Resource Management

BAGUIO CITY
April 4-8 2016
Introduction
 Overview of different resources
in Resource Management
 Global Human Resource
Management
 School Human Resource
Management (SHRM)
-staffing your school
 How Paradigm are formed
 Reflection
 Speaker’s Profile
Timothy Wooi
Principal Consultant for Lean Management.
Certified ‘Train the Trainer’ & Kaizen
Specialist with 30 over years working
experience.
Provides Technical Consulting Services on
Lean, Kaizen & 21st Century Manufacturing.
An Innovative Engineer that innovates
by Recycling & Reusing Idle resources
to promote Green.
Founder of Tim’s Waterfuel an
Add: 20C, Taman Bahagia, 06000, alternative fuel supplement using Water
to add power & reduce Co2 emission on
Jitra, Kedah automobiles.
Email: timothywooi2@gmail.com
H/p: 019 4514007 (Malaysia) Rode 24 Countries, 18,290km,4
months 11 days 6 3/4 hrs from
Malaysia to London on just a 125 cc.
 Resource Management
Course Objective
 Introduce Participants to different
resources, focusing on Human Resource
 Provide participants with knowledge and
skills in managing School Human
Resource
 Equip teachers and school heads
on strategies to manage Human Resource
 Help energize teachers and school heads
in managing discipline in school
 Discussions on Human Resource
in Schools
 Resource Management
Vision
To be the School of Choice by attracting,
sustaining, and inspiring great teachers & staffs,
with great passion, working as a team to support
achieve its purpose.
Mission
To advance workplace through
excellence, innovation
and engagement to effectively 
enrich the work and learning
environment to add value to our
Teachers, Staff and Students.
 Resource Management

Methodology
  
 Study strategies of managing
Human Resource practices from
Global Resource Management.

 Energize Teachers and School

Heads in managing discipline in
School.
Apply skills and technique learnt in School Human
Resource management to manage School to meet
its Vision.
 Resource Management
Resource management; In organizational studies,
resource management is the efficient and effective
deployment of an organization's resources in the most
efficient way possible, maximizing the utilization of
available resources to achieve organization goals.
The goal is to ensure that:
(i)there are employees with
required specific skill and desired
profile required for a task/s,
(ii) decide the number and skill

sets of new employees to hire,

(iii) allocate the workforce to various tasks.
 Resource Management
Different resources in Resource Management
Such resources may include tangible resources such
as: financial resources, inventory, human skills (human
resource), production resources, or information
technology (IT).  
n   S kills
a
Hum man  i on 
(Hu u ct
u rces) Prod rces
o
res resou
Inve
n t or y In
Te form
ch at
no io
(IT log n 
c i al  ) y 
i n an es Tangible 
  F
o u rc
res Resources
Different resources in Resource Management

It can also include ideas assigned to task that adds

value with not too much under utilization.
These include…
Fu
nc Non 
tio u n ct i ona l
n al F

Ideas…..
 Human Resource Management (HRM)

Human Resource Management (HRM, or simply HR)

in resource management is a function designed to
maximize employee performance in service of an
employer's strategic objectives.

HR is primarily concerned
with the management of
people within
organizations, focusing
on policies and
on systems.
 Human Resource Management (HRM)

HRM departments in organizations typically undertake

a number of activities starting from attraction, selection,
training, assessment & rewarding of staffs.

HRM tasks to manage above

activities covers:
 employee benefits,
 Identification of staffing
requirements,
 staffs development,
 performance appraisal,
 managing pay and benefit
systems
 Human Resource Management (HRM)

Human Resource Management also concerns

itself with industrial relations, the balancing of
organizational practices with requirements arising
from;
 collective bargaining

and
 governmental laws.
 Human Resource Management (HRM)

According to R. Buettner, HRM covers the following

core areas:

 job design and analysis,

 workforce planning,
 recruitment and selection,
 training and development,
 performance management,
 compensation (remuneration),

and legal issues.

