41 HR Recruiting Selecting and Hiring Employees

8/12/2019 41 HR Recruiting Selecting and Hiring Employees

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A SAMPLE REPORT

Benchmarking to Improve

An Examination of Districts Processes in:

HUMAN RESOURCES (HR)

PIIEProcess Improvement and Implementation in Education

Data in the report are for illustration purposes only, and are not from a specic district.

A national study based on sur veys from the following Districts:

Aldine, TX

Anne Arundel, MD

Atlanta, GA

Boston, MA

Brazosport, TX

Broward County, FL

Carrollton Farmers Branch, TX

Cobb County, GA

Montgomery County, MD

Pajaro Valley, CA

Philadelphia, PA

Pinellas County, FL

Pittsburgh, PA

Tulsa, OK

Wake County, NC

Elk Grove, CA

Fairfax County, VA

Galena Park, TX

Galveston, TX

Gwinnett County, GA

Houston, TX

Los Angeles, CA

Miami Dade County, FL

P I I E

A preliminary performance comparison of how their processes in

RECRUITING, SELECTING, AND HIRING EMPLOYEES

compared to processes in other participating districts

of various sizes, demographics, and locations across the United States


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HR Pilot FindingsPreliminary Table of Contents1

TABLEOFCONTENTS

About this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Whats in this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Section 1. Quantitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Section 2. Qualitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Section 3. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Success Factors and Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Section 1. Quantitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Summary of Key Indicators Explained . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Summary of Key Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Cost Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Staff Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Process Efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Cycle Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Section 2. Qualitative Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Section 3. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Appendix A: Characteristics of Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Appendix B: APQC Process Classification Framework . . . . . . . . . . . . . . . . . . . . 33

Appendix C: About APQC, OSBC Research, and PIIE . . . . . . . . . . . . . . . . . . . . . . 35

Appendix D: Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Appendix E: Using this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Appendix F: Qualitative Survey Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41


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HR Pilot FindingsPreliminary

ABOUTTHISREPORT

This is a report comparing your districts performance with other participating districts in a

process called Recruiting, Selecting, and Hiring Employees.

This report is part of a national pilot project called PIIEProcess Improvement and

Implementation in Education. Data in this report were collected through the first version

of a survey that was blinded and analyzed. Finally, a customized report was prepared

for your district comparing your performance in this particular process to that of other

participating districts. Since this is a pilot project, the findings are preliminary and may

fluctuate in future versions based on larger samples sizes and modifications to definitional

elements to terminology. Special attention will be made to work with the pilot districts to

refine the survey instrument to ensure that it will allow districts to more accurately answer

questions. Although a significant amount of time was spent validating survey responses,

many districts were unable to obtain data that could encompass the entire survey scope,

and thus it will be an ongoing process to help refine responses.

This survey was part of a year-long pilot conducted by APQC, a 30-year-old nonprofit

organization located in Houston, Texas. APQCs purpose is to help any organization

to improve whether its in education, business, health care, or government. Valid

comparisons can be made because every participant uses a common taxonomy of

processes and sub-processes called the APQC Process Classification FrameworkSM

(PCF),

explained in later pages.

How can you use this report?The analysis of your data focuses on four types of

measurements or key performance indicators (KPIs). Cost Effectiveness

Staff Productivity

Process Efficiency

Cycle Time

In addition, this report contains Key Findings and Challenges reported by the

districts. The analysis that is captured in this report will allow you to see where your

district compares with others. Combined with your knowledge about your districts

strategic objectives and challenges, the data from the report can help you to focus your

improvement activities to align to your districts goals.

We strongly believe that this report indicates significant opportunities for process

improvement and innovation in every district. Please let us know if we can help your

district make these improvements.

C. Jackson Grayson, Jr. Diane Kline Travis Colton

APQC Chairman & CEO Project Director Analyst

2About this Report


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WHATSINTHISREPORT

Section 1. Quantitative Data

Contains reporting, analysis and answers to questions such as: How cost effective are we compared to other districts our expenditures

versus results in other districts?

Is our hiring staff productive compared to other districts?

How efficient is our hiring process?

How long does it take us to process applicants compared to other districts?

Section 2. Qualitative Data

Features questions and responses such as:

What is the most common reporting structure for HR recruiting?

How many districts give hiring bonuses?

How many districts give added compensation for challenge schools?

How are vacancies posted or publicized?

Section 3. Appendices

Answers the following questions:

Who are the participating districts and what are their characteristics?

What was the survey that collected the data?

What is PIIE and what is the Open Standards Benchmarking Collaborative

research?

What are the terms of use?

What does this term mean?

Whats in this Report?3


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Success Factors

The following are specific processes and activities that districts cite as key enablersto their success. The first set comes from districts identified as top performers. The

second list is from all participants.

SUCCESSFACTORSANDCHALLENGES

TOP PERFORMERS ALL PARTICIPANTS

Online application system that allows HR staffto view, track and hire candidates

Early identification and offers made to qualifiedparticipants

Staffing goals based on accurate projectionsof enrollment, staff attrition and critical needs

areas

Competitive salary and benefits package

Highly skilled recruiters who areknowledgeable, friendly (personalizedattention) and focus strongly on follow up

Establishing a good relationship withuniversities to ensure effective job recruiting atjob fairs

International recruiting Effective marketing and research

Challenges

These are obstacles identified as hindering districts from hiring the best staff.

CHALLENGES

Salary and benefit packages are not competitive

Qualified candidate pool is extremely limited in critical needs areas

Enrollment and contract projections are not timely enough to identify openings sooner,meaning hiring is done in the summer after many of the best candidates have already foundpositions

Lack of communication between departments (both people and data systems) slows down thehiring process enough to lose the best candidates

Limited resources to enhance recruiting, offer incentives for challenging schools and relocationpackages

Rapid change in enrollment and demographics

Finding diverse staff

4Success Factors and Challenges


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Summary of Key Indicators Explained

On the following pages (69), you will see a spreadsheet called Summary ofKey Indicators. It lists both key performance indicators (KPIs) and supporting

indicators with columns that show your districts responses alongside those of all

participants..

The indicators are divided into the following four categories:

Cost Effectiveness

Staff Productivity

Process Efficiency

Cycle Time

The performance measure for the indicators is compared against all participants.

Your Summary of Key Indicators uses the following labels:

N

A count of the number of districts who provided data to calculate the metric.

