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TitleReinventing HR at the School of Philadelphia
TagsLeadership Human Resource Management Leadership & Mentoring Accountability
File Size52.9 KB
Total Pages2
Document Text Contents
Page 1

Individual Case Analysis
Case:

Situation analysis:
• The school district of Philadelphia has got over 2,500 students with $1.9 billion budget,

and 217,405 students in 274 students.
• The school has performed low academic achievement compared to the country on

average basis plus having $ 200 million deficit in operating budget.
• The school district of Philadelphia has recently terminated four senior managers in HR

Department.
• A campaign called “Human Capital Management” has been recently conducted to bring

HR department performance back on track.
• The new HR Director, who initiated the campaign with CEO support and government

officials, brought a lot of positive changes in HR department.

Decision moment:
• HR Departments needs to operate more strategically and be line-managed by CEO. HR

also needs to decide whether to undertake another campaign from within HR to get the
best teachers in front of the most academically at-risk students.

Issues:
• The site-based selection process is under way and its success is still unclear
• The HR department is still seen as arrogant and unhelpful entity from some

stakeholder’s perspective within district despite many improvements by New HR
director.

• The HR department is not reporting to the CEO but to COO and has been incognizant
of the program needs to plan properly HR services, though there are some
improvements recently.

• HR was totally broken-down and is still in recovering mode.
• The different divisions within HR used to work in silos and isolation, though it has

been recently restructured with new divisional HR managers.
• The turnover rate among the teacher is very high and finding pool of competent

candidates remains as a big challenge.
• Late decision-making of district’s leadership in relation to retirement incentive

program, negatively impact HR’s projected recruitment plan due to lack of
communication.

• HR systems isn’t technologically equipped to meet the current demand of the operation
e.g. employee data system.

Alternative courses of action &analysis:
• To continue implementing the campaign’s “Human Capital Management”

recommendations. This will help fixing-up.
• To provide learning and development activities for the HR team to build their capacity

and equip the department with technological upgrades to manage administrative
process. This will only help the team operationally with no major impact strategically.

• To separate the line-management of HR from COO to CEO and make it engaged in
more strategic activities by undertaking the second campaign focused on improved
services (recruiting competent teachers). This will make HR be seen important and will
be embedded in strategic decision-making process to provide effective services.

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