2045.5.1 : Acquisition of People and Talent
The graduate will apply policies and procedures that reflect best practices for determining the personnel needs of the school and acquiring appropriate people and talent to address the identified needs.
School principals are responsible for determining staffing needs, as well as overseeing recruiting, interviewing, and hiring processes. The staffing plan and procedures for hiring new employees should also be in compliance with relevant laws, policies, and ethical codes. In this task, you will assume the responsibilities of an elementary school principal to develop a staffing plan and an interview process.
You are the school principal at George Madison Elementary. You are required to create a staffing plan for the next school year that includes identifying areas in which additional staff will be needed. You will also create an interview process to determine the most eligible candidates.
Your superintendent has informed you that you will have $225,000 more in your staffing budget for hiring additional employees. These extra hires would result in a staff beyond what will need to be replaced because of teacher attrition. Your superintendent has also provided some assumptions for how far the additional funds in your staffing budget can be spread. The costs associated with new hires are as follows: Teachers with zero to four years of experience with only a bachelor’s degree usually require $61,000 (including base salary plus benefits). Teachers working five to nine years with a maximum of a bachelor’s degree usually require $71,000 (including base salary plus benefits). If teachers have a master’s degree, $4,000 is typically added to the base salary.
Besides hiring new teachers, you have considered hiring for positions that do not currently exist in your school. For instance, teachers increasingly notify you of the need for addressing students’ mental health issues. So you have thought about hiring a social worker (which generally costs $86,000, including base salary plus benefits) or school psychologist (which typically requires $93,000, including base salary plus benefits). You have also considered hiring a technical support analyst (which usually costs $81,000, including base salary plus benefits) since increasing enrollment has resulted in a demand for more technology support.
Your submission must be your original work. No more than a combined total of 30% of a submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
A. Create a staffing plan for the next year, using the information in the scenario and the “Staffing and Enrollment Reports” attachment, by doing the following:
1. Recommend the positions that you would hire.
a. Justify your hiring recommendations by addressing the following:
• budget
• student need
• class size
• instructional space
• projected enrollment
• teacher attrition
• best staffing practice
• relevant law or policy
Note: Justifications may incorporate law and policy from your state or local district.
2. Provide a chart to represent next year’s staffing plan that includes the following:
• classrooms
• teacher assignments
• class sizes
• grade sizes
B. Identify the selection criteria you would use for each position you recommended in part A1, including the following:
• education requirements
• licensure
• experience
• soft skills
Note: Soft skills are defined as the attitudes, personality traits, interpersonal skills, and communication skills necessary for an effective educational practice when working with all stakeholders (e.g., students, colleagues, community members).
C. Describe the interview process you would use to select eligible candidates, including the following:
• number and type of interviews per candidate
• order of interviews
• collaboration with faculty, staff, or other stakeholders
1. Justify the interview process by addressing each of the following:
• alignment to selection criteria from part B
• best interview practice
• district policy related to personnel or employment practices
• federal law related to personnel or employment practices
• state law related to personnel or employment practices
D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
E. Demonstrate professional communication in the content and presentation of your submission.
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
|
NOT EVIDENT The submission demonstrates consistently unprofessional or unethical behavior or disposition as outlined in the WGU Teachers College Code of Ethics. |
APPROACHING COMPETENCE The submission demonstrates behavior or disposition that conflicts with the professional and ethical standards outlined in the WGU Teachers College Code of Ethics. |
COMPETENT The submission demonstrates behavior and disposition that align with the professional and ethical standards outlined in the WGU Teachers College Code of Ethics. |
|
NOT EVIDENT A recommendation of positions is not provided. |
APPROACHING COMPETENCE 1 or more of the positions recommended do not align with the student need from the scenario. |
COMPETENT All of the positions recommended are aligned with the student need from the scenario. |
|
NOT EVIDENT A justification of why the positions are needed is not provided. |
APPROACHING COMPETENCE The justification of why the positions are needed does not address each of the given points. Or the justification of 1 or more of the given points contains inaccuracies. |
COMPETENT The justification of why the positions are needed accurately addresses each of the given points. |
|
NOT EVIDENT A chart that represents next year’s staffing plan is not provided. |
APPROACHING COMPETENCE The chart does not include each of the given points, or it inaccurately addresses 1 or more of the given points. Or it is not based on the projected enrollment. Or the chart does not include all the remaining teachers or all the new hires, or it contains 1 or more teachers whose contracts will not be renewed. |
COMPETENT The chart accurately addresses each of the given points. It is based on the projected enrollment. The chart includes all remaining teachers and all the new hires as well as excludes all teachers whose contracts will not be renewed. |
|
NOT EVIDENT Selection criteria are not identified. |
APPROACHING COMPETENCE The selection criteria identified do not align to each position from part A1, do not comply with state or federal law related to personnel or employment practice, or do not include each of the given points. |
COMPETENT The selection criteria identified align to each position from part A1, comply with state and federal law related to personnel or employment practice, and include each of the given points. |
|
NOT EVIDENT A description of the interview process is not provided. |
APPROACHING COMPETENCE The description of the interview process is not organized in a sequence of steps, or the sequence of steps has an illogical flow, or each of the given points is not addressed. |
COMPETENT The description of the interview process is organized in a logical sequence of steps and addresses each of the given points. |
|
NOT EVIDENT A justification of the interview process is not provided. |
APPROACHING COMPETENCE The justification does not align to the interview process described in part C or does not address each of the given points. Or the justification makes an illogical or inaccurate argument for why the interview process aligns to the selection criteria in part B, how the process incorporates best interview practice, how the process complies with district policy, or how the process complies with federal or state law related to personnel or employment practices. |
COMPETENT The justification aligns to the interview process described in part C. The justification makes a logical and accurate argument for why the interview process aligns to the selection criteria in part B, how the process incorporates best interview practice, how the process complies with district policy, or how the process complies with federal and state law related to personnel or employment practices. |
|
NOT EVIDENT The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized. |
APPROACHING COMPETENCE The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate. |
COMPETENT The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available. |
|
NOT EVIDENT Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic. |
APPROACHING COMPETENCE Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective. |
COMPETENT Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding. |