20th Percentile

This term refers to the 20th percentile of the distribution of the metric on the low

side of the median. It does not necessarily infer directional goodness of the data.

Median

This refers to districts performing at the median.

80th Percentile

This term refers to the 20th percentile of the distribution for the metric on the high

side of the median. It does not necessarily infer directional goodness of the data.

The comparison of your districts metrics to the overall metric distribution can beused to detect patterns of how top achieving districts are doing in specific areas.

Your comparisons can be used in context with your districts goals to improve

where you see necessary.

SECTION1. QUANTITATIVEDATA

Section 1. Quantitative Data5


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Summary of Key Indicators

Cost

Effectiveness

Your

District Performance N

20th

Percentile Median

80th

Percentile N

20th

Percentile Median

80th

Percentile

HR recruiting

costs per start$712

Above

Average19 $2,060 $1,195 $454 10 $1,256 $659 $432

Total HR

recruiting costs

per recruiting

FTE

$126,212Below

Average19 $130,732 $101,230 $62,427 10 $129,374 $104,509 $63,913

HR recruiting

costs per

employee (total

district)

$139Below

Average19 $153 $78 $60 10 $140 $76 $50

Employees

(total district)

per recruiting

FTE

906Below

Average19 1,948 1,046 591 10 919 1,415 2,534

Personnel costs

(labor) as apercentage of

total recruiting

costs*

82.5% Bottom 19 82.0% 69.5% 51.7% 10 81.8% 74.4% 47.0%

Internal

systems

costs as a

percentage of

total recruiting

cost*

5.9%Above

Average18 0.5% 4.2% 9.6% 10 0.3% 1.5% 5.1%

All Participants >100k Students

N indicates the number of responses for that KPI

*Measures shaded in gray are supporting indicators and not used to calculate performance.

6Section 1. Quantitative Data


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Staff

Productivity

Your


20th

Percentile Median

80th

Percentile N

20th

Percentile Median

80th

Percentile

Offers per

recruiting FTE184 Top 14 45 65 141 6 48 140 244

Starts per

recruiting FTE177 Top 19 49 71 176 10 76 158 238

Applicants per

open position1 Bottom 17 3 4 7 9 2 3 7

New

employees

annually as a

percentage of

all employees*

17.7% Top 20 6.4% 8.8% 13.3% 11 8.2% 8.8% 14.6%






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Process

Efficiency

Your


20th

Percentile Median

80th

Percentile N

20th

Percentile Median

80th

Percentile

Start rate 96.5% Top 15 83.6% 92.8% 96.4% 7 79.8% 93.9% 97.5%

Acceptance rate 96.5%Above

Average14 89.2% 95.6% 98.5% 7 87.9% 96.7% 98.9%

Percentage of

positions vacantat the start of

the school year

3.2% BelowAverage

18 5.0% 1.1% 0.5% 9 3.0% 1.0% 0.5%

Employee

turnover

(voluntary and

involuntary)

5.8%Above

Average19 12.2% 8.0% 4.8% 10 10.1% 7.6% 6.2%

Percentage of

all first teachersthat are non-

renewals*

0.4% BelowAverage

19 7.4% 0.2% 0.0% 10 1.4% 0.5% 0.0%




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Cycle

Time

Your


20th

Percentile Median

80th

Percentile N

20th

Percentile Median

80th

Percentile

Average time

from requisition/

vacancy posting

enters HR

system posting

to offer

30 Bottom 15 21 14 7 7 15 10 6

Average

time from

submission ofjob requisition/

vacancy posting

to approval

4 BelowAverage

17 6 2 1 9 5 1 1

Average time

from application

entered into

HR system to

time it becomes

a qualified

prospect for an

open position

2Above

Average18 15 4 1 9 20 6 2

Average time

from offer to

acceptance

10 Bottom 15 4 2 2 7 6 2 2




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Cost Effectiveness

How cost effective are we compared to other districts?

Cost effectiveness is a ratio between how much your district spends per unit of

measure, such as per new hire or per recruiting FTE. Essentially, they allow you

to compare your expenses against other districts in a way that controls for factors

such as the overall number of recruits. The main performance indicator for cost

effectiveness is total recruiting costs per start (defined as a candidate who was

present the first day of work). Lower costs per start indicate a higher level of

performance or cost effectiveness.

One of the key utilities for this benchmarking report is to identify potential

savings gaps between your districts current recruiting processes and those of top

performers. If your districts performance is below top performance, the following

table shows the potential savings that could be realized by improving recruiting

processes. Top performers: remember improvement and innovation are the reason

youre on top, so keep it up!

Total Recruiting Costs Per Start

$1,256$659

$432

Your District

>100K

All Districts

$0

Cost

$500 $1,000 $1,500 $2,000 $2,500

$2,060$1,195

$454

$712

Top Performer Median Bottom Performer Your District



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POTENTIAL SAVINGS

Top Performer Cost Per Start $454

Your Districts Cost Per Start $712

Potential Savings per Start $258

Potential Annual Savings per Start (based on your reportednumber of starts)

$686,218

KEY FINDING FOR COST EFFECTIVENESS

The cost per start decreases as you hire more employees.Within the

participating districts, one of the most influential factors impacting overall

cost effectiveness is the number of starts that a district processes each year.

For districts processing at least 1,000 starts, the median cost per start is $659,

while those districts processing under 1,000 starts is $1,840.

We can look beyond the numbers to find meaning. Top-performing districts

are more likely to have less than half their total recruiting costs associated

with personnel. Instead, more resources are spent on systems than other

districts.

Top performers tend to allocate more of their dollars to outsourcing

recruiting activities than other districts, although it still remains a small

percentage of overall spending (top performers 12.7 percent of totalrecruiting cost, 6.7 percent for all other districts). Outsourcing tends to be

more commonly used in districts over 100,000 students.

In addition, process maps are utilized more frequently to manage recruiting

activities as well as to communicate with their customers.

NUMBER OF STARTS COST PER START

At Least 1,000 $659

Less than 1,000 $1,840



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Total HR Recruiting Costs Per Recruiting FTEThis cost measure comprises the total recruiting costs (personnel, systems,

overhead, other, and outsourced) divided by the number of FTEs associated with

the recruiting process. Your districts performance in this area is depicted in the

exhibit below.