School Human Resource Management (SHRM)

School Human Resource Management (SHRM)
SHRM are strategies of allocating and maximizing
the utilization of available human resource (human
skills) in the most effective manner among various
tasks to achieve School goals and..

 to performing the
activities that are

necessary in the
maintenance of that

workforce within the

School Human Resource Management(SHRM)

School Human Resource Management are activities

that are necessary in the maintenance of the school
workforce to achieve its goals are:
 Administering Teachers’ &
Staffs’ work-life needs.
 Identification of staffing
requirements,
 Education & Professional
Development,
 Performance appraisal,
 Planning and oversight of
payroll & benefit.
School Human Resource Management (SHRM)
Vision Statement , why?
Successful schools have a clear sense of direction
through Vision Statement to meet its goal.
Example:
 To be the School of Choice
by attracting, sustaining,
and inspiring great
Teachers & Staffs,
with great passion,
working as a team to
support achieve its
purpose, to improve
Student Performance
for better Student
Achievement.
School Human Resource Management (SHRM)
Vision Statement , why?
When shared, it is to create a sense of direction derived
through a visioning process involving all members of the
school. Once affirmed, it needs to be able to be articulated
by all.
When this is achieved, everyone
can then align their efforts behind
the vision and by a process of self-
reference and professional
development,
the school will reach its goal.
This Vision is translated into reality
by means of a Teaching Framework.
Teaching Framework meeting School Goals
Instructional Leadership
(Hallinger, 2003)

Framing school goals Supervising & evaluating Protecting instructional

instruction time
Communicating Promoting professional
school goals Coordinating curriculum development
Maintaining high visibility
Monitoring student Providing incentives for
progress teachers
Providing incentives for
learning
•Take 5!
How Paradigm are formed

Managers Vs Leaders
   21st Century School Human Resource 
Management ( The use of Lean strategy )
21st Century School Human Resource Management
uses Lean strategy to focus on identifying then
eliminating waste within the available resources to
add Value.
The outcomes are:
 higher level of staffs and
student satisfaction
 clearer expectations with
less ambiguity regarding
teaching and learning
 more effective management
of staffs’ knowledge & skills.
   21st Century School Human Resource 
Management ( The use of Lean strategy )
So what is Lean all about?
Simply, Lean means creating more value for
Customers with fewer resources.

Lean is the revolutionary

super-efficient production
system pioneered by Toyota
that simply eliminates Waste.
The core focus of "Lean" is to
vigorously eliminate Wastes. 
   21st Century School Human Resource 
Management ( The use of Lean strategy )

Value-Added
Activities that transform resources,
knowledge & skills into practices the
customer is willing to pay for?
Non-Value-Added
Activities that consume resources, but
do not directly contribute to the product.
They are WASTE!!
Waste
Anything other than the minimum
resources required to add value.
   21st Century School Human Resource 
Management ( The use of Lean strategy )
Application of Lean principles and practices to the
design and delivery of knowledge in schools
improves;
• consistency between what
was taught in schools & how
it was taught,
• quality & elimination of waste
with relevance of materials,
and
• value of lesson delivery as
perceived by students.
 School Human Resource Management from
DepED
The Department of Education (DepED) strongly
supports capacity building activities that are meant
to enhance the knowledge and skills of the teaching
and non-teaching personnel,..
to ensure a more
effective and efficient
delivery of basic
education services.

For more information and inquiries, contact the Office of the Undersecretary for Programs and Projects, DepEd Central
Office, Rizal Building, DepEd Complex, Meralco Avenue, Pasig City at telefax (02) 6337202 or
email: progccm.deped@gmail.com.
Qualities of effective Teachers
 Qualities of effective Teachers

EFFECTIVE

ADDED VALUES IN
STUDENT OUTCOMES

Student performance
improves when
compared to the entry
point

Mortimore, P. (1995, July). Key characteristics of effective schools: A review of school effectiveness
research. Paper presented at the Effective School Seminar. Ministry of Education Malaysia.
School Human Resource Management(SHRM)

Added Value in Education

-is the quantification of a student's progress during
different stage of his/her education.

-measured by quantifying the

input (entry point) over
output score (performance)
and comparing the results
from previous to evaluate the
progress made.
 School Human Resource Management(SHRM)

INPUT PROCESS
(What comes into the system?) (What is done with the inputs?)

