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?