HR Recruiting Costs per Employee (Total District)This cost measure comprises the total recruiting costs (personnel, systems,

overhead, other, and outsourced) divided by the total number of employees in thedistrict. The following exhibit compares your district to others.

Your District

>100K

All Districts

$0

Cost

$130,732

$20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000

$101,230

$62,427

$129,374

$104,509

$63,913

$126,212


Your District

>100K

All Districts

$0

Cost

$153

$20 $40 $60 $80 $100 $120 $140

$78

$60

$140

$76

$50

$139

$160




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Personnel Costs (Labor) as a Percentage of Total Recruiting CostThis cost measure comprises the personnel costs of FTEs associated with

recruiting divided by the total recruiting costs (personnel, systems, overhead,

other, and outsourced). Top performers tend to have a lower percentage of their

costs associated with personnel and a higher percentage with systems cost, and is

reflected in the calculation of the following two measures.

Internal Systems Costs as a Percentage of Total Recruiting CostsThis cost measure comprises the recruiting systems costs (i.e., computer hardware/

software) divided by the total recruiting costs (personnel, systems, overhead, andoutsourced). See the exhibit below for details.

81.8%74.4%

47.0%

Your District

>100K

All Districts

0%

Personnel Percentage

20% 40% 60% 80% 100%

82.0%69.5%

51.7%

82.5%


0.3%1.5%

5.1%

Your District

>100K

All Districts

0%

Systems Percentage

2.0% 4.0% 6.0% 8.0% 10.0%

0.5%4.2%

9.6%

5.9%




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TOP PERFORMERS: TECHNOLOGY FACTORS

An automated system for position control

An electronic repository or database for applications

The ability for recruits to complete applications online

An automated system that has some screening capability

KEY FINDINGS FOR STAFF PRODUCTIVITY

Technology is one major factor that is common among top- performing

districts within the productivity performance category.A more productiverecruiting system implies that a greater number of applications, offers, starts,

etc. are processed with fewer staff than less productive systems. Only one of

the top performers uses an in-house electronic hiring system, while all others

use commercial systems.

TOP PERFORMERS: RECRUITING FACTORS

Developing an annual recruiting plan

Collaborating in regional recruiting events

Collecting data on the effectiveness of recruiting sources/methods

Contracting job boards (60 percent versus 33 percent) which tendsto broaden the exposure for positions and increase the number ofapplications received

Allowing resumes in lieu of applications (60 percent versus 0 percent).Further research is needed to identify valid statistical linkage, butanecdotal evidence suggests that higher quality candidates are more likelyto prefer using resumes instead of applications.

Recruiting sources and methods influence top-performing districts.Many

recruiting activities are standard amongst the participants including:



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Employees Per Recruiting FTEThis productivity measure comprises the number of FTEs associated with the

recruiting process divided by the total number of employees in the district. The bar

graph below indicates the number of employees that one HR FTE serves.

Starts Per Recruiting FTEThis productivity measure comprises the number of annual starts divided by the

total number of FTEs associated with the recruiting process. A core measure in

productivity that shows how many recruits your staff members are processingcompared to other districts.


Your District

>100K

All Districts

0

Employees

591

500 1,000 1,500 2,000 2,500 3,000

1,046

1,948

919

1,415

2,534

906


Your District

>100K

All Districts

0

Starts

49

50 100 150 200 250 300

71

176

76

158

238

177



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Applicants Per Open PositionThis productivity measure comprises the total number of applicants divided by the

number of available open positions. See the exhibit below for a comparison of your

district to other responding districts.

New Employees Annually as a Percentage of All EmployeesThis productivity measure comprises the number of new employees (full- and part-

time employees not employed by the district prior to the survey reporting period)

divided by the number of employees in the district during the most recent fiscal

year.


Your District

>100K

All Districts

0

Applicants

3

1 2 3 4 5 6 7

4

7

2

3

7

1

8


Your District

>100K

All Districts

0%

Percentage

6.4%

4.0% 8.0% 12.0% 16.0% 20.0%

8.8%

13.3%

8.2%

8.8%

14.6%

17.7%



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Process Efficiency

How efficient is your hiring process?


Start Rate (Offers per Start)This metric captures how effective your recruiting efforts are by comparing the

number of offers to the number of starts (people that accept position and are

present on the first day of work). A higher start rate means that extended offers are

producing more new employees than other districts.

79.8%93.9%

97.5%

Your District

>100K

All Districts

0%

Start Rate

20.0% 40.0% 60.0% 80.0% 100.0%

83.6%92.8%

96.4%

96.5%



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HR Pilot FindingsPreliminary20Section 1. Quantitative Data

Acceptance RateThis efficiency measure is a percentage that comprises the number of acceptances

divided by the total number of offers.

Percentage of Vacant Positions at the Start of the School YearThis efficiency measure is a percentage that comprises the number of unfilled

positions at the start of school divided by the total number of open positions that

were available to be filled by the start of the year.

87.9%96.7%

98.9%

Your District

>100K

All Districts

0%

Start Rate

20.0% 40.0% 60.0% 80.0% 100.0%

89.2%95.6%

98.5%

96.5%


3.0%

1.0%0.5%

Your District

>100K

All Districts

0%

Vacancy Rate

1.0% 2.0% 3.0% 4.0% 5.0%

5.0%1.1%

0.5%

3.2%


6.0%


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HR Pilot FindingsPreliminary Section 1. Quantitative Data21

Employee Turnover (Voluntary and Involuntary)This efficiency measure is composed of the number of full- and part-time

employees whose employment was voluntarily or involuntarily terminated as a

percentage of the average employee count (or total budgeted FTEs).

Percentage of All Non-Renewal Employees Within the First YearThis efficiency measure comprises the percentage of all employees who do not

renew at the end of their first year.

Your District

>100K

All Districts

0%

Turnover Rate Percentage

12.2%

4.0% 8.0% 12.0% 16.0% 20.0%

8.0%

4.8%

10.1%

7.6%

6.2%

5.8%


Your District

>100K

All Districts

0%

Non-Renewal Rate Percentage

7.4%

2.0% 4.0% 6.0% 8.0% 10.0%

0.2%

0.0%

1.4%

0.5%

0.0%

0.4%



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Cycle Time

How long does it take my district to complete the hiring process?

