Human Resource Management Philosophy Statement
        As an educational leader, I will strive to implement human resource management practices that further the mission of my organization. The three key elements of my philosophy in this area include: selection, orientation, and retention of staff; staff development opportunities; and supervision and evaluation. I believe that effective human resource management in these three areas is essential to carrying out an organization's mission.
        Central to my philosophy on human resource management is the importance of selection, orientation, and retention of staff. As an educational leader, I believe the amount of time and energy you put into these activities you will receive back two-fold. These tasks become particularly important with special education teachers as the retention rate with this subset of staff is extremely poor. According to Weishaar, Borsa, and Weishaar (2007), "the organization can establish an orientation and proactive retention program, which will prepare new hires for the inevitable problems associated with the stress and burnout among special education teachers" (p. 157). As an educational leader, I will work to establish purposeful selection, orientation, and retention programs within my organization to help promote high quality performance and stability among staff.
        Directly related to retention of staff is quality staff development. As an educational leader, I plan to build in opportunities for staff development that support the mission of my organization, as well as staff-selected topics so the information is meaningful and relevant. I also believe in tapping into the skills and talents of personnel within an organization to provide in-house staff development for their colleagues. I have found that the most effective staff development is peer led. In my opinion, in order for staff development opportunities to be effective, they need to be followed up with action planning time and/or coaching. Therefore, if possible, I would love to implement professional learning communities (PLCs) within my organization. According to Schmoker (2006), "professional learning communities have emerged as arguably the best, most agreed-upon means by which to continuously improve instruction and student performance….they succeed where typical staff development and workshops fail" (p. 106). As an educational leader, I plan to utilize these strategies to help ensure that meaningful and relevant staff development opportunities are occurring within my organization.
        In addition to selecting and retaining quality staff, I believe that effective educational leaders value the supervision and evaluation process. Through this process, they are able to provide staff with valuable feedback on their performance and work collaborative with them on specific areas of improvement. According to Danielson (2007), "just basing an evaluation system on a good definition of teaching is not sufficient to promote learning: the procedures themselves must ensure it" (p. 181). She went on to describe the important characteristics of an effective evaluation system: (1) teacher engagement with the process, (2) teacher reflection and conversation, and (3) trust. In addition to using a formal evaluation process such as the one described above, I plan to implement an informal supervision model within my organization, consisting of walk-throughs, check-ins, and other active supervision strategies. Overall, I plan to implement evaluation and supervision techniques that promote continual professional growth in my staff, while increasing my visibility and approachability as an instructional leader with my organization.
        Employment of effective selection, orientation, and retention strategies, creation of valuable staff development opportunities, and use of meaningful supervision and evaluation techniques are three human resource management tasks crucial to carrying out an organization's mission. These human resource functions will become more and more important, as the labor pool continues to decrease due to teacher shortages and burnout (Weishaar, Borsa, and Weishaar, 2007). As an educational leader, I will strive to stay true to my human resource management philosophy statement and will continually reevaluate my skills in this area.

Danielson, C. (2007). Enhancing professional practices: A framework for teaching (2nd ed.). Alexandria, VA: Association for Supervision and Curriculum Development.

Schmoker, M. (2006). Results now: How we can achieve unprecedented improvements in teaching and learning. Alexandria, VA: Association for Supervision and Curriculum Development.

Weishaar, M.K., Borsa, J.C., & Weishaar, P.M. (2007). Inclusive educational administration: A case-study approach (2nd ed.). Long Grove, IL: Waveland Press, Inc.

J. Human Resource Management: Core Competency

  1. demonstrate knowledge of effective personnel recruitment, selection, and retention;
  2. demonstrate an understanding of staff development to improve the performance of all staff members;
  3. demonstrate the ability to select and apply appropriate models for supervision and evaluation;
  4. describe and demonstrate the ability to apply the legal requirements for personnel selection, development, retention, and dismissal;
  5. demonstrate understanding of management responsibilities to act in accordance with federal and state constitutional provisions, statutory and case law, regulatory applications toward education, local rules, procedures and directives governing human resource management;
  6. demonstrate understanding of labor relations and collective bargaining;
  7. demonstrate understanding of the administration of employee contracts, benefits, and financial accounts.