Human as a Resource Staffing Level, Requirements &

(Employees)
Teacher ability
(skills & knowledge)
Student readiness
Parental Support
Finance
Administration of work-life needs
Skills & Professional Development
Connection to new material.
Sharing Responsibilities
Appraisal, payroll & benefit.

OUTPUT
(What is the effect of process?, and How much?)

Student Achievement
 INPUT
INPUT

INPUT in Managing School

Resources are
(What comes into the system?)

Human
Humanas asaaResource
Resource
(Employees)
(Employees)
Teacher
Teacher ability
ability
(skills
(skills&&knowledge)
knowledge)
Student
Studentreadiness
readiness
Parental
ParentalSupport
Support
Finance
Finance
 School Human Resource Management(SHRM)

‘Process’ in managing Human Resource in School are

actions done with the Input to achieve the desired
Output result that is; Student Achievement.

INPUT PROCESS
(What comes into the system?) (What is done with the inputs?)

Human as a Resource Staffing Level, Requirements &

(Employees) Administration of work-life needs
Teacher ability Skills & Professional Development
(skills & knowledge)
Student readiness Connection to new material.
Parental Support Sharing Responsibilities
Finance Appraisal, payroll & benefit.
 School Human Resource Management(SHRM)

OUTPUT in Managing School Human Resources

are the effect of the process of managing the Input
(entry point).

INPUT OUTPUT
(What comes into the system?) (What is the effect of the
Process? and
Human as a Resource how much is the effect?)
(Employees)
Teacher ability
(skills & knowledge) Student Achievement
Student readiness
Parental Support
Finance
Teacher Ability
SBM INTERNAL STAKEHOLDERS requires that Teachers
are trained, aware of their rights and responsibilities and
apply their knowledge acquired from attending trainings.
On curriculum content and pedagogy,
Teachers are aware of their rights and
responsibilities as primary
stakeholders
Teachers
To apply knowledge, process
skills and instructional
innovations acquired from
participation in trainings
Student Readiness
Student Readiness is a student's current
understanding and knowledge towards a unit or
topic of study.

The potential to learn is

influenced by
Teachers’ prior
knowledge and
connection to the new
material being taught.
Student Readiness, The K to 12 Program
Aims to provide sufficient time for mastery of concepts and
skills, develop lifelong learners, and prepare graduates for
tertiary education, middle-level skills development,
employment, and entrepreneurship.
Kindergarten and 12 years of basic education comprising
 6 years Primary Education,
 4 years Junior High School and
 2 years Senior High School (SHS)
Parental Support
SBM, INTERNAL STAKEHOLDERS mentioned that:
Parents assume responsibilities as partners in
the learning process.
 Parental Support
Traditional: Principal welcome parents to follow their
child’s school schedule.
The degree to which
parents hear about
school/teacher
expectations and policies
such as homework or
discipline varies by school
and teacher.
 Finance
SBM, SCHOOL BASED RESOURCES provide information
about school finances and resourcing.
Aside from government for operational funding of
school property, fund paid through generated roll-based
formulae is salaries of all Teachers.
Teachers must be paid per their
level and must fit the conditions of
their employment agreement.
This includes special
allowances, responsibility
payments, and any adjustments
from a previous pay period
Staffing Level, Requirements & Administration
of work-life needs
The Director is responsible for ensuring that the level of
staffing for the school does not exceed the levels
confirmed by the DepEd and that the specific payments to
teachers are correct in terms of employment agreements.
It is important that all fully understand how this works.

Each teacher should have

an employment file where
pay increases etc. are
located and noted through
a bring-up system.
 Skills & Professional Development
Nations around the world have undertaken reforms of
curriculum, instruction, and assessments.

The intention of these reforms

are;
-better preparing all children
for the higher educational
demands of life and work
in the 21st century.

These are skills that young people need to know to

be successful in this rapidly changing world.
 REFLECTION
(What are your Thoughts?)
Connection to new material -21st Century Skills.
Our Teachers need to keep up with current materials &
teaching methodology through continuous learning, in
order to teach this new era of students.

Our students are waiting

for 21st century learning,
and our world is awaiting
graduates who can
succeed and flourish in
fast-changing times.