Average Time From Requisition/Vacancy Posting Entering HR System

to Offer (In Days)

Cycle time indicators measure how long it takes between the start of a process

or activity and its completion. The chart above shows the average time in days

between when an open position is posted in the HR system and the time when an

offer is extended to a qualified candidate.

Top performers have a 4 percent higher acceptance rate. Top-performing districts

(in cycle time) have an average cost per new hire that is nearly 25 percent less thanother districts.

Your District

>100K

All Districts

0

Days

21

5 10 15 20 25 30

14

7

15

10

6

30



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Average Time from Submission of Job Requisition to ApprovalHow long does it take my district to complete the hiring process? Cycle time

indicators measure how long it takes between the start of a process or activity

and its completion. For example, the chart below shows the average time in days

between when an open position is posted in the HR system and the time when an

offer is extended to a qualified candidate.

Average Time from Application Entered into HR system to Qualified

Candidate

Your District

>100K

All Districts

0

Days

6

1 2 3 4 5

2

1

5

1

1

4


6

Your District

>100K

All Districts

0

Days

15

5 10 15 20 25

4

1

20

6

2

2



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HR Pilot FindingsPreliminary Section 1. Quantitative Data25

Average Time from Offer to Acceptance

Your District

>100K

All Districts

0

Days

4

2 4 6 8 10 12

2

2

6

2

2

10



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HR Pilot FindingsPreliminary Section 2. Qualitative Data27

Compensation is a hot topic in any recruiting discussion among districts. Of the 40

percent of districts that offer hiring bonuses, the average (mean) amount spent perrecruit is $1,810.

Question 34: Does your district provide hiring bonuses?

Yes

40%No

60%

Question 35: Does your district provide additional compensation to

teachers who are recruited to challenge (i.e., AYP) schools?

Yes

20%

No

75%

No Response

5%

SECTION2. QUALITATIVEDATA


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HR Pilot FindingsPreliminary Section 2. Qualitative Data29

Question 74: Who does the HR department regard as the customers

of its processes? (Select all that apply.)

Question 76: By which methods do you know how satisfied your

customers are with your HR processes? (Select all that apply.)

Other

5%Written Surveys

Annual

21%

Written SurveysQuarterly

5%

Conversation

28%

Quantitative

Metrics

10%

Informal

Feedback

31%

4

Instruction

0

18

5 10 15 20

17Instructional Support

14Business Services

School Board

Students

15

15

13

14Community

Other

Parents


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Appendix A: Characteristics of Participants

Total Student Enrollment Distribution of Participating DistrictsPercentage of Total Respondents

SECTION3. APPENDICES

Distribution of Participating Districts by Per Student Annual

Expenditures

200,000+

20%


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Distribution of Participating Districts by Locale TypePercentage of Total Respondents

Distribution of Participating Districts by Student Receiving Free or

Reduced Lunch

1

100

2

3

4

20 30 40 50 60 70 80

5

6

90

NumberofDistricts

Percentage of Students Receiving Free or Reduced Lunch

32Section 3. Appendix A

Urban Fringe

40% Large City30%

Mid-size City

5%

Mixed Urban

15%Outside CBSA5%

Town

5%


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Appendix B: APQC Process Classification Framework

The APQC Process Classification FrameworkSM (PCF) is a taxonomy of all

processes in any organization. The following PCF was slightly adapted to fit the

education industry.

APQC PROCESSCLASSIFICATIONFRAMEWORK FOREDUCATION

1.0Develop

a Strategic

Plan for

the District

6.0Develop and Manage Human Resources Strategies

OPERATING PROCESS

MANAGEMENT PROCESS & SUPPORT SERVICES

2.0Design,

Deliver

and Assess

Instruction

3.0Design

and Deliver

Support

Services

4.0Design

and

Manage

Operations

5.0Develop and

Manage

Stakeholder

Relations and

Services

7.0Manage Information Technology

8.0Manage Financial Resources

9.0Acquire, Construct, and Manage Facilities

10.0Manage Environmental Health, Safety, and Security

11.0Manage Intergovernmental and Other Agency Relationships

12.0Manage Knowledge Improvement and Change

> > >> > > > > >> > > > > >> > > > > >> > >

The PCF was created by APQC in 1990 and is being used in thousands of business,

government and health care organizations. APQC is also using this taxonomy tohelp education improve.

This common taxonomy allows APQC to compare district measures and metrics

among these 20 districts, and eventually among all districts across the nation in all

12 categories.

Section 3. Appendix B33


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Appendix C: About APQC, OSBC Research and PIIE

APQC is a nonprofit organization that is 30 years old. Located in Houston, Texas,

at The Houstonian Resort, APQC has approximately 80 full-time employees and a

budget of approximately $11 million.

APQCs mission is three-fold:

to discover knowledge through research and networking,

To disseminate knowledge and best practices to help organizations improve,

and

To create new knowledge.

APQCs board of directors consists of 45 leaders from business, universities, K-12

education, health care, and associations. APQC has approximately 350 members

from all sectors.

For more information, visit APQCs Web site at www.apqc.org/PIIE, call us at 713-

681-4020, or fax us at 713-681-8578.

OSBC Research: The Open Standards Benchmarking CollaborativeSM

The Open Standards Benchmarking CollaborativeSM

(OSBC) Research

In the early 1990s, APQC received many requests from businesses to help create

process performance measures and metrics for their own organizations, and where

possible, to compare their benchmark metrics with those of others. Therefore,

APQC used the PCF to create a common taxonomy to enable comparisons andcollect data from corporations.

In 2004, with the help of many corporations, APQC expanded that work and

created the Open Standards Benchmarking CollaborativeSM (OSBC) research to

systematically collect and store process data not only from U.S. firms but also

internationally. The OSBC database is still growing.

Open Standardsrefers to a generic classification of processes across institutions

and sectors. These processes have unique measures where appropriate and

are flexible and changeable as businesses evolve over time. Benchmarking

Collaborativerefers to the concept of people and institutions working

collaboratively to build comparable process definitions, measures, and metrics for

comparison.

Section 3. Appendix C35


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Process Improvement and Implementation in Education (PIIE)The PIIE (Process Improvement and Implementation in Education) project is part

of the OSBC research and was created to address the need of K-12 education

specifically for comparative benchmarking. The PIIE project consists of the

following characteristics.

Twenty-three districts were selected to participate in a year-long pilot.

Districts sent representatives to attend a design meeting December 13-14, 2004

and a large kickoff meeting in Houston January 6-7, 2005 with more than 80

attendees.

