This post provides information on what you may need to be thinking about in the areas of finance, student data, human resources, student meals, and technology as a result of COVID-19. We will continue to update this as we have more information. If there are specific questions you would like to see answered that you do not see below, please reach out to your EdOps Specialist.
DISCLAIMER: EdOps does not provide legal or tax advice. Consult an attorney or tax accountant for specific questions.
A personnel file audit is the periodic and systematic review of your personnel files to assess whether the documents in each employee’s personnel file are accurate, up to date, and complete. The audit helps ensure legal compliance, identifies HR process weaknesses and highlights HR successes.
When thinking about financial compensation, most employees only consider salary. As an employer, however, you know that your financial contribution to staff is much greater than that. If you can better communicate the full value of staff compensation, you can improve both employee engagement and retention.
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The benefits offered by your school can directly affect employee retention. In an earlier post, we covered flexibility benefit options, which account for four of the top valued benefits according research from Harvard Business Review. Today, we are moving down the list to student loan assistance and tuition assistance.
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We have conducted several compensation studies helping schools develop a compensation philosophy and strategy that is best for staff and financially sustainable. Compensation, after all, is the most important factor candidates consider when evaluating multiple offers. However, we always push school leadership to remember that salary is just one factor and should be considered alongside many others.
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We often begin our school budget training for charter applicants by asking the group to identify the major levers that impact total teacher salary expenses. Almost without fail, the two answers given are 1) teacher salary levels and 2) average class size. What most people overlook is that there is a third, equally important lever: 3) schedule configuration.
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Attracting and retaining high-quality employees is critical to school success. One of the ways school leadership can show its staff, both new and returning, that they are valued is by offering benefits that they truly value.
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We have found in our work around the country that schools struggle to implement their succession plans even after they are created. Too often a succession plan sits untouched until a leadership transition occurs, and the organization stumbles because team members have not been trained on the challenges of roles outside of their own.
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We all know how complicated it can be to run a single school, but growing organizations face even greater complexity. Through our work with expanding schools, we’ve found some useful questions to keep in mind when determining which roles and responsibilities should remain at individual schools and which should be centralized.
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