‘If a Child can’t learn the way we teach, maybe

we should ‘teach the way they learn’.
Skills & Professional Development

Question?
Are teachers competent to
effectively teach those skills?

This leads to, what teacher

preparation programs are
needed to prepare graduates
who are ready to teach well in a
21st century classroom.?
The new “3 C’s” of Education
21st Century Teaching & Learning
Communicate Collaborate Create
To live and succeed in the
present world, students will
need for an increased focus
on communication,
collaboration, and
creativity and
an emphasis
on teaching them to use
technology in order to
learn how to learn, solve
problems, and think
creatively.
 Connection to new material -21st Century Skills.
Teaching how to use technology efficiently and
effectively, ethically and appropriately, safely and
respectfully to learn how to learn, solve problems, and
think creatively.
Skills & Professional Development
Facilitating Skills learning opportunities among staff
members is another form of Professional Development.
When teachers learn with and from
one another, they can focus on
what most directly improves
student learning. Their professional
learning becomes more relevant,
focused on teachers' classroom
work, and aligned to fill gaps in
student learning.
Such communities of learning can break the norms of
isolation present in many schools.
 Skills & Professional Development
Classroom supporters work inside classrooms to help
teachers implement new ideas, often by demonstrating a
lesson, co teaching, or observing and giving feedback.

Consultation with peers enhanced

teachers' self-efficacy as they
reflected on practice and grow
together, and it also encouraged
improvement through collaboration
on the part of teachers.

Self efficacy (teachers' belief in their own abilities and capacity to

successfully solve teaching and learning problems)
5 C’s… 21st Century Skills, Lesson Upgrade

? ?
21st Century Skills & Literacy
 Sharing Responsibilities.
Partnership: Parents are invited to orientation nights,
offered at multiple times to accommodate parents’
schedules.
 School policies are explained.
 A handbook and school
calendar are distributed.
 Attendance is taken with
phone calls or home visit
follow-up for non-attendees.
Meetings are scheduled to receive parent input on the
policies and to discuss parents’ and educators’ roles
and responsibilities.
Sharing Responsibilities.
Teachers to welcome parents and students to the
classroom. Teachers articulate their goals and
request parents and students to share their goals.

Teachers summarize the goals

with consensus, and reinforcing
the idea if home and school
work together will enable
students to do better.

Arrangements are then made for how to contact

each other (Weiss & Edwards, 1992).
Schools, Teachers & Student Achievements

1960 &1970 1980’s

Coleman et.al (1966) Brophy & Good, (1986), Sanders

et. al. (1994)
LESSON FROM McKinsey
 School Human Resource Management(SHRM)
HOW THE WORLD’S BEST PERFORMING SCHOOL SYSTEMS
COMES OUT ON TOP
Students McKinsey & Company Sept 2007 UK
Performance
h er
100 % ac
t e 90 %
in g’
f o rm
p er
h igh
h
t wit 53 %
d en
tu
50 % S
Studen
t with lo
w perf 37 %
orming
’ teach
er

0% Age 8 Age 11 Students’

age
 School Human Resource Management
( Staffing your School)
DepED acknowledges the need to build manpower
capability, and has been allocating funds for training
and professional development activities including:

Schools & Learning

centers under the
Human Resource Training
and Development (HRTD)
funds since 2006.
 School Human Resource Management
( Staffing your School)
Human resources management is a critical element
to starting and operating a successful charter school.
A charter school needs a strong Director.
It also needs talented, dedicated
teachers, and a competent
business staff. HRM is the
process through which you
attract, train, motivate, evaluate,
compensate and retain these
important people.
 School Human Resource Management
( Staffing your School)
At the same time, your HR practices, at their heart,
must be based on a commitment to fair and just
treatment of staff.
Good HR practices
should help you create
a work environment
that supports your
mission and
encourages employees
to develop and thrive.
 Staffing your School
(Board Responsibilities)
The Board is responsible for setting policy in areas
related to human resources management, including
policies governing salaries and salary schedules, terms
and conditions of employment, fringe benefits, leave,
and in-service training.
In most schools, the Board hires
a Director and delegates to that
person the tasks of recruiting,
hiring, evaluating, promoting,
and disciplining staff (in
accordance with established
board policy).
 Staffing your School
(Director’s Responsibilities)
The Director propels himself into his functions under
the highest demands of values such as selflessness,
professionalism, transparency, accountability,
integrity and impartiality.

