Achieving Competence, Success and Excellence in Teaching

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Achieving Competence Success Excellence by Mark Brundrett - AbeBooks

Gain leadership skills, earn scholarships and build your personal network so you can: Raise your GPA Improve your resume Enhance your job prospects. Enter Your Nomination Code:. Haven't been nominated? Apply for Nomination. Learn from America's Thought Leaders See all presenters. How Does The Process Work? Your college selects you based on your academic accomplishments or leadership potential.

Receive nomination letter from the NSLS announcing your selection. Accept nomination and complete the online enrollment process. If you are an administrator, teacher, student, or parent, you can use the Education Competencies to define a job profile, assess candidate competence, and plan for personal and professional growth. Competencies describe the functional and behavioral qualities that an individual must possess in order to help an organization achieve success. Each role in an organization requires a different emphasis or mix of competencies.

Microsoft worked with Lominger, a leadership development firm, to develop the Education Competencies. Several years ago, Lominger developed Microsoft's own set of competencies that helped Microsoft managers and employees build a successful organization. The competencies provided Microsoft with a common framework for hiring and professional development that can be described, discussed, and implemented with precision across a global company.

Like the Microsoft competencies, the Education Competencies describe the full range of characteristics needed to help a school district achieve its organizational goals and vision. They were developed in partnership between Microsoft, Lominger, and school leaders from around the world.

At the core of the Education Competencies are six qualities that individuals need in order to help school districts succeed in the 21st century. These qualities, or success factors, are:. These six success factors form the organizing principle for the Education Competency Wheel, a visual depiction of the 37 Education Competencies.

The success factors make up the inner wheel and are defined by associated competencies. For example, the success factor Courage is defined by the competencies: Managerial courage, Assessing talent, and Conflict resolution. Those three competencies describe the attributes, skills, behaviors, and knowledge individuals need to develop and exhibit Courage, a vital factor for individual and organizational success.

You can use the Education Competencies to define a job profile, structure an interview process, and assess candidate qualities. Use the following process to design and execute a plan for hiring that next great school district employee. A successful hiring process starts with the goal in mind—a clear description of the job responsibilities and the unique mix of competencies required for success.

A Success Profile goes beyond the usual scope of a job description. In a job description, a supervisor usually lists the tasks to be performed in a role. A Success Profile, however, describes not only the tasks, but how those tasks will be accomplished, including the personal qualities, skills, behaviors, attitudes, and knowledge required for success in the role. There are Success Profiles that describe the job responsibilities and competencies for four typical roles within a school district. If you are hiring for one of these four roles, you may need to customize the job responsibilities section or adjust the mix of competencies to assure greater success within your unique school setting.

If you are hiring for a role that is not listed, use these Success Profiles as models for designing a new one that lists the unique job responsibilities and competencies required for that role. A clearly defined Success Profile allows you to communicate the requirements for the position to potential candidates, recruiters, and people involved in the hiring process.

Now that you have identified the unique blend of competencies required by a candidate to successfully perform in the position, you can use those competencies to structure an interview process, also known as an interview loop. The interview loop consists of several people usually who have unique perspectives related to the position for which a candidate is being interviewed. For example, if you are hiring for a high school teacher position, you might include in the loop teachers from other disciplines or levels, a student, a parent, and an administrator.

It's usually best to form an interview loop to interview all candidates for a given position. That way you have the same pool of evaluators assessing each candidate with common criteria. When you make these assignments, consider the interviewer's experience with and understanding of each competency. For example, you might have a school administrator, rather than a student, assess a candidate for the Strategic agility and innovation competency. On the other hand, a student might be the perfect person on the loop to consider the candidate's Listening competency.

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Now that you have identified the people involved in the hiring process and assigned each of them competencies to assess, you can schedule interview times. Coordinate with each person on the loop to set up a time that he or she can meet with the candidate. Once you have created the interview schedule, you can manage the interview process throughout the day. You can share the schedule with the recruiter or other individuals in the loop in case you are unavailable to oversee the process at some point during the day.

Before meeting with a candidate, review the Success Profile for the role and the competencies that you are assigned.

Achieving Competence, Success and Excellence in Teaching

Make sure you understand the definition and proficiency levels basic, intermediate, advanced, or expert of the competencies you are assigned to evaluate. The proficiency level descriptions provide details that can help you assess how well a candidate displays a competency. Determine which level of proficiency is appropriate for the open position before the interviews begin.

Each competency has several interview questions that you can ask a candidate during an interview. You can ask those questions as written, or modify them to make for a more conversational tone during the interview. After the interview, take five or ten minutes to reflect on the merits of the candidate. Describe your overall impression of the candidate, his or her qualifications related to the job responsibilities, and your specific insights as to how well they exhibit the competencies you probed.

Each interviewer should email an assessment of the candidate to all the other loop members immediately following the post-interview reflection. That way everyone on the loop stays informed about the progress of the candidate. In the subject line of the email, summarize your assessment with an up or down vote of "hire" or "no hire. As you consider a candidate for hire, think school district first, open position second.

Achieving Educational Equity and Excellence Learning Framework

This might seem counterintuitive. Why consider anything other than the requirements of the current available position In today's employment market, people tend to change jobs every two to three years. If you look for candidate qualities that succeed in the school district, as opposed to just the position, the likelihood that the candidate would be able to develop their career within the organization is improved. Over time, that candidate adds more value to the organization by growing within it; maximizing recruitment costs, while decreasing attrition costs.

By focusing your interview session on questions and considerations drawn from the core competencies, you can evaluate the candidate against criteria that leads to success beyond any single role. Successful candidates can use the competencies to grow within and beyond their jobs over a period of time.

Mini Lesson: Achieving managerial excellence - Competency Perspective

The Education Competencies provide assessment critical to personal and professional development. Whether you are new to your job or are a long-time school district employee, you can use the competencies to create a personal and professional development plan. Even as a parent or a student, you become more valuable when you know your capabilities and how they can be used to help solve problems and better serve others. The Education Competencies can help you identify skills and behaviors you use, or could use more effectively, to get results.

Locate a Success Profile that defines your role or function within the school district, such as teacher or administrator. If one doesn't exist for your role, work with your supervisor to create one.

Describe your primary job responsibilities, core competencies for your role, and the suggested proficiency level for each competency. Compare your current proficiency levels with the suggested proficiency level for each competency. The difference between your actual proficiency level and the suggested proficiency level is called the "gap. Are you interested in improving your performance in your current role Or do you want to move into another role Perhaps you'd like a promotion into school administration, or perhaps a lateral move into another teaching role. Once you identify some options for how you want to direct your career, take the next step.

Grow in your current role. The gap analysis you conducted in step 1 should provide you with information about skills, behaviors, and knowledge that you already possess and express well, and those that you could improve in order to get better results in your current role.