Education Week - September 9, 2015 - 27

MULTIPLE

SUPERINTENDENT
Superintendent of Schools

LAKE ZURICH COMMUNITY UNIT SCHOOL
DISTRICT 95
Lake Zurich, IL

Lake Zurich Community Unit School District 95
is a preK-12 school district serving 5,850 students
located 38 miles northwest of downtown Chicago
in Lake County, IL. The Board of Education is
seeking a skilled leader to build on the District's
long history of success and financial stability.
The Board of Education is offering a regionally
competitive compensation package. Applications
will be accepted through October 10, 2015. The
new Superintendent will assume duties July 1,
2016. This will be a confidential search to the
extent possible.
To learn more or apply online, visit:
www.schoolexecconnect.com

6058 Blake Ridge Road Edina, MN 55436

An Equal Opportunity Employer

Current Superintendent Vacancies:

Cambridge Public Schools, MA
Marcellus Central School District, NY
Minneapolis Public Schools, MN
Rockridge Community Unit School District #300, IL
Warren Township School District, NJ
Weston Public Schools, MA
Westport Public Schools, CT

7,000
1,800
37,100
1,132
1,850
2,361
5,770

Other Vacancies:

PK-12 students
K-12 students
PK-12 students
PK-12 students
PK-8 students
PK-12 students
PK-12 students

Arlington Public Schools, VA
Assistant Superintendent, Human Resources

24,500

Fairfax County Public Schools, VA
Assistant Superintendent of Human Resources

186,785 PK-12 students

Shaker Heights City School District, OH
Assistant Superintendent of Curriculum & Instruction
Shaker Heights High School Principal

5,304

K-12 students

1,717

9-12 students

PK-12 students

East Coast 101 Hudson St., Suite 2100, Jersey City, NJ 07302 201.633.6522 | West Coast 530 Lytton Ave., 2nd Fl., Palo Alto, CA 94301 831.295.0982
Home Office 5600 N. River Rd., Suite 180, Rosemont, IL 60018 847.318.0072

For a full listing of active searches and to apply, please visit www.hyasearch.com
Superintendent
Hanover County Public
Schools
Ashland, Virginia

The Hanover County School Board seeks an
outstanding educational leader to serve as
superintendent of Hanover County Public Schools.
This highly successful school system serves
approximately 18,000 students in 25 schools and is
located in the suburban metro area of Richmond,
Virginia. Student achievement typically falls in the
top 5% of Virginia's 134 school districts.
The Board expects to negotiate a nationally, highly
competitive salary and benefit package based on
experience
and
qualifications.
The
new
superintendent will officially assume this position on
January 4, 2016.
Application procedures and job requirements can be
found on the BWP & Associates website at
www.bwpassociates.com. The application deadline is
October 9, 2015.
BWP Search Team contacts:

Dr. Kevin Castner (434 -531-8171)
Dr. E. Wayne Harris (540-761-1488)
An equal opportunity employer

DIRECTORS/MANAGERS/
COORDINATORS
EXECUTIVE DIRECTOR

Gateway Lab Charter School
For details about this position and an application, please
visit www.Gatewaylabschool.org.

