Make it less intrusive and more meaningful, but don't get rid of annual testing, writes Betheny Gross.
Managing Talent for School Coherence: Learning from Charter Management Organizations
The current wave of new teacher evaluation systems around the country offers an opportunity to broaden the conversation surrounding teacher effectiveness and its relationship to school coherence, to look at how schools and school systems might take a more integrated and intentional approach to attracting, training, and managing high-quality teachers. Charter management organizations (CMOs) are an important but overlooked source of ideas for thinking about how to build talent management systems that get the right teachers into the right schools and create coherent work environments that develop and support teacher performance.
This report examines how CMOs manage teacher talent: How do CMOs recruit and hire teachers? How do they develop teachers? And how do they manage teacher performance? CRPE researchers analyzed data from a larger study of CMOs conducted jointly by Mathematica Policy Research and CRPE. That study offered a rich array of data on how CMOs manage teachers, including in-depth case study data and survey data from CMO central offices and principals.
CMOs in the study were found to manage talent in three main ways: by recruiting and hiring for fit, by providing intensive and ongoing socialization on the job, and by aligning pay and career advancement opportunities with organizational goals. The study raises several key points for how districts might think about managing teacher talent to support organizational coherence.