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The strategic management of human capital in public education concerns the acquisition, development, performance management and retention of top talent in the nation's schools, particularly large, urban school districts. The Strategic Management of Human Capital (SMHC) is also the name of a new action project of the Consortium for Policy Research in Education (CPRE), headquartered at the CPRE offices at the University of Wisconsin-Madison.

Two aspects of the strategic management of human capital are critical to dramatically improving the performance of the country's largest school districts. The first is talent per se . One of SMHC's primary objectives is to identify how the highest quality human capital - talent - can be recruited and retained as teachers, principals, and human capital management leaders in the nation's large, urban, school districts. These systems need top talent at all levels, from teachers to top district leadership, to positions in the central office such as the human resource management systems, to leadership positions in schools, and to instructional leadership for every classroom and teaching context. Strategies to recruit, place, develop and retain top talent should be one prime emphasis of districts' human capital management strategies. Initial ideas for accomplishing this task will be drawn from case studies of jurisdictions already moving forward on this agenda, such as Boston, Chicago, Fairfax County, Long Beach, Minnesota and New York City; from organizations working to recruit, place and develop top talent, such as Teach for America, the New Teacher Project, and New Leaders for New Schools; and also from best practices in the private and non-profit sectors.

The second issue is strategic management . It is not sufficient for districts just to find top talent and turn them loose. As the private sector has learned over the past decade, the highest performance organizations not only recruit and retain top talent, but also manage them in ways that support the strategic directions of the organization. Thus, SMHC also addresses what strategic management of talent, or human capital, should look like in public education. As we describe further in this document, SMHC addresses how all aspects of the human resource management system (typically called personnel administration in most school districts) can be aligned , including recruitment, screening, selection, placement, induction, professional development (focused on curriculum and classroom practice), evaluation, compensation and promotion into instructional leadership. The goal is to redesign the entire human capital systems so that top talent is acquired, strategically placed and equitably distributed in key roles in schools and districts, developed and retained over time, all driven by metrics on teacher and leadership performance and effectiveness.

Source: www.aypf.org

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