%
Other 4 20.0%
75 How are these customers informed and/or linked to your processes? (Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Joint Process Teams 6 30.0%
Process maps 7 35.0%
Database documents 9 45.0%
Informal conversations x 14 70.0% Meetings 17 85.0%
Surveys 14 70.0%
Newsletters 11 55.0%
Press releases x 7 35.0%
Other 6 30.0%
76 By what methods do you know how satisfied your customers are with your HR processes?(Select all that apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Written surveysannual 10 50.0%
Written surveysquarterly x 3 15.0% Conversation 15 75.0%
Quantitative metrics(i.e., objective data) 5 25.0%
Informal feedback x 16 80.0%
Other 3 15.0%
78 Please provide the following information regarding your districts health care plan: (Select allthat apply.)
RESPONSE YOURDISTRICT N % PARTICIPANTS
Tiered system based onyears of service 2 10.0%
Electronically cafeteriaplan or choice plan x 13 65.0%
Employees get money or otherincentives for not using the planor not using the most expensive one. 5 25.0%
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HR Pilot FindingsPreliminary
79a Does your district offer a new teacher support program?
RESPONSE YOURDISTRICT N % PARTICIPANTS
Yes x 15 75.0%
No 0 0.0%
Dont know 0 0.0%
No Response 5 25.0%
Total 20 100%
56Section 3. Appendix F
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