Houston session attendees broke into working groups to select key categories

and process groups within the PCF to examine.

Participants selected three areas for the pilot period: instruction, information

technology, and human resources (HR).

Working groups began defining measures and metrics for each identified

process and sub-process, working collaboratively and for the most part

virtually. Core groups were identified to work intensively on the project and

report back to the main working groups periodically.

APQC translated the working and core group results into a Web-based survey

for each process area. Surveys are now available in each of the three categories:

instruction, information technology, and HR.

The superintendents of participating districts met for a day and a half (June

17-18, 2005) in Houston to exchange their views of the pilot project, its value to

their districts, and their role in using the pilot data.

APQC blinded the survey results, validated and normalized them, and stored

the information in the OSBC database. Then, APQC prepared a report for each

district summarizing its data compared to the database.

Representatives of all districts will come to Houston January 10-13, 2006 for

a final meeting a combined one-day knowledge transfer session to share

and exchange views and lessons learned as well as create action plans.This meeting will be immediately followed by two and a half days of the

Implementation Strategies course, in which APQC conducts train-the-trainer

implementation strategies on the use of the data. This combined session

concludes the pilot. APQC plans to take the pilot to scale nationwide and

internationally over the next five years.

36Section 3. Appendix C


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Appendix D: Glossary

Benchmark target

The value of a performance measure in the 80th percentile of the distribution.

Cost effectiveness

Producing good results for the amount of money spent.

Cycle time

The length of time it takes to complete a process or sub-process; measured in

hours, days or weeks.

Efficiency

A process that results in less resourcestime, money, energybeing spent to

attain the desired product.

HistogramA graphic representation of a frequency distribution in which the horizontal axis

is determined by the span of values calculated for performance measures and the

vertical axis is determined by the frequency that the value occurs (i.e., the number

of districts with similar values).

Median

The value at the middle of a distribution; typically, half of the sites for that measure

have a value greater than the median and half have a value lower than the median.

Percentile and Your Districts ScoreA measure of relative standing describing the percentage of districts below a

specific value within the distribution; for example, a district score in the 65th

percentile would indicate that only 35% of the districts in the distribution scored

better; the higher the percentile, the better your district performed on this measure

relative to all districts in the study.

Performance measure

A measure of performance based on analysis of standardized data collected

from districts using the PIIE surveys; for example, a performance measure on the

personnel cost of the recruiting process is computed by taking the total personnelcost of full-time equivalent employees performing that process divided by the

total cost associated with the recruiting process; the higher the cost per revenue

amount, the less proficient the process.

Section 3. Appendix D37


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Productivity

The measurement of process, labor or equipment efficiency when compared to an

established baseline.

Top and Bottom Performance

The benchmark level that reflects the 20th or 80th percentile. Top performance isdefined as being at or above the top 20th percentile within the comparator group

(either all districts or districts of similar size). Bottom performance is defined as

being at or below the bottom 20th percentile.

38Section 3. Appendix D


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Appendix E: Using This Report

Other factors not contained in this report may influence these metrics and

outcomes, such as teacher quality, geography, district, state, or school board

policies. This was a study of participating districts as a pilot.

As APQC widens its survey data set and receives more data from additional

districts nationwide, we can begin to analyze the effect of many of these different

variables on the outcomes.

Nonprofit APQC has specifically prepared this report for your school district based

on data provided by your staff. While the data remains completely confidential, we

hope you will share these findings to improve how your district performs routine

processes.

For more information, visit APQCs Web site at www.apqc.org/PIIE, call us at713-681-4020, or fax us at 713-681-8578.

Section 3. Appendix E39


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HR Pilot FindingsPreliminary Section 3. Appendix F41

Appendix F: Survey Questions

34a. Does your district give additional compensation to teachers who commit to stay on the jobfor a specified period of time?

RESPONSE YOURDISTRICT N % PARTICIPANTS

Yes x 8 40.0%

No 12 60.0%

Dont Know 0 0.0%

No Response 0 0.0%

Total 20

34c. How does the amount (hiring bonuses) vary?


By critical needs area 5 25.0%

No bonus 13 65.0%

Up to 100% 1 5.0%

Up to 33% 1 5.0%

Total 20

35a. Does your district give additional compensation to teachers who are recruited to challenge(i.e., AYP) schools?


Yes 4 20.0%

No 15 75.0%

Dont Know 0 0.0%

No Response 1 5.0%

Total 20

36a. Does your district give additional compensation to teachers who commit to stay on the job

for a specified period of time? RESPONSE YOURDISTRICT N % PARTICIPANTS

Yes 3 15.0%

No 17 85.0%

Dont Know 0 0.0%

No Response 0 0.0%

Total 20

39. What factors does your district consider in selecting colleges to visit to employ graduates?(Select all that apply.)


Diversity x 18 90%

Size 11 55%

Geographical proximity x 18 90%

Education program 19 95%

Partnerships 13 65%

Graduating students incritical shortage areas x 20 100%

Experience with the college 18 90%

Other 4 20%


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41a. Does your organization develop an annual staffing plan?


Yes x 19 95%

No 1 5%

Dont know 0 0%

No Response 0 0.0%

Total 20 100%

41b. What are standard elements of the staffing plan? (Select all that apply.)


Recruiting sources 16 80.0%

Recruiting calendars 16 80.0%

Recruiting cost projections 13 65.0%

Employment needs projections 14 70.0%

Staff assignments/responsibilities 14 70.0%

Student enrollment projections 15 75.0%

Measures/Statistics to use when

assessing the plans effectiveness 8 40.0% Other 2 10.0%

No Response 1 5.0%

41c. Who is responsible for its (staffing plan) development?


Assistant Supt.HR x 2 10%

Dept.Curriculum 1 5%

Dept.HR 1 5%

Dept.Multiple 3 15%

Director 1 5%

Director/ManagerHR 8 40% Director/ManagerRecruiting 3 15%

No Response 1 5%

Total 20 100%

41d. Who participates in its (staffing plan) development?


Dept.Multiple x 3 15%

DirectorHR 1 5%

DirectorRecruiting 1 5%

HR Staff 7 35%

Principals, Other 5 25%

School Board, Other 1 5%

No Response 2 10%

Total 20 100%

42Section 3. Appendix F


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42 Which recruiting activities does your district do? (Select all that apply.)


