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Managing Talent for School Coherence: Learning from Charter Management Organizations

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Bibliographic Details
Title: Managing Talent for School Coherence: Learning from Charter Management Organizations
Language: English
Authors: DeArmond, Michael, Gross, Betheny, Bowen, Melissa, University of Washington, Center on Reinventing Public Education
Source: Center on Reinventing Public Education. 2012.
Availability: Center on Reinventing Public Education. University of Washington Bothell Box 358200, Seattle, WA 98195. Tel: 206-685-2214; Fax: 206-221-7402; e-mail: crpe@u.washington.edu; Web site: http://www.crpe.org
Peer Reviewed: N
Physical Description: PDF
Page Count: 36
Publication Date: 2012
Document Type: Reports - Evaluative
Education Level: Elementary Secondary Education
Descriptors: Charter Schools, Nonprofit Organizations, School Administration, Teacher Evaluation, Teacher Effectiveness, Teacher Recruitment, Teacher Selection, Faculty Development, Teacher Promotion, Teacher Salaries, Socialization, Employment Interviews, Work Sample Tests, Case Studies, Surveys
Abstract: The current wave of new teacher evaluation systems around the country offers an opportunity to broaden the conversation surrounding teacher effectiveness and its relationship to school coherence, to look at how schools and school systems might take a more integrated and intentional approach to attracting, training, and managing high-quality teachers. Charter management organizations (CMOs) are an important but overlooked source of ideas for thinking about how to build talent management systems that get the right teachers into the right schools and create coherent work environments that develop and support teacher performance. This report examines how CMOs manage teacher talent: How do CMOs recruit and hire teachers? How do they develop teachers? And how do they manage teacher performance? CRPE researchers analyzed data from a larger study of CMOs conducted jointly by Mathematica Policy Research and CRPE. That study offered a rich array of data on how CMOs manage teachers, including in-depth case study data and survey data from CMO central offices and principals. CMOs in the study were found to manage talent in three main ways: by recruiting and hiring for fit, providing intensive and ongoing socialization on the job, and aligning pay and career advancement opportunities with organizational goals. The study raises several key points for how districts might think about managing teacher talent to support organizational coherence. Methods are appended. (Contains 5 figures, 2 tables and 24 footnotes.) [For the Policy Brief, see ED532635.]
Abstractor: As Provided
Entry Date: 2012
Accession Number: ED532634
Database: ERIC
Description
Abstract:The current wave of new teacher evaluation systems around the country offers an opportunity to broaden the conversation surrounding teacher effectiveness and its relationship to school coherence, to look at how schools and school systems might take a more integrated and intentional approach to attracting, training, and managing high-quality teachers. Charter management organizations (CMOs) are an important but overlooked source of ideas for thinking about how to build talent management systems that get the right teachers into the right schools and create coherent work environments that develop and support teacher performance. This report examines how CMOs manage teacher talent: How do CMOs recruit and hire teachers? How do they develop teachers? And how do they manage teacher performance? CRPE researchers analyzed data from a larger study of CMOs conducted jointly by Mathematica Policy Research and CRPE. That study offered a rich array of data on how CMOs manage teachers, including in-depth case study data and survey data from CMO central offices and principals. CMOs in the study were found to manage talent in three main ways: by recruiting and hiring for fit, providing intensive and ongoing socialization on the job, and aligning pay and career advancement opportunities with organizational goals. The study raises several key points for how districts might think about managing teacher talent to support organizational coherence. Methods are appended. (Contains 5 figures, 2 tables and 24 footnotes.) [For the Policy Brief, see ED532635.]