Capturing Our Learning Overview Purpose To provide a competitive advantage and ensure that teachers are paid commensurately for their hard work and receive those benefits that encourage them to stay in the field ID: 661293
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Slide1
Compensation & Benefits
Capturing Our LearningSlide2
Overview
Purpose:
To provide a competitive advantage and ensure that teachers are paid commensurately for their hard work and receive those benefits that encourage them to stay in the field. Key Elements of Compensation & BenefitsComparing Compensation with Surrounding DistrictsStructuring Compensation Systems Based on PerformanceStructuring Compensation Systems to Expand the Reach of High-Performing TeachersStructuring Compensation Systems to Incentivize Teaching in High-Needs Schools and SubjectsIndividualizing Benefits SystemsProviding and Monitoring Leave as a Benefit Locally or Through the StateSee the Teacher ABC Tool and Executive Summary of the Teacher Puzzle Pieces for additional information
2
Urban Schools Human Capital Academy Slide3
Key Research
90% of US districts use a lock-step approach to teacher performance – across subjects and grade levels, disregarding need
Earning an advanced degree has little to no impact on student performance
TNTP, 2014Pay-for-performance has not been shown to improve student achievement, nor change teacher practice Marsh, et al, 2011Discretionary absences for short-term illness or personal days, are not only costly to schools and districts, but also negatively impact student achievement
For
every ten teacher absences, student achievement in mathematics decreased by 3.3 percent of a standard deviation, or the difference between having a first or second year teacher and a teacher with three to five years of teaching experience
Miller, 2008
3
Urban Schools Human Capital Academy Slide4
Metrics
Key metrics to understand performance in this function include:
% of teachers leaving the profession citing compensation – via exit or other survey
Average number of absences by category compared to national averages and benchmark goals (VI.F) % of leave use by type of leave4Urban Schools Human Capital Academy Slide5
Key Content
Compensation & Benefits
5Slide6
Components of Total Compensation
6
State Laws & Regulations
Collective Bargaining
Local Budget Conditions
Adapted from ERS, “Strategic Design of Teacher Compensation.” 2012.Slide7
The Reality: A System Stuck in the Past
7
The History of Teacher Compensation
Late 1800s
Early 1900s
1920s – 2016: Single Salary Schedule
Room & Board
Position & Grade-Based Salary
Commonly referred to as Step & Lane
Used by 90% of school districts
Accounts for 70-100% of teacher raises
Designed to decrease discrimination in pay
Aimed to use objective measures – years of experience, degrees obtained
Sources: University
of Wisconsin-Madison Consortium for Policy Research in Education (CPRE), “History of Teacher
Pay.”
2012
, and Center for American Progress. ”Do More, Add More, Earn More.” 2015.Slide8
8
The Reality: A System Stuck in the Past
Yesterday’s Comp System does not Meet Today’s Needs
ThenNow
Limited options for women & people of color
One route into teaching
Stable: Teacher for life
Pre-Brown v. Board of Ed
Less known about performance
Multiple options for women & people
of color
Many routes into teaching
Mobile: Teacher for now
Growing inequities
More known about performance
Yesterday’s Comp System Does
N
ot Meet Today’s NeedsSlide9
The Research: At Odds with Practice
Money alone isn’t enough to get and keep great teachers – working conditions matter too
Linking Compensation Structures to Research & Data
9
No correlation between student performance and educational attainment beyond a BA degree in most subjects*
Yet, districts spend $14.8B/ year for attainment of MA degree
Less
than 20 percent of new teachers will stay in a retirement system long enough to earn full benefits
Gains from teacher experience are highest in teachers’ initial years, yet
t
eachers work 20 years+ to reach the top of scale
Sources: ERS
, “Strategic Design of Teacher Compensation.”
2012.; NCTQ, “Mythbusters.” 2015.; TNTP, “Shortchanged.” 2014.; and CAP, “Do More, Add More, Earn More.” 2015.
*Limited correlation in math and scienceSlide10
The Results: Lackluster at Best
10
An Inadequate Tool for Recruitment & Retention
Source: TNTP, “Shortchanged: The
Hidden Costs of Lockstep Teacher Pay,” 2014
.; CAP. “Mid & Late Career Teachers Struggle with Paltry Incomes.” 2014. ;
ERS, “Strategic Design of Teacher Compensation.” 2012
Teacher starting salaries are
25% less
than in other
careers
Only 23% of teachers come from top
third of college
grads
Teachers work 20+ years to reach top of salary scale – 2x as long as other careers
Irreplaceables – 2x as likely to cite dissatisfaction with compensationSlide11
The Results: Lackluster at Best
11
An Inadequate Tool for Deployment Too
Source: TNTP, “Shortchanged: The Hidden Costs of Lockstep Teacher Pay,”
2014.
Lock-step compensation reinforces inequitable distribution Slide12
Districts Can
I
nnovate within Current Structure
SOURCE: NCTQ, “Smart Money: What Teachers Make, How Long it Takes, and What It Buys Them,” Dec 2014.
