Ana Daste EDLD_5345_Week 5_Assignment_Ethics & Talent Management_Spring 2024

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Lamar University *

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Apr 3, 2024

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EDLD 5345 Human Resource Management Lamar University – Spring 2024 1 of 13 Week 5: Ethics and Talent Management All parts of the weekly assignment must be completed at or above a rubric level 2 (approaching) to receive a weekly grade. All weekly assignments and discussion boards must be completed in order to receive a grade for the course. Overview The Week 5 assignments will focus on synthesizing the learning for the course and considering the role that ethics plays in human talent management. As a principal, you will be thrust into many different leadership roles and situations that will put all eyes on you. As a leader, it is essential to lead, teach, and model for the staff and students. Your words need to match your actions because that will affect the culture and climate of the campus. It is equally vital to be knowledgeable of best practices, instruction, and technology to ensure that every student is getting a quality education. When working through the assignments, consider all your new learning and how everything works together to improve instruction, achievement, and campus culture. Rubric Use this rubric to guide the work on the Week 5 Assignment. Tasks Level 1: Does not meet the minimum criteria (Below 70%) Level 2: Approaches minimum criteria (70-79%) Level 3: Meets criteria (80-89%) Level 4: Exceeds criteria (90-100%) Week 5, Section A: Ethical Practices: Case Study The candidate did not complete the case study or did not demonstrate knowledge and skills, as indicated in the Texas Educator Code of Ethics. And/or did not respond to the questions related to the case study. (0 points) The candidate attempted to complete the assignment, but minimally demonstrated knowledge of the Texas Educator Code of Ethics in answering the questions related to the case study. (14 points) The candidate completed the assignment and demonstrated the required knowledge and skills regarding the case study. (16 points) The candidate provided an exemplary response to the assignment questions that demonstrated critical thinking and analysis regarding the case study. (20 points)

EDLD 5345 Human Resource Management Lamar University – Spring 2024 2 of 13 Week 5 Section B: Comprehensive System for Human Talent Management Opening and Section 2 NELP Component 2.2 Ethical Advocacy Domain VI Ethics, Equity, and Diversity Competency 011a Ethics and Advocacy SBEC Pillar #5 - Hiring, Selection, and Retention The candidate will use local and legal policies related to recruitment, hiring, and selection to develop a job description based on identified needs and develop a job posting related to the job description. Candidate 1) created a job description that did not clarify the identified campus staffing needs, and 2) created a job posting that was not in alignment with local or legal policy. The candidate had more than three errors in APA citations, spelling, or grammar. (0 points) The candidate 1) demonstrated the capacity to evaluate the local and legal policies for developing a job description aligned to campus staffing need but 2) lacked the alignment with the district's established policies regarding ethical hiring practices evidenced by the job posting and 3) lacked evidence of the ability to communicate about and advocate for ethical and legal decisions, evidenced by the lack of alignment with local and legal policies. The candidate had more than three errors in APA citations, spelling, or grammar. (14 points) The candidates demonstrated the capacity to 1) evaluate the ethical dimensions of issues by developing a job description that aligns to the campus staffing need 2) analyze decisions in terms of established ethical frameworks evidenced by following local and legal policies related to job postings and 3) communicated about and advocate for ethical and legal decisions through both the job description and job posting. The candidate had 2-3 errors in APA citations, spelling, or grammar. (16 points) The candidate demonstrated the capacity to 1) evaluate the ethical dimensions of issues by developing a job description that aligns to the campus staffing need 2) analyze decisions in terms of established ethical frameworks evidenced by following local and legal policies related to job postings. 3) communicated about and advocate for ethical and legal decisions through both the job description and job posting and 4) articulate their understanding and capacity to undertake and implement this work within a school setting. No errors in APA citations, spelling, or grammar & correctly formatted. (20 points) Week 5 Section B: Comprehensive System for Human Talent Management Section 3 The candidate will provide a written response of the development of a comprehensive plan for human talent management, including a paragraph The candidate does not articulate the importance of and how to engage staff in a collaborative professional culture designed to promote school improvement, teacher The candidate explains how to engage staff in a collaborative professional culture designed to promote school improvement, teacher The candidate explains and provides examples how to engage staff in a collaborative professional culture designed The candidate explains and provides action steps of how to engage staff in a collaborative professional culture designed to promote school improvement, teacher retention, and the success

