Wall Street Analysis

Mashanna Hartley

Econ 214

24 July 2016

Wall Street Analysis 2

Kimball, S.M. (2011). Principals human capital managers at every school: principals must tie school improvement strategies to their work at recruiting, selecting, developing, and retaining effective teachers. Phi Delta Kappan, 92(7), 13+. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?p=ITOF&u=vic_liberty&id=GALE|A254485113&v=2.1&it=r&sid=summon&userGroup=vic_liberty&authCount=1#

IMPROVEMENTS IN HUMAN CAPITAL, TECHNOLOGY, OR RESOURCES

Summary

        Principals now have to get used to being strategic talent managers, instead of the

traditional instructional leaders. A strategic talent manager has to acquire and develop talented

staff, while creating good working conditions in which the staff will fully commit their time and

energy. The teacher has to be able to successfully boost student learning. Talent management

skills include building a schoolwide vision of instructional improvement, professional

development, design and deliver curriculum and instruction, and lastly develop instructional

leaders and teacher collaborative teams. In order to make these actions strategic, the school staff

must center on instructural leadership actions and human capital functions of recruitment,

selection, mentoring, professional development, performance management, and compensation

and recognition. To be an effective principal, one will have to work in or around the policies in

order to build the best staff for the school. The article is only focusing on teacher acquisition and

performance management out of the different aspects in managing human capital. When the

principal hires staff, their decision is based on planning for a turnover, marketing the school,

networking with talented sources, and enacting carefully selection procedures. To plan for a

turnover, the principal has to identify possible openings and hire the best person for the job. The

staff needs to accept and belief in the school’s vision in order to successfully market the school.

Examples on how to market the school, the school’s website, job fairs, and advertisement.

Teachers want a school with a strong leadership and positive working condition, and supportive

staff. Principals uses situations and experience-based interviews, work samples, portfolios,

reference, and rating systems in the hiring process. A powerful way to motive performance is

setting goals. Every staff member needs to communicate the school’s goals and strategies on

how to meet these goals. If these goals are not being met, then the principal needs to identify and

remove any problems, increase the teacher’s self-efficacy for improving instruction, and use any

available incentives to reinforce improvement and reaching their goals. Principals uses school