Making Personnel Personal: Human Resource Leadership for K-12 Schools isa guidebook for current and aspiring superintendents, principals, and board members in effectively navigating HR matters. Each chapter explores the needs of employees, including examples of individuals who face challenges and those who demonstrate exceptional leadership. The stories illustrate how leaders can become better bosses by building staff confidence, skills and abilities, and establishing clear expectations. Also included are practical tools and graphics to help leaders implement systemic, supportive HR practices.
Making Personnel Personal: Human Resource Leadership for K-12 Schools isa guidebook for current and aspiring superintendents, principals, and board members in effectively navigating HR matters. Each chapter explores the needs of employees, including examples of individuals who face challenges and those who demonstrate exceptional leadership. The stories illustrate how leaders can become better bosses by building staff confidence, skills and abilities, and establishing clear expectations. Also included are practical tools and graphics to help leaders implement systemic, supportive HR practices.
Carrie Hruby has been a superintendent and assistant superintendent in Illinois for over 20 years. Author of Comfy Shoes and Keychains: Tips for Women in Leadership, Hruby has embarked on a journey to share lessons she has learned with current and aspiring leaders.
Inhaltsangabe
Foreword Preface Introduction Chapter 1: Be a BETTER Boss Become BETTER B-Build Relationships E-Explain Expectations T-Travel the Road Together T-Trust Your Team E-Encourage and Expand the Good R-Respect Employees Chapter 2: Whisper Criticism Chapter 3: Clarify Expectations Performance Evaluations Set Goals Chapter 4: Coach for Improvement Listen Offer Coaching Feedback Chapter 5: Discipline and Redirect Employee Discipline Discipline vs Evaluation Chapter 6: Ensure Due Process Chapter 7: Provide a Fact-Finding Interview Prepare for the Meeting Fact-Finding Hearing Conclude the Hearing Gather Reports from Witnesses Chapter 8: Issue Consequences or Recommend Separation Chapter 9: Provide Accommodations Chapter 10: Shout Praise and Recognize Encourage and Recognize Evaluate Excellent Employees Fairly Chapter 11: Document, Document, Document Chapter 12: Don't Avoid Difficult Conversations Chapter 13: Lead as a Board Member Boss Chapter 14: A BETTER Boss Bibliography About the Author
Foreword Preface Introduction Chapter 1: Be a BETTER Boss Become BETTER B-Build Relationships E-Explain Expectations T-Travel the Road Together T-Trust Your Team E-Encourage and Expand the Good R-Respect Employees Chapter 2: Whisper Criticism Chapter 3: Clarify Expectations Performance Evaluations Set Goals Chapter 4: Coach for Improvement Listen Offer Coaching Feedback Chapter 5: Discipline and Redirect Employee Discipline Discipline vs Evaluation Chapter 6: Ensure Due Process Chapter 7: Provide a Fact-Finding Interview Prepare for the Meeting Fact-Finding Hearing Conclude the Hearing Gather Reports from Witnesses Chapter 8: Issue Consequences or Recommend Separation Chapter 9: Provide Accommodations Chapter 10: Shout Praise and Recognize Encourage and Recognize Evaluate Excellent Employees Fairly Chapter 11: Document, Document, Document Chapter 12: Don't Avoid Difficult Conversations Chapter 13: Lead as a Board Member Boss Chapter 14: A BETTER Boss Bibliography About the Author
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