EDLD 5345 Human Resource Management Lamar University – Spring 2024 3 of 13 on how to create a collaborative professional culture to promote school improvement, teacher retention, the success of staff and students, and the development of an effective communication system. Domain II: Competency 3, A Competency 4, A Competency 5, A & B Competency 6, A NELP Component 7.2 Collaborative Professional Culture SBEC Pillar #6 – Observation and Feedback retention, and the success and well- being of each student and adult in the school. The candidates cannot explain how to: 1) develop a comprehensive plan for providing school community members with a healthy and positive school building environment, 2) design and cultivate a collaborative professional culture, and 3) model and foster effective communication. The candidate had more than three errors in APA citations, spelling, or grammar. (0 points) retention, and the success and well- being of each student and adult in the school. The candidate provided little description or information on how to: 1) develop a Plan for providing school community members with a healthy and positive school building environment, 2) design a collaborative professional culture, and 3) develop a process for modeling and fostering effective communication. The candidate had more than three errors in APA citations, spelling, or grammar. (14 points) to promote school improvement, teacher retention, and the success and well-being of each student and adult in the school. The candidate can explain how to: 1) develop a a comprehensive plan for providing school community members with a healthy and positive school building environment, 2) design a collaborative professional culture, and 3) develop a process for modeling and fostering effective communication. The candidate had 2-3 errors in APA citations, spelling, or grammar. (16 points) and well-being of each student and adult in the school. The candidate explains and provides action steps of how to: 1) develop a comprehensive plan for providing school community members with a healthy and positive school building environment, 2) design a collaborative professional culture, and 3) develop a process for modeling and fostering effective communication. The candidate uses their skills, knowledge, and capacity to undertake and implement this work within a school setting. No errors in APA citations, spelling, or grammar & correctly formatted. (20 points)

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EDLD 5345 Human Resource Management Lamar University – Spring 2024 4 of 13 Week 5 Section B: Comprehensive System for Human Talent Management Section 4 The candidate will provide a written response of the development of an instructional coaching program that including a paragraph on engaging all staff members in professional learning, evaluation of staff, cultural responsiveness, identification of teacher leadership, distributed leadership, digital literacy, and summarizes the findings of the peer review of the plan. NELP Component 7.3 Professional Learning SBEC Pillar #6 – Observation and Feedback The candidate does not explain how to engage in personally, as well as collaboratively engage school staff in, professional learning designed to promote cultural responsiveness, distributed leadership and digital literacy. . The candidate had more than three errors in APA citations, spelling, or grammar. The candidate provides little description of how to personally engage in, as well as collaboratively engage school staff in, professional learning designed to promote cultural responsiveness, distributed leadership and digital literacy. The candidate did not articulate the findings from the peer review. . The candidate had more than three errors in APA citations, spelling, or grammar. The candidate explains, and a describes of how to personally engage in, as well as collaboratively engage school staff in, professional learning designed to promote cultural responsiveness, distributed leadership and digital literacy. The candidate explains how to: 1) evaluate professional staff capacity needs and management practices, 2) identify leadership capabilities of staff, 3) plan opportunities for professional growth that promotes cultural responsiveness and digital literacy. 4) plan opportunities for engaging staff in leadership roles, and 5) develop a plan for utilizing digital technology in ethical and The candidate describes and provides action steps of how to personally engage in, as well as collaboratively engage school staff in, professional learning designed to promote cultural responsiveness, distributed leadership and digital literacy. The candidates explain how to and provide specific examples of how to: 1) evaluate professional staff capacity needs and management practices, 2) identify leadership capabilities of staff, 3) plan opportunities for professional growth that promotes cultural responsiveness, and digital literacy. 4) plan opportunities for engaging staff in leadership roles, and 5) develop a plan for utilizing digital technology in ethical and appropriate ways to foster professional learning for self and others. The candidate uses their skills, knowledge, and capacity to undertake and implement this work within a school setting. No errors in APA citations, spelling, or