We develop an annual recruiting planincluding recruiting trips costs, etc. x 20 100.0%

We outsource recruiting(head hunters, etc.) for all positions. 1 5.0%

We outsource recruitingfor select positions. 5 25.0%

We have contracts withvarious job boards. x 8 40.0%

We collect data on theeffectiveness of recruitingtrips/sources to help in planning. 16 80.0%

We collaborate in regionalrecruiting events and activities. x 16 80.0%

Enough applicants seeks us out thatwe do very little external recruiting. 5 25.0%

We use standard application formsfor all positions. 14 70.0%

We accept a resume in lieu of anapplication form. 3 15.0%

43 How are vacancies posted/publicized? (Select all that apply.)


Electronically on commercial/professional job boards. x 14 70.0%

On your organizationsWeb siteInternet 19 95.0%

On your organizationsWeb siteintranet x 12 60.0%

Newspaper ads 20 100.0%

Professional magazineads/web sites 16 80.0%

In-house publications 11 55.0%

Company bulletin boards x 14 70.0%

College career services x 14 70.0%

Distributed to external recruiters 3 15.0%

Cable TV x 8 40.0%

Commercial TV 1 5.0%

Community centers 4 20.0%

Libraries x 4 20.0%

Grocery stores 1 5.0%

Movie theaters 4 20.0%

Roadside signs 2 10.0%

Word of mouth 15 75.0%

Other 4 20.0%



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45 What position control process does your organization use? (Select all that apply.)


We do not have a formal position control process. 2 10.0%

Position control is a manual process. 3 15.0%

Position control is managed usinga commercial product. x 11 55.0%

Position control is managed using anautomated process developed in house. 8 40.0%

Position control is an HR function. x 8 40.0%

Position control is a management/budget function x 16 80.0%

Position control is a local school/department/office function. 1 5.0%

Other 0 0.0%

46 If a formal position control process is used, please select all that apply:


Position control software interfaceswith other HR data systems suchas a job board, HRMS system,on-boarding software, etc. 5 25.0%

No vacancy can be advertisedbefore an official vacancy exists. x 13 65.0%

No vacancy can be filled unlessan official vacancy exists. x 16 80.0%

Assignments to a non-budgetedposition (overhire) must be approved 9 45.0%

47 Who authorizes employment within your district? (Select all that apply.)


HR director 15 75.0%

Principal/Director/Manager 6 30.0%

Staffer/Recruiter 6 30.0%

Superintendent 9 45.0%

Deputy/Associate superintendent 7 35.0%

Other 5 25.0%

48 Please answer the following for position descriptions: (Select all that apply.)


Exist for all unique permanent positions such as principalssecretary, trash service worker, art teacher, wide area engineer,

reading specialist, special education paraeducator, etc. 13 65.0% Exist only for job families such as teacher, plumber, secretary,

computer services, etc. 5 25.0%

Are only developed by HR staff 5 25.0%

Must exist for all advertised positions x 15 75.0%

Must all be approved by HR staff x 14 70.0%

Are reviewed at specified intervals 8 40.0%

Are reviewed upon request x 18 90.0%

Section 3. Appendix F45


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49 Who participates in recruiting? (Select all that apply.)


HR staff 20 100.0%

Retired staff 8 40.0%

Principals/Managers x 19 95.0%

Community members x 3 15.0%

Recent graduates 5 25.0%

Other 3 15.0%

50 How wide does your district cast its recruiting net in terms of campus visits and recruitingevents? (Select all that apply.)


We recruit only in our community. x 1 5.0%

We recruit regionally within our state or metropolitan area. 19 95.0%

We recruit out of state. 18 90.0%

We recruit internationally. 11 55.0%

51 What selection tools does your organization use and for what positions? (Select all thatapply.)


SecretaryTest/Profile 11 55.0%

SecretaryResume Scanning 10 50.0%

SecretaryHR Interview 9 45.0%

SecretaryWorksite Interview x 17 85.0%

Building and groundsTest/Profile x 6 30.0%

Building and groundsResume Scanning 8 40.0%

Building and groundsHR Interview x 9 45.0%

Building and groundsWorksite Interview 14 70.0%

ParaeducatorTest/Profile x 7 35.0%

ParaeducatorResume Scanning 10 50.0%

ParaeducatorHR Interview 9 45.0%

ParaeducatorWorksite Interview 17 85.0%

Classroom teacherTest/Profile x 12 60.0%

Classroom teacherResume Scanning 15 75.0%

Classroom teacherHR Interview 14 70.0%

Classroom teacherWorksite Interview 16 80.0%

Assistant PrincipalTest/Profile 10 50.0%

Assistant PrincipalResume Scanning x 14 70.0%

Assistant PrincipalHR Interview 15 75.0%

Assistant PrincipalWorksite Interview x 15 75.0%



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51 What selection tools does your organization use and for what positions? (Select all thatapply.) (continued)


PrincipalTest/Profile 10 50.0%

PrincipalResume Scanning 15 75.0%

PrincipalHR Interview x 16 80.0%

PrincipalWorksite Interview 14 70.0%

Guidance counselorTest/Profile 9 45.0%

Guidance counselorResume Scanning x 15 75.0%

Guidance counselorHR Interview 11 55.0%

Guidance counselorWorksite Interview 17 85.0%

Skilled tradesTest/Profile x 7 35.0%

Skilled tradesResume Scanning 10 50.0%

Skilled tradesHR Interview 9 45.0%

Skilled tradesWorksite Interview 15 75.0%

School bus operatorTest/Profile 11 55.0%

School bus operatorResume Scanning 8 40.0%

School bus operatorHR Interview 8 40.0%

School bus operatorWorksite Interview x 14 70.0%

Office/Finance/ManagementTest/Profile 5 25.0%

Office/Finance/Management

Resume Scanning 13 65.0% Office/Finance/ManagementHR Interview 7 35.0%

Office/Finance/ManagementWorksite Interview 15 75.0%

OT/PTTest/Profile 6 30.0%

OT/PTResume Scanning 14 70.0%

OT/PTHR Interview x 8 40.0%

OT/PTWorksite Interview 16 80.0%

Speech pathologistTest/Profile 9 45.0%

Speech pathologist

Resume Scanning 15 75.0%

Speech pathologistHR Interview 11 55.0%

Speech pathologistWorksite Interview 16 80.0%



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52 In general, to select candidates for interviews, the following documents are required: (Selectall that apply.)