He does not, in any form,

practice partiality in favor of
family ties, gender, religion or
ethnic background.
 Staffing your School
(Director’s Responsibilities)

He shall treat all people fairly, in making appointments,

awarding contracts, or recommending individuals for
rewards, promotions and other benefits and shall
make choices solely on merit.

Understandably, his voice

is heard in addition to the
other committee members
headed by the Assistant
Schools Division
Superintendent.
 Staffing your School
(Board Responsibilities)
The Board is also responsible for ensuring the level
of staffing for the school as confirmed by the
DepEd and that the specific payments to teachers
are correct in terms of employment agreements.
Each teacher should
have;-
- an employment file
where pay increases
etc. are located and
noted through a bring-
up system.
 Staffing your School
(Staffing Level and level of Pay)
The Director has to ensure that the school is using
the right level of staffing it is entitled to.
Check against the Staff Usage
and Expenditure (SUE) reports to
see all your staff have been paid
according to their professional
qualifications.

Their level of pay must fit the conditions of their

employment agreement.
This includes special allowances, responsibility payments,
and any adjustments from a previous pay period.
Discussion on Human Resource in School

Workshop
You are the School Director responsible for
Human Resources Management,
including;
policy in areas related to
salaries & salary schedules, terms and
conditions of employment,
fringe benefits,
leave and in-service training.
Discussion on Human Resource in School

Workshop
It is 6th April 2016, A permanent teacher who is
overloaded ,taking up classes of different subjects not
within his/her expertise because the school is lack of
staff, resigned yesterday taking effect from end of the
month.
You are lobbied by some staff and your board chair to
look seriously into this matter and immediately take
positive measures to prevent recurrence.
What are you, as the School
Director, going to do about this?
 Staffing your School
(Appointing Staff)
Appointing Staff
Identify what sort of appointment, if any, is possible or
should be made. Use curriculum needs, DepEd
regulations, confirmed staffing levels, and board of
trustees budget limitations to help.

Know and use the school’s

advertising and appointment
procedures, and ensure your
procedures meet the
requirements of the Collective
Employment Agreements. Use
guidelines to assist.
 Staffing your School
(Position Descriptions)
Accurate Position Descriptions -backbone of a HR
system. A well-written position description clarifies
the job responsibilities, necessary skills, knowledge,
and experience for successful job performance.

This information should be

the basis for all recruitment,
hiring, training, performance
appraisal, and disciplinary
decisions. Good human
resource management
decisions are “job related.”
 Staffing your School
(Position Descriptions)
An effective position description, starts by thinking about
the critical responsibilities of the job.
example: 1.Purpose?, 2.Main Task?, 3.Qualifications?
and 4.Competencies.
Do the tasks involve
working with students,
other staff, parents, or
community members?
How will you know that
the job is being done
well?
 Staffing your School
(Position Descriptions)

Next, think about the education, skills, and

experiences necessary for successful performance of
these critical responsibilities.

This may, for example,

include a relevant
bachelor’s degree, subject
area licensure, knowledge
of the 21st Century Skills, or
fluency in a foreign
language.
Connection to new material -21st Century Skills.
 Where are we today?
Browse horizontally across the 21st Century Skill &
Literacy. Put a‘tick’if you are familiar with the skill.
Go through the 6 Skills from top to bottom.
Sum up the total and see your Score!.
Your 21th Century
Skills & Literacy score
is as below,

(Total) 19 X 100%

54
Literacy Score = 35%
Total: 19
 Staffing your School
(Position Descriptions)
Finally, think about the education, skills, and
experiences that would be helpful but are not
necessary critical to successful job performance

This might include

additional years of
teaching experience, a
master’s degree, or
experience working in a
charter school.
 Staffing your School
(Position Descriptions)

Other information that you may want to include on

the position description includes:

A brief description/history of
the School/Organization
Percentage and length of
appointment – for example,
“This is a full-time, 12-month
position.”
Supervision (Who supervises
this position?)
 Position Descriptions
(Important things to remember)
Important things to remember about position
descriptions:
.
Position descriptions
should be viewed as “living
documents.”
In other words, to be
effective, they need to be
continually updated.
 Position Descriptions
(Important things to remember)

At a minimum, review and revision should be done

annually, as a standard part of the employee
evaluation process.