EDLD 5345 Human Resource Management Lamar University – Spring 2024 5 of 13 (0 points) (14 points) appropriate ways to foster professional learning for self and others. (16 points) grammar & correctly formatted. (20 points) Week 5 Section B: Comprehensive System for Human Talent Management Section 5 and 6 The candidate will provide a written response of the development of an instructional coaching program that includes a paragraph on evaluation, support and supervision, district policies, feedback, and use of instructional best practices to promote school improvement and student success. The candidate will create an instructional coaching plan based on the data provided in the case study and researched best practices in instruction. NELP Component 7.4 Supervision, Support, and Evaluation Domain III Human Capital Competency 005 Coaching and Professional Development SBEC Pillar #6 – Observation and Feedback The candidate does not explain how to: 1) evaluate professional staff capacity needs and management practices, 2) identify leadership capabilities of staff, 3) plan opportunities for professional growth that promote reflection, cultural responsiveness, digital literacy, school improvement, and student success, 4) engage staff in leadership roles, and 5) utilize digital technology in ethical and appropriate ways to foster professional learning for self and others. The candidates do not explain how to: 1) observe teaching in a variety of classrooms, 2) gather and review The candidate lacks specificity in the explanation of how to: 1) evaluate professional staff capacity needs and management practices, 2) identify leadership capabilities of staff, 3) plan opportunities for professional growth that promote reflection, cultural responsiveness, digital literacy, school improvement, and student success, 4) engage staff in leadership roles, and 5) utilize digital technology in ethical and appropriate ways to foster professional learning for self and others. The candidates explain but lack specificity in how to: 1) observe teaching in a variety of classrooms, Candidate explains how to evaluate, develop, and implement systems of supervision, support, and evaluation designed to promote school improvement and student success. The candidate explains how to: 1) observe teaching in a variety of classrooms, 2) does not provide district policies on instructional expectations, 3) provide teaching staff with feedback to support improvement, and 4) develop a system for monitoring whether supervision and evaluation strategies promote improvement. The candidate explains and provides action steps of how to evaluate, develop, and implement systems of supervision, support, and evaluation designed to promote school improvement and student success. The candidates provide a specific plan for how to: 1) observe teaching in a variety of classrooms, 2) gather and analyze district policies on instructional expectations, 3) provide teaching staff with actionable feedback to support improvement, and 4) develop a system for monitoring whether supervision and evaluation strategies promote improvement. The candidate uses their skills, knowledge, and capacity to undertake and implement this work within a school setting.

EDLD 5345 Human Resource Management Lamar University – Spring 2024 6 of 13 district policies on instructional expectations, 3) provide teaching staff with actionable feedback to support improvement, and 4) develop a system for monitoring whether supervision and evaluation strategies promote improvement. No summary or detail of future professional impact. Multiple APA, spelling, and grammar errors. (0 points) 2) does not provide district policies on instructional expectations 3) How it will impact school improvement and student success. The closing paragraph summarized but did not detail future professional impact. The candidate had more than three errors in APA citations, spelling, or grammar. (14 points) Closing paragraph summarized and detailed future professional impact. The student had 2-3 errors in APA citations, spelling, or grammar. (16 points) Closing paragraph summarized and detailed future professional impact. No errors in APA citations, spelling, or grammar & correctly formatted. (20 points) Week 5: Code of Ethics (W5LO1, W5LO2, CLO2, and CLO3) Use your experiences and the shared experiences of others (such as your mentor) to complete this week’s assignment. Resource: Access the TAC Chapter 247 Educators’ Code of Ethics at the following link: http://ritter.tea.state.tx.us/sbecrules/tac/chapter247/ch247.html Week 5, Section A: Case Study . (W5LO2, W5LO3, CLO2, and CLO3) Directions: 1. Read the case study below. 2. Carefully analyze the events in the case study as you read. 3. Answer the questions related to the case study.