Resume 16 80.0%

Application form (could includecriminal background information) x 19 95.0%

References 14 70.0%

Transcripts 13 65.0%

Certificates/License x 13 65.0%

Criminal background 12 60.0%

Other 4 20.0%

53 Please answer the following regarding your districts new hire interview processes: (Select allthat apply.)


All applicants are interviewedby personnel staff. 8 40.0%

Some applicants are interviewedonly by principals and managers. 11 55.0%

Applicants are screened beforeinterviewing. 16 80.0%

Interviews can be conducted bytelephone. x 14 70.0%

Interviews are conducted usinga structured, formal process. x 16 80.0%

Our structured interview questions wereresearched and developed internally. x 10 50.0%

We use a commercial interview process. 4 20.0%

We outsource interviewing. 1 5.0%

54 Please answer the following regarding your districts internal interview processes: (Select allthat apply.)


All applicants are interviewedby personnel staff. 14 70.0%

Some applicants are interviewedonly by principals and managers. x 16 80.0%

Applicants are screenedbefore interviewing. x 11 55.0%

Interviews can be conductedby telephone. 17 85.0%

Interviews are conducted usinga structured, formal process. x 8 40.0%

Our structured interviewquestions were researchedand developed internally. 3 15.0%

We use a commercial interviewprocess. 0 0.0%

We outsource interviewing. 8 40.0%



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55 Please answer the following regarding references: (Select all that apply.)


Required as part of initial screening 8 40.0%

Required before anemployment office is made 16 80.0%

Are not always needed 2 10.0%

Can be checked by telephone x 15 75.0%

Are submitted on a special form 10 50.0%

Must include the most recentemployer/supervisor x 15 75.0%

Are checked only by HR personnel x 4 20.0%

Are checked only principals/managers 1 5.0%

May be checked eitherby HR staff or hiring managers 16 80.0%

Can include recent employeeevaluations. 10 50.0%

56 For what positions are tests required? (Select all that apply.) RESPONSE YOURDISTRICT N % PARTICIPANTS

SecretaryStandardized x 10 50.0%

SecretaryWork sample 5 25.0%

SecretaryDrug/Alcohol x 3 15.0%

SecretaryOther 2 10.0%

Building and groundsStandardized 2 10.0%

Building and groundsWork sample 0 0.0%

Building and groundsDrug/Alcohol 5 25.0%

Building and groundsOther 2 10.0%

ParaeducatorStandardized x 12 60.0%

ParaeducatorWork sample 1 5.0% ParaeducatorDrug/Alcohol 2 10.0%

ParaeducatorOther x 2 10.0%

Classroom teacherStandardized 11 55.0%

Classroom teacherWork sample 1 5.0%

Classroom teacherDrug/Alcohol 2 10.0%

Classroom teacherOther x 3 15.0%

Assistant PrincipalStandardized x 11 55.0%

Assistant PrincipalWork sample 3 15.0%

Assistant PrincipalDrug/Alcohol 2 10.0%

Assistant PrincipalOther x 2 10.0%

PrincipalStandardized 11 55.0% PrincipalWork sample 3 15.0%

PrincipalDrug/Alcohol 2 10.0%

PrincipalOther 2 10.0%

Guidance counselorStandardized x 9 45.0%

Guidance counselorWork sample 1 5.0%

Guidance counselorDrug/Alcohol 2 10.0%

Guidance counselorOther 3 15.0%



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56 For what positions are tests required? (Select all that apply.) (continued)


Skilled tradesStandardized 5 25.0%

Skilled tradesWork sample 2 10.0%

Skilled tradesDrug/Alcohol 5 25.0%

Skilled tradesOther 5 25.0%

School bus operatorStandardized 10 50.0%

School bus operatorWork sample 0 0.0%

School bus operatorDrug/Alcohol 13 65.0%

School bus operatorOther 6 30.0%

Office/Finance/ManagementStandardized 6 30.0%

Office/Finance/ManagementWork sample 2 10.0%

Office/Finance/ManagementDrug/Alcohol 3 15.0%

Office/Finance/ManagementOther 2 10.0%

OT/PTStandardized 8 40.0%

OT/PTWork sample 1 5.0%

OT/PTDrug/Alcohol 2 10.0%

OT/PTOther 2 10.0%

Speech pathologistStandardized 9 45.0%

Speech pathologistWork sample 1 5.0%

Speech pathologistDrug/Alcohol 2 10.0%

Speech pathologistOther 3 15.0%

57 At what point are unsuccessful candidates notified? (Select all that apply.)


After the selection process fora specific vacancy is complete x 15 75.0%

As soon as a determinationof not qualified is made x 8 40.0%

Only in response to inquiries x 7 35.0%

Always for executive-level positions 9 45.0%

Never in response to unsolicited applications 3 15.0%

58 How are unsuccessful candidates notified? (Select all that apply.)


In writing x 17 85.0%

By telephone 11 55.0%

The reasons for disqualificationare explicitly stated. x 2 10.0%

Only by HR representatives 8 40.0%

Using an automated process x 3 15.0%

Using a manual and individual process 9 45.0%



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59 How are employment offers made? (Select all that apply.)


Only by an HR representative 6 30.0%

By a principal/manager x 0 0.0%

By telephone and thenconfirmed in writing x 11 55.0%

Confirmed in writing only 10 50.0%

Contracts and offer lettersare generated electronically x 12 60.0%

On boarding is conductedonly by HR staff 3 15.0%

On boarding is completed by payroll,budget or some other organizational unit 8 40.0%

60 How are salary and benefits negotiated? (Select all that apply.)


Salary and benefits are determinedusing standard rules based onfactors such as training and experience. 14 70.0%

Salary and benefits are negotiable for all positions. 1 5.0%

Salary and benefits are negotiablefor executive-level positions. x 8 40.0%

Salary and benefits are negotiablefor trades and industry positions. 4 20.0%

Salary and benefits are negotiablefor teacher-level positions. x 2 10.0%

Salary and benefits are negotiablein critical shortage areas. x 1 5.0%

Salary and benefits are negotiable

for assignments to unique positions. 3 15.0% Salary and benefits are negotiable

only by an HR representative. x 7 35.0%

Salary and benefits are determined bypayroll, budget, or some other organizational unit. 4 20.0%

Principals/managers can negotiatesalary and benefits 1 5.0%

Salary and benefits are never negotiable. 2 10.0%

61a What documents are required before and employment offer can be made? (Select all thatapply.)