12
Milwaukee (blue)
changed the curve
to enable higher earning potential earlier in the teacher’s career
Rochester (green
)
teachers
earn more at the beginning and end
,
they accrue $125,000 less
in lifetime earnings
DCPS kept lanes and steps intact, but
made it possible to move within lanes
and steps
based on performance
12Slide13
Recommendations to Consider
13
Compensate What You Value & Want to Incentivize
Limit bonuses
Consider behavior you’re incentivizing
Ensure selection of only
h
igh eff. teachers
Use financial & nonfinancial comp
Use them, but fix working conditions too
Ensure teachers maintain eff.
a
nd role
Tailor benefits – not one-size-fits-all
Make pensions portable and accrue uniformly
Keep competitive – but not too high
Speed progression thru scale based on effectiveness using multiple measures
Phase out increases for items that don’t add value for students
Adapted from ERS, “Strategic Design of Teacher Compensation.” 2012.Slide14
Keep in Mind
Individuals value various components of compensation and benefits differently based on their needs and stage of life
Compensation
strategies will differ based on district priorities and challenges, funding, State law, and teacher demographics/ experienceNew compensation practices require complementary structures – especially a fair and reliable performance management systemNot all compensation strategies require extra money or contractual changes – be creative
Working conditions matter tooFeedback from
key stakeholders on your compensation
system is critical
Use an exit survey to understand which compensation issues impact your teachers
14
Things to RememberSlide15
Teacher Leave Use
A Key Benefit
15Slide16
Why is Teacher Leave Use Important ?
Research correlates with lower student achievement
National benchmark for business/industry much lower (4%) than school districts (8% or higher)
Teacher work year usually 190 days versus business/industry 260 daysDaily leave use/leaves of absence often a major pain point for principals16Slide17
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Key Goals in Effective Leave Management
Goal
Strategies1. Clear and Consistent Leave Policies and Communication to Employees
Review laws, board policies, contracts, manuals and SOPs to ensure consistency in leave policies.
Tighten up language and deadlines where possible.
Provide one-stop-shop on district website for information on leave.
Provide tools and resources to school secretaries or other school based personnel who support schools in leaves.
2. Clear Roles and Responsibilities on
Leave Management
HR Partner owns helping to manage
their schools’ leaves, particularly from staffing perspective
Central Leaves Team owns processing of leave from initial request to completion of leave (re-entry or termination)
The Legal division should be a partner with HR on policies and termination for employees who have abused leave.
Principal signs receipt but NOT approval on leave request and is kept informed on leave status and return to work
Employee submits proper documentation, responds to deadlines, returns to work per approved leave. Slide18
18
Key Goals in Effective Leave Management
(cont’d.)
GoalStrategies3. Timely and Accurate Processing of Leave Requests
Set clear turnaround times for all leave types in your district.
Clear escalation paths for leaves that go beyond set turn-around times.
Online system with self-service for employees to submit leave requests.
4. Hold Adults Accountable to Leave Policies
Set
clear deadlines for employees to submit leave paperwork and notify of their intent to return.
If employees do not respond to deadlines, move to terminate (partner with legal to understand what you can/can’t do).
Establish appropriate triggers so employees are not taking multiple FMLA leaves without working full 12 months in between.
Remind principals that absenteeism matters and they can and must do something about the excessive leave use.Slide19
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Some Potential First Steps to Addressing Leaves
Goal
First Steps1. Clear and Consistent Leave Policies and Communication to Employees
Meet
with legal and other relevant stakeholders
to review leave policies, tighten up language and set clear deadlines.
Set Notification Deadlines to Plan for School Opening
. e.g., if a teacher is on child care leave,
April 1
should be the latest deadline to notify HR if they are returning the following year or extending, if eligible. If they do not notify their intention by that date, let them know it
is treated as a resignation
.
2. Clear Roles and Responsibilities on Leave Management
Document
as-is state
to understand who does what and where roles and responsibilities need to be clarified or shifted.
Establish key metrics
for HR to track and review on regular basis (and other stakeholders depending on data).
Provide regular reports
on leaves – especially day-to-day leave use by school -- to principals and principal supervisors.
3. Timely and Accurate Processing of Leave Requests
Create triggers
in HRIS that prompt automatic action on leaves
4. Hold
Adults Accountable to Leave Policies
Address egregious offenders first
-
work with legal to move to terminate them.
Discuss with principals
employees who have exhausted sick/personal leave for the year to determine appropriate next steps (e.g. progressive discipline, FMLA or other leave)Slide20
Actions for Monday Morning
Determine percentage of leave use (day-to-day) and by category (sick, personal, professional development, etc.)
Determine the fill-rate for substitute teacher requests by school
Determine how much leave is caused by pulling out teachers for professional developmentHave payroll run a report of every teacher who has exhausted sick leave balances but is not on a long-term leaveRun a report of any teacher who has taken multiple leaves of absence (returns to work but yearly applies for another leave)Check the leave balance/situation for every teacher who received an Ineffective rating in the previous year20Slide21
Tools and Activities
21Slide22
Tools
ERS
Teacher Compensation Self-Assessment
An ERS Tool that allows HR teams to assess the components of their compensation strategy. Research & Resources on Compensation This tool provides links to key articles and research on teacher compensation. Teams can use this document when considering ways to improve on their current compensation system. PARTNER REPORT: Education Resource Strategies co-authored paper, “Do More, Add More, Earn More: Teacher Salary Redesign Lessons from 10 First-Mover Districts” 201522Slide23
Activity
Group Debrief:
What
strengths and areas of improvements did we identify about our compensation system?What is one next step we can take to improve our compensation system? Take ERS Teacher Compensation Self-Assessment23