2 minute read
Closing Schools or Opening Schools
Human Resources Professionals have an Obligation for an Effective Transition, and Our Greatest Weapon is: AC - Abundant COMMUNICATION
Dr. Nkrumah H. D. Dixon
Assistant Superintendent of Human Resources, Huntsville ISD
The conversation is usually the same, and the tone of uncertainty fills the air like smoke in a bowling alley in the 80s. Sorry if that analogy can only be internalized for those of us who were born in the 1900’s. Nevertheless, as an HR professional, the task of planning for district change begins immediately, with numerous variables entering every planning conversation. Whether your district is expanding and needs to open a new campus or your district is consolidating campuses because of decreasing student population, there is one constant that we must control relentlessly - COMMUNICATION.
A favorite saying of one of my previous superintendents was the quote, “There is no such thing as over communication.” Establishing a timeline as to when you will communicate with the employees is as critical to the process as a flytrap at an outdoor barbeque. Taking the time to organize the rationale for the move and establishing as much transparency as possible can ease anxiety from employees. No one wants to be confused and have further complications that can be avoided. George Costanza once stated,
“The sea was angry, my friends, like an old man at a deli trying to give back soup.” No one wants anyone to be angry while the district transitions and develops a plan that’s best for kids and fiscally responsible.
An effective staffing plan is your road map and the concrete foundation to help steer the entire process. While staffing plans vary from district to district based on community desires and student needs, I strongly encourage you to collaborate with other districts and/or TASPA to obtain best practices. After your concrete plan solidifies and your Superintendent/Cabinet agrees on the game plan, the next step is the discussion with principals. The conversations can sometimes be difficult as most of us are past principals and we understand how essential every human can be on a campus. There will always be exceptions, but the goal is to establish as much consistency throughout your district as possible.
The communication should involve the timeline of events and when employees can express their desires for employment for the next school year. A simple Google form can kill two birds with one stone. For the record, I still do not know why someone is still using stones to kill birds. But I digress. The information from employees allows you to truly start the process of understanding where your future holes and hiring emphasis need to focus upon. Below is a timeline that we used to strategically communicate the consolidation of two campuses and the process of relocating staff throughout the district.
October
• Present timeline to stakeholders
November
• Survey Distribution & Analysis
January
• Budget & Staffing Analysis
February
• Staff Transfers & Staff Openings
March
• Placement of Staff
April
• Resignations & Decisons on New Hires
As an HR professional with 10 years of experience, I have had the opportunity in various districts to experience strategic efforts to reshape the district. Fortunately, I’ve learned that our role truly is the fabric for effective transitions that exponentially impact students at the start of the new year. Obviously, with everything we do, the first part is the timeline. The earlier we can receive the final decision, the earlier the HR team has time to plan. Our goal is to communicate intentionally and repeatedly. As John Powel once stated, “Communication works for those who work at it.”