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EDLD 5345 Human Resource Management Lamar University – Spring 2024 7 of 13 Debra Pennington, principal of Weldon Elementary School, faced a tearful and distraught teacher. When second-grade teacher Nancy Musick told Ms Pennington last week that she would be out for several weeks, beginning a chemotherapy regime for breast cancer, Nancy had assumed that the conversation would be confidential. However, yesterday afternoon at the local Kroger Superstore, another Weldon Elementary School teacher, Paula Carter, shared her concerns about Nancy's health and wished her a full recovery. Since Nancy had told only one person, her principal, about her medical condition, she knew that Debra had not kept their conversation private. Indeed, Debra had discussed Nancy’s cancer diagnosis and treatment with two other second -grade teachers soon after Nancy left her office last Wednesday afternoon. They had considered plans for a substitute teacher to teach in Nancy’s absence and whether to tell the second graders about the seriousness of Nancy’s illness. Now Nancy is distraught, charging Debra with betraying confidence. "If I had wanted the entire school to know, I would have told them myself. I trusted you to help me, and you let me down." DISCUSSION QUESTIONS 1. Can you justify the actions of the principal in the case ? Why or why not? There is absolutely no justification for the actions of the principal. As stated in chapter 247, 2(A) Standard 2.1 in the Educators Code of Ethics, the educator shall not reveal confidential health or personnel information concerning colleagues unless disclosure serves lawful professional purposes or is required by law. 2. How would you handle this conference if you were the principal? As her principal and someone she should be able to trust and confide in, I would have expressed my sincere concern for her health and recovery and listen to anything that they wanted to express in confidence. I would have asked her if there is anything I could do to help her and let her know about any help that me, the school or district could provide. I would have also informed her that her job will be waiting for her as soon as she recovers and feels that she is ready to return. I would in no way have violated her confidence in me by telling other about her situation. After the

EDLD 5345 Human Resource Management Lamar University – Spring 2024 8 of 13 meeting, I would have periodically checked on her to she how she was doing and let her know how much she is missed. 3. Develop your personal code of ethics to use in professional situations. Make sure that they align with the Texas Code of Ethics for Educators. This may be bulleted but must be in complete sentences. My personal code of ethics in professional situations are as follows:  Integrity – As a leader, I must always do what is right to set the example for others to follow.  Honesty – As a leader, I must always be truthful or my staff, students, and families will not trust me, and we will fail.  Humility – I must remain humble and not feel like I am superior to anyone because of my position, nor do I want anyone to feel that I am unapproachable because of my position.  Confidentiality – My student and faculty must feel safe to confide in me, knowing that I will not violate their privacy.  Discipline – I must always follow and enforce all rules and polies to ensure that everyone is safe and held to the same standards. This also builds trust because it shows that everyone is equal, and I do not play favorite 4. Would your professional code of ethics differ from your personal code of ethics for your personal life? If so, in what ways? If not, why? My personal and professional code of ethics must remain the same. If I do not follow my professional code of ethics when away from work, then they are all a lie and I do not truly believe in them. Having two different codes would make me look like a fraud.

EDLD 5345 Human Resource Management Lamar University – Spring 2024 9 of 13 Week 5 Section B: Create a comprehensive system for human talent management (W5LO1, W5LO2. W5LO3, CLO2, CLO3, and CLO 6) In this task, you will demonstrate your ability to develop a comprehensive system of human talent management on a campus. This will include but is not limited to teacher contracts, ethical considerations, evaluation, coaching, professional development, support of staff, and documentation. In the space below type in paragraph form, how you would develop a comprehensive system of human talent management on your campus. Be sure to include best practice research in order to justify your decision and system components. You may provide artifacts to help support your writing, such as forms to be used, a timeline, a flow chart, and/or spreadsheets. Also, consider if the development of this system will be a collaborative process, who will be involved in helping you create this system, and what is their value added to the process. Be sure to review the rubric for specific details that must be included to reach maximum points for this assignment. This assignment is a synthesis of all your learning during this course. Review all your coursework for this course. You may use any of that information to complete this assignment. Follow the APA guidelines for citations. Double spacing is not necessary. Type or paste the components of your comprehensive plan under each component section. Section 1 : Discuss the process of creating this system and why you need a system. Strong leaders are needed to motivate everyone involved in the process. To build a strong school community, the principal must create a system that will their enable teachers to buy into the vision and mission and allow them to grow and improve their instructional strategies. When building a strong and effective school, you must start with the foundation. This starts by creating a vision that the principal believes will be successful and staffing the positions with teachers who genuinely believe in that vision. If there are no systems/plans to follow, there is no way to follow a vision and accomplish the set goals of the school. A committee comprised of teachers, counselors, assistant principals, community members and parents would collaborate to create this system. Section 2 : Create a job description and a job posting for this paragraph.  Evaluate your district's local and legal policies regarding job postings and refer to week 1 to ensure that local and legal guidelines are met.  Create a job description that will align with your local and legal policies.  Create a job posting that follows local and legal guidelines.  Reflect on the importance of following local and legal guidelines in job descriptions and job postings. THE OPPORTUNITY Highlands Elementary School needs a dynamic teaching force, with a diverse set of experiences, to make our mission a reality. As a Highlands Teacher, you will achieve jaw-dropping results, create pathways to opportunity for our students, build transformative relationships, and eliminate educational inequities to advance social justice. In doing so, you will demonstrate to the nation that if a system of schools in Cedar Hill can close the opportunity gap, then surely this model can be replicated across other cities in America.