Official transcript 13 65.0% References x 15 75.0%

Official verification ofprevious employment 6 30.0%

Criminal background check 12 60.0%

Teaching or other required credential x 15 75.0%

Pre-employment physical 7 35.0%

Drug/alcohol testing x 5 25.0%

Other 2 10.0%



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61b On which documents is an offer of employment contingent (meaning that an offer is madeand the candidate is allowed to go through processing but not present for the first ofemployment until these documents/processes are accomplished)? (Select all that apply.)RESPONSE YOURDISTRICT N % PARTICIPANTS

Official transcript 11 55.0%

References 9 45.0%

Official verification ofprevious employment x 7 35.0%

Criminal background check 14 70.0%

Teaching or other required credential 11 55.0%

Pre-employment physical x 8 40.0%

Drug/alcohol testing 8 40.0%

Other 5 25.0%

62 What information is retained for hires? (Select all that apply.)


All documents collected duringapplication and screening. x 15 75.0%

Basic identifiers such as name, applicantnumber, race, and reason for hiring. 8 40.0%

Select documents such as transcript and references. 7 35.0%

62 How long are all documents that are collected during application and screening retained (forhires)?


12 to 36 months x 2 10.0%

37 to 60 months 1 5.0%

Longer than 60 months 3 15.0%

Duration of employment 2 10.0%

Permanent 7 35.0% No Response 5 25.0%

62 How long are basic identifiers such as name, applicant number, race, and reason for hiringretained (for hires)?


12 to 36 months x 1 5.0%

37 to 60 months 0 0.0%



Permanent 5 25.0%

No Response 10 50.0%

62 How long are select documents such as transcripts and references retained (for hires)?


12 to 36 months x 1 5.0%

37 to 60 months 0 0.0%



Permanent 5 25.0%

No Response 11 55.0%



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63 What information is retained for non-hires? (Select all that apply.)


All documents collected duringapplication and screening. x 17 85.0%

Basic identifiers such as name, applicantnumber, race, and reason for hiring. 5 25.0%

Select documents such astranscript and references. 6 30.0%

64a In general, how long are records retained on-site regardless or hiring status (in months)?


12 to 36 months x 13 65.0%

37 to 60 months 0 0.0%



Permanent 0 0.0%

No Response 2 10.0%

64b In general, how long are records retained off-site regardless or hiring status (in months)?


12 to 36 months x 5 25.0%

37 to 60 months 1 5.0%



Permanent 2 10.0%

No Response 8 40.0%

65 How are applications filed? (Select all that apply.)


Alphabetically 18 90.0% By date received x 9 45.0%

By position applied for 10 50.0%

By recruiter x 1 5.0%

By requisition number 3 15.0%

Other 3 15.0%

66 What is the minimum information required to create an applicant record? (Select all thatapply.)


Resume 8 40.0%

Name and social security number x 10 50.0%

On-line registration x 10 50.0%

Letter of interest 1 5.0%

Other 6 30.0%

67 How are applications stored? (Select all that apply.)


In paper files 16 80.0%

Electronically x 18 90.0%



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68 How are non-hire stored? (Select all that apply.)


In paper files 15 75.0%

Electronically x 17 85.0%

69a If a commercial automated applicant tracking system is used, what are its capabilities? (Select

all that apply.) RESPONSE YOURDISTRICT N % PARTICIPANTS

Applications are scanned,verified, and retained. 4 20.0%

Applicants complete an onlineapplication form. 11 55.0%

Application requires only a resume. x 2 10.0%

The system stores documents suchas references, transcripts, pictures, etc. 8 40.0%

Basic applicant information is entered manually. 3 15.0%

The system has some screening capability 9 45.0%

The system automatically generatesnotification of receipt of an application. 8 40.0%

The system can produce certainon-boarding documents and forms x 6 30.0%

The system shares data with otherHR databases. 4 20.0%

The system automatically acceptsapplications from commercial job boards. 1 5.0%

Applications can be archived/storedfor an extended period. 8 40.0%

Applications can be purged by dateor some other factor in batch mode. x 9 45.0%

70 What is the minimum information required to create an applicant record? (Select all thatapply.)


Resume 8 40.0%

Name and social security number x 8 40.0%

On-line registration 11 55.0%

Letter of interest x 2 10.0%

Other 1 5.0%

73 To whom does the HR department report? (Select all that apply.)


Superintendent x 11 55.0% Assistant Superintendent 2 10.0%

Associate Superintendent x 1 5.0%

Research and Evaluation 0 0.0%

Chief Academic Officer 0 0.0%

Chief Operating Officer 5 25.0%

Administrative Services 0 0.0%

Other 2 10.0%



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74 Who does the HR department regard as the customers of its processes? (Select all thatapply.)


Instruction 18 90.0%

Instructional Support x 17 85.0%

Business Services 14 70.0%

School Board x 15 75.0%

Students 15 75.0%

Parents 13 65.0%

Community x 14 70.0%

Other 4 20.0%

75 How are these customers informed and/or linked to your processes? (Select all that apply.)


Joint Process Teams 6 30.0%

Process maps 7 35.0%

Database documents 9 45.0%

Informal conversations x 14 70.0% Meetings 17 85.0%

Surveys 14 70.0%

Newsletters 11 55.0%

Press releases x 7 35.0%

Other 6 30.0%

76 By what methods do you know how satisfied your customers are with your HR processes?(Select all that apply.)


Written surveysannual 10 50.0%

Written surveysquarterly x 3 15.0% Conversation 15 75.0%

Quantitative metrics(i.e., objective data) 5 25.0%

Informal feedback x 16 80.0%

Other 3 15.0%

78 Please provide the following information regarding your districts health care plan: (Select allthat apply.)


Tiered system based onyears of service 2 10.0%

Electronically cafeteriaplan or choice plan x 13 65.0%

Employees get money or otherincentives for not using the planor not using the most expensive one. 5 25.0%



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79a Does your district offer a new teacher support program?


Yes x 15 75.0%

No 0 0.0%

Dont know 0 0.0%

No Response 5 25.0%

Total 20 100%



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41 HR Recruiting Selecting and Hiring Employees

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