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Chapter 4
PERSONNEL MANAGEMENT

This chapter reviews the personnel management of the Rockwall Independent School District (RISD) in the following sections:

A. Organization and Management
B. Staffing Formulas and Salary Administration
C. Recruitment, Hiring Activities and Retention
D. Staff Development
E. Grievances and Appraisals

To ensure educational achievement and advancement of its students, a district must attract, hire and retain qualified and talented employees to teach its students and manage district operations. Since personnel costs typically consume 80 percent of the average school district budget, effective personnel management is critical to the success of a school district. Human resource departments now focus on cost containment, strategic decision-making and competition in a rapidly changing environment, projecting future resource needs, the effective use of human talent, continuous measurement and benchmarking to determine the effectiveness of all HR programs.

Personnel management includes staffing analysis, recruiting, hiring, salary and benefit administration and performance evaluation. Effective personnel management also requires compliance with equal employment opportunity statutes and other federal and state laws.

BACKGROUND

The management and placement of employees is a vital part of school district operations. In most public school districts, a Human Resource or personnel department manages employee-related tasks, including:

  • developing competitive wage and salary schedules to attract and retain skilled employees and administering salary systems that include placement of positions on the salary schedules and periodic review of the schedules to ensure that they are competitive with other area employers;
  • classifying all positions and developing job descriptions and the periodic update/modification of the job descriptions to reflect changes in responsibilities;
  • developing and administering training programs for some or all district personnel and comprehensive staff development programs for teachers and administrators;
  • developing personnel staffing tables and review of staff allocation formulas;
  • administering an employee grievance process;
  • maintaining required employee records;
  • processing personnel actions and changes;
  • administering certification and permit processes;
  • issuing contracts and nonrenewal or dismissal notices;
  • placing substitutes;
  • recruiting and selecting qualified candidates for employment;
  • recruiting and placing student teachers;
  • developing board policies regarding personnel issues;
  • complying with federal and state regulations;
  • developing and administering an employee benefits program; and
  • preparing periodic reports to address local board and state reporting requirements.

The Texas Education Code (TEC) requires that each school district have a district and campus improvement plan. RISD's District Improvement Plan (DIP) for 2002-03 links board-approved district goals with key activities performed by campuses or departments. Exhibit 4-1 shows the personnel-related goals, objectives and strategies in the DIP.

Exhibit 4-1
RISD District Improvement Plan
2002-03
  District Goal Performance Strategies
I RISD will collaborate with TAMU-Commerce to implement a three-year commitment to an in-district graduate degree program in fall 2002. RISD will continue to enhance the Master's CORE Program participation.
  • Complete registration for 2005 CORE group and begin classes.
  • Recruit teachers for 2006 CORE group.
II RISD will conduct an annual job fair to recruit personnel. Principals will be given the opportunity to interview candidates.
  • Provide information on Web site, newspapers and universities.
  • Prepare an effective organizational plan for conducting a successful job fair.
  • Enlist the assistance of RISD professional and support staff to serve in various areas.
III RISD will develop and continue a comprehensive mentor program to assist first-year teachers. Teachers will become more successful in the classroom and more likely to remain in the district.
  • Design and implement program.
  • Evaluate program to ensure induction teachers become successful and committed professionals.
IV RISD will maintain a competitive employee benefit package to attract personnel and to continue to maintain quality services within the district.
  • Conduct comprehensive study of benefits at comparable districts.
V RISD will recruit on national, state and local levels.
  • Recruit at colleges and universities in fall and spring.
  • Advertise positions on district Web site, cable network and throughout Region 10.
  • Advertise positions through state organizations.
Source: RISD 2002-03 District Improvement Plan.