Application Deadline is September 18, 2015

TOP SCHOOL JOBS's K-12 TALENT MANAGER

How BIG Data Can Inform and Innovate HR in K-12 Education
In today's data-rich, technology-driven world, being a
"data nerd" is cool. Even Harvard Business Review has
said that "data scientist" is the sexiest job of the 21st century.
Are we surprised? From who we engage with on social media
to what clothes we purchase online to the music we download,
people around the world are collecting and analyzing massive
amounts of data every day. The exponential growth and
availability of data is often described as "big data"--and it has
become a critical tool for businesses, governments, and other
organizations. Why? As SAS® explains, "More data may lead
to more accurate analyses. More accurate analyses may lead
to more confident decision making. And better decisions can
mean greater operational efficiencies, cost reductions, and
reduced risk."
For example, data can help doctors to better diagnose
illnesses to save lives. Grocery stores use the data they glean
from various sources to reduce internal foot-traffic jams.
Marketing departments use data to target products to
customers based on their buying history. Police departments
use data to uncover evidence that may help solve cold cases.
Even the airline industry uses big data to provide piece-ofmind that your baggage will make it to your destination on time!
Big data doesn't necessarily mean more data. It's about
being able to analyze non-relational data and draw
conclusions upon which to strategically act. If used in
appropriate ways, HR data can teach us a great deal about an
individual's drivers and behavior, performance, needs, and
their potential.
There is tremendous potential for using big data to help HR
departments be proactive in hiring candidates who fit the
organization's culture, identifying the best benefit package to
meet employees' needs, managing employee absences, and more.
If you're wondering how to assess the maturity of your own
big data use in HR, Bersin and Associates has built a maturity
model to support your analysis. They describe four levels
of maturity:
* Reactive
* Proactive
* Strategic Analytics
* Predictive Analytics
The youngest stage is the Reactive stage--where organizations
create reports for measuring efficiency and compliance. This is
where many HR departments in K-12 education sit. We believe
this is due to the availability of HR data and integrated
technology management systems in K-12 organizations.
The next stage in maturity is the Proactive stage. This is
where reporting is done, and data are collected for
benchmarking and decisions making. Some organization use
dashboards to assist in these efforts. A handful of K-12
organizations use scorecards and dashboards to drive change
and improvement.
The next step-up is Strategic Analytics. This is where
statistical analysis is done to identify root causes,

commonalities, and correlations.
Finally, Predictive Analytics means the organization uses big
data and algorithms to create predictive models, complete
scenario planning, and mitigate risk. This level of sophistication
requires the right data, technology, leader, strategy, and a data
analytics team.
While many organizations see the benefits of using big data,
most organizations have a ways to go in to develop a strong
HR analytics strategy. According to a whitepaper by the
Harvard Business Review Analytics Services Team, "The Big
Data Opportunity for HR and Finance," 71% of CEOs
surveyed view their people as the top factor contributing to
sustainable economic value. Yet, their top ranked priorities
were operations (73%), customers (50%), sales (49%), and
HR (43%). Further, when asked where their organizations
were making investments in big data, sales and marketing
were reported as receiving the largest financial investments
when it comes to big data use. HR was the lowest of all 10
options.
For those interested in learning more about data mining or
data science, in additional to the mass amount of articles
online, universities, such as Columbia, Johns Hopkins
University, and the University of Illinois at Urbana-Champaign
offer free online courses through platforms like Coursera.
While the federal No Child Left Behind Act and other federal
and state policies have placed a clear focus on capturing data
to measure student performance, districts are also seeing the
value in using big data for talent management, process
improvement, and customer service to improve educational
opportunities for students. Tulsa Public Schools (TPS) Human
Capital department has been using big data to foster
improvement over the past two years. The District's strategic
plan laid out a vision for shared accountability, which means
that every department has a balanced scorecard with aligned
measures and data, a defined reporting schedule and
structured Board updates. The Human Capital department has
measures around teacher and leader effectiveness, recruiting
and retention, and customer service. The department is using
this data to improve processes, increase the effectiveness of
its hiring practices and provide exceptional service
to customers. Using this data-driven improvement approach,
the district has seen great success. For example, Talia Shaull,
Chief Human Capital Officer, shares that TPS, "has seen
results, such as a reduction in support staff turnover by 6%
in the past year and a 38% reduction in the number of
complaints received in our HC department over prior year.
Having data allows us to make informed decisions and
proactively address issues as we move forward down our path
of continuous improvement."
To read the complete blog post, visit http://blogs.edweek.org/
topschooljobs/k-12_talent_manager/.
The opinions expressed are strictly those of the author and do not reflect the opinions or endorsement of Editorial Projects in Education.

EDUCATION WEEK | September 9, 2015 | www.topschooljobs.org

http://www.hyasearch.com http://www.schoolexecconnect.com http://www.bwpassociates.com http://www.Gatewaylabschool.org http://blogs.edweek.org/topschooljobs/k-12_talent_manager/ http://blogs.edweek.org/topschooljobs/k-12_talent_manager/ http://www.topschooljobs.org

Education Week - September 9, 2015

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