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EDLD 5345 Human Resource Management Lamar University – Spring 2024 10 of 13 THE ROLE When you join the Highlands team, some of the exciting work will include:  Developing rigorous lessons in your specific content area in order to prepare your students for college and beyond while bridging gaps for marginalized communities  Setting ambitious goals with your students and working alongside them to encourage and ensure they achieve those goals through frequent and consistent feedback  Persisting in the face of challenges, learning from mistakes, and setting a strong example of character for your students  Growing professionally in your craft of teaching by both receive and giving feedback on a consistent basis  Building meaningful and long-lasting relationships with students, colleagues, and families  Working on a team of teachers and leaders to provide consistency, support, and accountability to all students  Conducting weekly tutorials outside of regular class day to provide additional instruction and support to students  Additional duties as assigned THE PERSON We seek staff with diverse backgrounds, talents, interests, and ideas. Certain traits consistently shine through for our most successful employees: passion for the mission, drive for results, care for students, resilience, and humility. Other traits needed and desired for this role are: THE MUST HAVES  Bachelor’s degree from a regionally accredited four -year educational institution  Strong knowledge of internet and web-related technology  Ability to instruct students using a variety of technology applications and platforms  Belief in and commitment to the mission and core value of Lawson Middle School  Openness to giving and receiving frequent feedback  Ability to maintain emotional control under stress  Ability to work urgently in a fast-paced and results-oriented environment  Ability to juggle multiple tasks and initiatives at once  Demonstrated ability to work on a team  A dedication to learn, grow, and develop as a professional WE ARE DEEPLY COMMITTED TO EQUITY & DIVERSITY Lawson Middle School strives to recruit a diverse team of leaders. We believe there is a transformative academic and social benefit for students when their teachers and leaders reflect a diversity of backgrounds. Ninety-five percent (95%) of staff members agree that the organization provides a welcoming environment given their background and identity according to our latest system survey. CHISD is an equal opportunity employer and does not discriminate against any employee or applicant on the basis of race, color, ethnicity, religion, gender, sexual orientation, gender expression, national origin, disability, age, marital status, military status, pregnancy, or parenthood.

EDLD 5345 Human Resource Management Lamar University – Spring 2024 11 of 13 THE NEXT STEPS  If this sounds like your just right job, apply today!  If you are not sure this opportunity is for you, are simply curious, or know someone who would be  perfect, please reach out to our Talent team to be connected to a recruiter by filling out. Section 3 : Design a plan that includes action steps to promote school improvement. Address the following elements in your plan.  Collaborative school culture,  Modeling, and  Effective communication As my school’s SS departm ent lead, I was recently a part of the Campus Improvement Plan (CIP). We came together as a group and looked at previous CIPs to see if we achieved our set goals from the prior year and what we still needed to work on this year. To promote school improvement, we need to remove the blinders and look at the school from many different viewpoints and be honest. Our group was made up of people from multiple positions to enhance diversity in the way the campus is viewed. This helps us reflect on the true areas of needed improvement. Our principal allows all the voices in our group to be heard without any repercussions to promote the true feelings of the school’s atmosphere. The CIP, I believe, will actually help improve the school in multiple ways. This is important and a school must never remain stagnant if it wants to be successful. Action Steps to create a collaborative school culture, system of modeling, and a culture that promotes the fostering of effective communication are extremely important. This starts in the beginning of the year during our two weeks of preparation, prior to a student stepping foot in the school. We do this through team building activities, engagement and intentional professional development. Throughout the year, leadership will provide the teachers with meaningful feedback after observations and have sit downs where open dialogue is promoted. First year teachers will be given mentors to ensure their transition to their new school is smooth. We have tech specialists to ensure that students and staff can use their technology to the best of their ability as this generation relies heavily on technology for communication. As a campus we will also model and apply strategies for fostering online safety, privacy, and security in support of student learning by routine meeting/training to focus on cyber safety and acceptable use. During our planning period, we have at-bats to model good lessons to help teachers succeed. These is just a few examples of how we will promote the above throughout the year. Section 4 : Explain and provide specific examples of how to:  Evaluate professional staff,  Identify leadership capabilities and opportunities for staff,  Plan opportunities for professional growth that promote cultural responsiveness, and  Utilize digital technology in ethical and appropriate ways to foster professional learning for self and others.