In this way, all position

descriptions remain
current, and employees
are reminded that their job
responsibilities can be
changed.
 Position Descriptions
(Important things to remember)

Individual position descriptions within an organization

should fit together like a mosaic, creating a complete
picture of staffing needs.

Every critical task

associated with operating
your school should
appear on at least one
person’s position
description.
 Staffing your School
(Recruitment and Hiring)
Hiring decisions are perhaps the most important
decisions made by a school. Personnel costs are likely
to claim the largest share or your budget.

Accomplishing your mission

is dependent on having the
right staff. For these
reasons, it is essential to
include someone that has
experience in making
personnel decisions in the
hiring process.
 Staffing your School
(Recruitment and Hiring)
The basic steps involved in an effective recruitment
and hiring process are:
1. Develop the position description
2. Post and/or advertise the
position
3. Receive and screen applications
4. Interview applicants
5. Check references
6. Make a hiring decision
7. Establish an employment
contract
 Staffing your School
(Recruitment and Hiring)
Appointing Staff
As a Human Resource Manager, you will seek the best
appointees for your school.
Use processes that
ensure new staff
members are able and
ready to help advance
school development.

Plan the steps in advance that you need to work through

around staff appointments.
 Staffing your School
(Recruitment and Hiring)

You will most likely want to have a hiring committee

of three or more people, to insure input from multiple
stakeholders.

Your committee
might include, for
example, the
Director, teacher(s),
parent(s), and
student(s).
 Staffing your School
(Recruitment and Hiring)
Appointing Staff
Know and use the school induction processes to help
the new staff member adapt to the changes involved in
a new place of employment.
Details of appointment
processes and a range of
templates are available from
the Department of Education
on School Employment.

Here, you can understand the annual staffing cycles and

whether you are in a position to offer a teaching position.
 Staffing your School
(Recruitment and Hiring)

Timing is important. If at all possible, the hiring

process should be designed to ensure that staff is
identified mid year. Earlier is preferable.

Where budgets allow, new

schools should consider hiring
staff several weeks before the
school actually opens, allowing
them adequate time to prepare.
To accomplish this, the hiring
process should begin in
January.
 Staffing your School
(Recruitment and Hiring)
Appointing Staff
During the selection and appointment process, carefully
check the background and performance of applicants.

Start with registration, contact

all referees, ask searching
questions about capability, and
think of and ask about what
has not been stated on paper
or in an interview.

Be very methodical in building a picture of applicants on

your short list.
 Staffing your School
(Performance Management & Staff Development)
 Staffing your School
(Continuous Improvement vs Performance Management)
 Staffing your School
(Performance Management & Staff Development)
Performance Management emphasizes the importance of
finding out how teachers are performing, sharing teaching
practice, and providing and responding to meaningful
Teacher Development.

Performance
Management
focus on quality
teachers, quality
teaching and
staff development.
 Staffing your School
(Performance Management & Staff Development)
Performance Appraisal
Teacher performance and appraisal are parts of many
school scene. They are confirmed as law in the Education
Act and the legal requirements of the Employment
Relations Act.
You must be aware of how
employment agreements regulate
some aspects of appraisal and
performance according to the
legislation of DepEd regulations
and requirements.
You must follow those
requirements.
•Take 5!
Why are you Here?
The Parable of
the Pencil
 LEADERSHIP SMART
Thank You

Timothy Wooi
Lean Principal Consultant Trainer,
and
be Blessed!
Hands on certified Kaizen Specialist
with 30 over years experience.
International Educational ,
Innovation
Add: & 20C,Taman
MotivationalBahagia,
Speaker
06000, Jitra, Kedah, Malaysia
Email: timothywooi2@gmail.com
H/p: +6 019 4514007