School districts could more efficiently retain teachers by creating a single, dedicated office responsible for recruitment, evaluation, professional development, staffing, and collective bargaining, a report argues.
鈥淐urrently, in most school district central offices, when anything that has to do with teachers or teacher quality arises, people look to the human-resources department,鈥� says the from the Annenberg Institute for School Reform, at Brown University in Providence, R.I. 鈥淲hat is often overlooked, however, is that key human-capital-management functions such as professional development, evaluation, collective bargaining, and policy development many times fall outside of human resources.鈥�
If districts mount excellent recruitment and marketing campaigns from human resources, but have professional- development offices that provide poor-quality mentoring and training options, for example, the quality and stability of their teaching force may suffer.