EDLD 5345 Human Resource Management Lamar University – Spring 2024 12 of 13 In my opinion, one of the most important jobs of school leadership is to promote growth. When I become a principal, every year I will evaluate what I believe our school needs to grow and develop a PD plan for my staff that will prepare them for the next year. Our campus has an instructional specialist/coach for each department. They are used to observe teac hers, figure out their teacher’s strengths and areas of weaknesses that they need to grow in, develop a plan for those improvements, and provide any support for that department to be successful. The leadership team evaluates teachers using walkthroughs, lesson plan evaluations, student assessment data and T-TESS documents. As leaders, we must provide praise to the staff on things they do good and build them up in their areas of weakness Section 5 : Explain and provide action steps of how to evaluate, develop, and implement systems of supervision, support, and evaluation designed to promote school improvement and student success. Articulate how to:  Observe teaching in a variety of classrooms,  Gather and analyze district policies on instructional expectations,  Provide teaching staff with actionable feedback to support improvement, and  Develop a system for monitoring whether supervision and evaluation strategies promote improvement. I will use the Texas Teacher Evaluation Support System to evaluate, develop, and implement systems of supervision, support, and evaluation designed to promote school improvement and student success. I will use conferences and conversations, formal observations and walkthrough, and classroom artifacts that will help me gain a clear picture of my teachers and I will provide feedback with an open dialogue that will help them grow as educators. I will provide my staff with clear expectations of what is expected of them, that will help our school reach our goals. I will create an observation rubric so that there is a standard to follow during observations to promote consistency. I will ensure that the lesson plans provided are actually being followed, to ensure that the teachers are actually planning prior to their lessons. I will hold teachers accountable for student learning. Struggling teachers will be supported by providing improvement plans that focus on what they need to be successful educators. I will design a comprehensive professional learning plan and calendar aligned to school goals that directly engages teachers with clear expectations of implementation of practices and strategies and monitor their effectiveness. I will plan PD that is engaging and focuses on what I believe are the biggest need of the school as a whole. Section 6 (closing paragraph): Provide a reflection of what you learned in the course and how it will impact you as a future leader. Please address the following in this paragraph:  Identify the knowledge and skills related to human resource development you believe that a campus principal must possess to be effective.  Identify ways districts should support principals who are lacking in those skills. Prior to this course I really had no idea that this much pressure was placed on the principal in terms of HR. Staffing of the school seems to be a stressful, long, and tedious process, but when done

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EDLD 5345 Human Resource Management Lamar University – Spring 2024 13 of 13 correctly, it will be very rewarding because it sets up the school to be successful. I also didn ’ t realize the documentation part required as much as it does. I also learned how important it is to create a true vision and mission for others to follow. Prior to this class, I always kind of seen the two as generic. There are three main things that I took away from this course that are essential to a principal’s success. One, they must be aware of all the policies to ensure that everyone is set up for success, on the same page, and they know what is expected. Two, ensure you hire the right people to fill your staff and that align with what you are trying to accomplish. Therefore, a genuine vision is so important. Third, document, document, document!!! This covers leadership from trouble, helps to ensure you have the correct people for your school to be successful, but most importantly, it is key to growth. For principals who are lacking in some skills, I believe the answer is simple. They need to be treated the same way as a teacher who is lacking. That includes improvement plans, PD, mentoring, etc.

Ana Daste EDLD_5345_Week 5_Assignment_Ethics & Talent Management_Spring 2024

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