icons-Human-Capital

Human Capital

Making the switch to personalized, competency-based, and technology-rich learning models requires significant changes in professional practice. Schools and systems must define and then invest heavily in strategies for deploying and supporting their most valuable resource - people - to make blended learning successful.

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What are the ways in which we want our teachers to work, both in terms of individual roles and broader staffing structures?

TLA Recommendations
As a first step in strategically managing human capital for blended learning, leaders must critically evaluate their staffing structures and roles, and decide what they want educators to do and how they will work together to maximize chances for success.
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How will we define and assess the essential staff competencies we need to be successful?

TLA Recommendations
The vast majority of what makes educators successful in traditional environments translates to blended learning. However, certain skills, knowledge, and characteristics take on more importance and emphasis in new models: educators need to cultivate new mindsets and ways of working in addition to integrating in new practices.
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How can we develop our staff through training and professional development?

TLA Recommendations
Once leaders have identified how they want their staff to work and articulated the core competencies needed to be successful, they must develop a game plan for designing the professional development and training resources to grow new skills and capacities.
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What changes do we need to make to align our core central human capital systems and processes to new expectations and needs.

TLA Recommendations
As we redesign schools, changing the way teachers work with students and each other, we need to redesign the bigger context in which people work. Leaders should reflect on how these ground-level changes (including new roles and competencies) should be reflected at the system level at each point of the human capital management chain.
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