principals as people managers vasanthi srinivasan
TRANSCRIPT
Principals as people managers
Vasanthi Srinivasan
Changes in the environment impacting schools
• Rapid technological change
• Societal expectation
• Rights perspective to education
• Changing demographics
• Talent shortage
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)
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
• 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
Conceptualizing what you do…
• How would you describe what you do??
Conceptualizing what we do..
• Planning
• Organizing
• Structuring
• Budgeting
• Forecasting
• Implementing
• Setting standards
• Controlling/monitoring
• Leading • Motivating• Evaluating• Directing• Communicating• Co-ordinating• Empowering• Delegating/coaching
HOW DO WE STRUCTURE WORK IN ORGANIZATIONS?
JOBS• Tasks• Outcomes• Measurable• Current performance• Professional skills
ROLES• Expectations• Behaviours• Intangible• Potential • Life skills
Performance is jobs and roles. It is about outcomes and behaviours that contribute to the outcomes. It is the “What” and the “How”
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
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?
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
Performance management
• Goal setting
• Coaching
• Appraisal and evaluation
GOALS
• Annual goals
• Institutional /process goals
• Personal development goals
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
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
How to?
• Review goals, measurements periodically(personal preference quarterly)
Your operations meeting are the points where you can do assessment on qualitative dimensions
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How to?