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Ideas on Talent pool Management

Simon Dweck
Simon Dweck

Schools are facing a looming teacher shortage crisis and can no longer rely solely on traditional recruitment methods. To improve hiring, schools must implement a strategic talent plan with three key stages: 1) Define competencies and benchmark selection processes. 2) Attract candidates through effective branding and maintaining talent pools. 3) Retain top performers through promotion opportunities, training, career development and meaningful professional growth. Adopting strategies from other industries can help schools recruit and develop qualified teachers more efficiently.

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15British International Schools June 2015 Whichever conference you go to, it is impossible to get away from the statistics that show that there is a looming teacher shortage crisis for international schools, indeed schools across the globe. British and other international schools can no longer rely on their traditional methods and sources of recruitment: they need to look at how other industries bridge the shortage of talent in their companies. This means moving away from a negative hiring cycle where employers react to immediate needs, which leads to a solution that is temporary at best or findinga square peg in a round hole. This cycle continues with firing the wrong people for the wrong job. Ideally, all employers want a successful and positive hiring cycle which reduces time and money in the recruitment process, increases the longevity of their employeestime at the school and increases their productivity/usefulness effect/impact. Easy does it It sounds easy, but how do you achieve this? Here are a few ideas gleaned from other industries into how they succeed in diversifying their recruitment and become more efficient in it. The first step in the process is to deliver a talent strategy. Stage 1 is to define your long-term team strategy and look at the competencies, skills and behaviours needed within your group of teachers and to provide an organisational assessment and benchmarking process. Does your school have a tried and tested process for interviews and is it as comprehensive as the process for a headteacher, or could aspects of that recruitment be used in teacher recruitment? How are you measuring how successful your recruitment campaign has been? That does not mean have you filled all your roles before August, but rather whether you have been efficient in your recruitment, both in terms of time and resources. Recently, a headteacher at a leading school told me that he went to a jobs fair, spent three days there and came back with only three out of 35 jobs filled. This is not successful, efficient recruitment and yet he did the same year after year. Getting worse? Anecdotal evidence suggests that increasing numbers of talent pools schools are getting frustrated by diminishing numbers of responses from traditional methods of recruitment. Yet are you on LinkedIn and what should/can you do with the people who ask to link to you? Stage 2 is to think about how you can attract the right people to your school. How are you branding yourself? Is it successful and how do you know? What are other schools in your region/peer group doing that sets them apart? For example, I often find that job descriptions are generic and do not give an idea of what is required by the successful teacher or the kind of environment or team that they are joining. Do you include how successful the department has been recently, or who is in the team and where their strengths lie? How about a survey of why your school is a great place to work? And once you do have a group of teachers who are interested in your school and vice versa, what do you do with them? If you do not maintain a talent pool and keep in regular touch with its members, you will fail to consistently provide your school with appropriate candidates. Last point Finally, stage 3 is about how to retain great staff. It is always easier to keep staff for longer if you are able to provide them with what they need to do a good job. Sounds simple, doesnt it? But the same reasons for leaving a job resurface: a lack of autonomy and appreciation for what the staff member does. Successful retention requires the following: promotion from within, coaching and training of behaviours required, agreed career planning and development points, along with meaningful professional development that is recognised universally and not just for your school. This is a critical time in talent management. Employers need to recruit against a long-term strategy, diversify their routes into the candidate market, rebrand where necessary to make sure that they stand out, understand how their school recruits, and offer careers not jobs. Hidden talents As the numbers of suitable new members of staff appear to keep on dwindling, new strategies are required to attract, develop and keep staff. Simon Dweck looks to other sectors for tips on how to succeed Simon Dweck is head of international school services at Capita Education Resourcing.

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Ideas on Talent pool Management

  • 1. 15British International Schools June 2015 Whichever conference you go to, it is impossible to get away from the statistics that show that there is a looming teacher shortage crisis for international schools, indeed schools across the globe. British and other international schools can no longer rely on their traditional methods and sources of recruitment: they need to look at how other industries bridge the shortage of talent in their companies. This means moving away from a negative hiring cycle where employers react to immediate needs, which leads to a solution that is temporary at best or findinga square peg in a round hole. This cycle continues with firing the wrong people for the wrong job. Ideally, all employers want a successful and positive hiring cycle which reduces time and money in the recruitment process, increases the longevity of their employeestime at the school and increases their productivity/usefulness effect/impact. Easy does it It sounds easy, but how do you achieve this? Here are a few ideas gleaned from other industries into how they succeed in diversifying their recruitment and become more efficient in it. The first step in the process is to deliver a talent strategy. Stage 1 is to define your long-term team strategy and look at the competencies, skills and behaviours needed within your group of teachers and to provide an organisational assessment and benchmarking process. Does your school have a tried and tested process for interviews and is it as comprehensive as the process for a headteacher, or could aspects of that recruitment be used in teacher recruitment? How are you measuring how successful your recruitment campaign has been? That does not mean have you filled all your roles before August, but rather whether you have been efficient in your recruitment, both in terms of time and resources. Recently, a headteacher at a leading school told me that he went to a jobs fair, spent three days there and came back with only three out of 35 jobs filled. This is not successful, efficient recruitment and yet he did the same year after year. Getting worse? Anecdotal evidence suggests that increasing numbers of talent pools schools are getting frustrated by diminishing numbers of responses from traditional methods of recruitment. Yet are you on LinkedIn and what should/can you do with the people who ask to link to you? Stage 2 is to think about how you can attract the right people to your school. How are you branding yourself? Is it successful and how do you know? What are other schools in your region/peer group doing that sets them apart? For example, I often find that job descriptions are generic and do not give an idea of what is required by the successful teacher or the kind of environment or team that they are joining. Do you include how successful the department has been recently, or who is in the team and where their strengths lie? How about a survey of why your school is a great place to work? And once you do have a group of teachers who are interested in your school and vice versa, what do you do with them? If you do not maintain a talent pool and keep in regular touch with its members, you will fail to consistently provide your school with appropriate candidates. Last point Finally, stage 3 is about how to retain great staff. It is always easier to keep staff for longer if you are able to provide them with what they need to do a good job. Sounds simple, doesnt it? But the same reasons for leaving a job resurface: a lack of autonomy and appreciation for what the staff member does. Successful retention requires the following: promotion from within, coaching and training of behaviours required, agreed career planning and development points, along with meaningful professional development that is recognised universally and not just for your school. This is a critical time in talent management. Employers need to recruit against a long-term strategy, diversify their routes into the candidate market, rebrand where necessary to make sure that they stand out, understand how their school recruits, and offer careers not jobs. Hidden talents As the numbers of suitable new members of staff appear to keep on dwindling, new strategies are required to attract, develop and keep staff. Simon Dweck looks to other sectors for tips on how to succeed Simon Dweck is head of international school services at Capita Education Resourcing.