Talent Development in a Virtual Education
|Course Number:||DEL 7640|
|Course Name:||Talent Development in a Virtual Education (Online)|
|Course Description:||Students in this course will examine the ever-changing cultural and technological environment of education as it relates to tools used by higher education administrators the tools to develop talent among their faculty/staff and provide relevant professional development opportunities. Course content will include technologies to master the craft of teaching, scaffolding practices, professional needs assessment and goal setting, continuous performance appraisals, and various professional development activities, such as peer review/mentoring, teaching circles, best practice share sites, and online conferences.|
|Program:||Master of Science in Distance Education Leadership|
NOTE: The information below is representative of the course and is subject to change. The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.
- Construct a human resources system.
- Analyze various levels of status among employees, staff, and faculty.
- Propose an effective organization infrastructure that motivates, rewards, and sustains talent.
- Evaluate the various media for developing talent in a virtual environment situation.
- Recommend a strategy that recognizes faculty identity and provides for faculty ownership in the virtual education.
Lesson 1: Introduction to Course and Employment Status
In this lesson, you will familiarize yourself with the course materials, begin to explore the various employment statuses, and receive an overview of other important human resource management considerations for hiring, retaining, and motivating talent in the educational environment.
Lesson 2: Strategic Management
In Lesson 2, you will learn about the conceptual framework of the strategic management of human talent (also known as human capital) in education. This will entail a strategy that encompasses overall education improvement by addressing teacher and leadership talent that is necessary to implement such a strategy. Finally, the lesson materials will explain why metrics such as performance measures are important to the strategic design since this impacts student achievement and university effectiveness.
Lesson 3: Education Improvement Strategy
In Lesson 3, you will learn how to create an education improvement strategy that will boost student achievement. Odden discusses ten strategies to improve student performance and pinpoints key staff as an integral part of improving an organizations chances of success. As you review the lesson, you will discover strategies that apply to education, but are also very applicable to industry such sense of urgency, using time efficiently and effectively, and investing in ongoing professional development. As you explore each strategy in the unit, pay attention to the details within each strategy.
Lesson 4: Staffing and Recruiting Top Talent
In Lesson 4, you will learn about the key staff needed to implement an education improvement strategy. Once staff is retained, it is important to have high performance systems in place to manage key talent. By conducting talent audits and assessing the effectiveness of current teachers and staff, administrators can identify gaps for recruitment opportunities and continued professional development opportunities.
Lesson 5: Performance Management
In Lesson 5, you will be exposed to a comprehensive view of performance management. In addition to managing student achievement results, performance management includes producing better teaching practices and moving faculty and staff toward expert teaching and student-centered learning environments.
Lesson 6: Measuring Teacher Performance
Lesson 6 continues the discussion about the relationship between instructional practices and student achievement. The materials will explain how value-added measures of student performance and statistically valid measures of teaching performance are both encompassed in teacher effectiveness. Finally, the lesson will show how these measures are used in human capital management decisions related to selection, tenure, evaluation, dismissal, and compensation.
Lesson 7: Induction and Professional Development
Lesson 7 deals with the importance of providing induction for new faculty members and ongoing professional development for all faculty members, which in turn leads to improved student learning as well as teacher retention.
Lesson 8: Mid-Term Group Project
With this lesson, we are halfway through the course and it is an opportunity to begin working on the group project, which entails creating a human resources system that you could implement in your institution. It is also an opportunity to consider all that you have learned and discussed thus far in the course; specifically, determining how you would provide faculty with ownership in the virtual education environment.
Lesson 9: Tenure, Evaluation, and Dismissal
In Lesson 9, you will learn about different systems that can be put into place to measure teacher effectiveness and student learning in order to give rigor and meaning to the important decisions in managing education talent.
Lesson 10: Compensation
In this lesson you will examine the key elements of a compensation system for faculty and staff. The materials will also discuss how to develop a strategic salary structure. Further, it proposes some interesting ideas such as using compensation incentives for improving teaching talent.
Lesson 11: More Strategic Talent Management
In this lesson, you will learn about strategic management plans put in place by various institutions and organizations across the country. The material provides examples of training, recruiting, induction, mentoring, evaluation, and professional development programs leaders in institutions have found to be effective in building their staff.
Lesson 12: Implement Strategic Management
Lesson 12 presents a method for implementing a strategic approach to human capital management. It covers the core human resource strategies beginning with recruiting, interviewing, selection, placement, retention, development, evaluation, and sustaining talent.
Lesson 13: State Role in Strategic Management
In this lesson, you will learn about the range of state policies that affect the strategic management of faculty and staff. It also explores how to tap into talent from various pipelines into education. It also describes the need to change state policies that structure local practices for tenure, promotion, dismissal, reduction in force, and compensation.
Lesson 14: Policy and Political Environment for Change
This lesson discusses current education reform and the organizations that are leading the charge behind many of the human capital management changes taking place in education.
Lesson 15: Final Assignments
As you have discovered, there are many aspects and responsibilities for the academic administrator concerning human resources. This lesson provides an opportunity to share what your group has decided with regard to faculty talent development within a human resource system. It is also an opportunity for you to propose an effective organization infrastructure that motivates, rewards, and sustains talent based on the materials and discussions over the course of this term.
Lesson 16. (none provided)
The breakdown of points is as follows:
|Weekly Discussion Posts (15 @ 10 pts. each)||150 points|
|One-Page Essays (5 @ 75 pts. each)||375 points|
|Mid-Term Paper||150 points|
|Final Paper||150 points|
|Group Project||150 points|
|Professional Development Journal Reflection||25 points|
|A||940 - 1,000 points|
|A-||900 - 939 points|
|B+||870 - 899 points|
|B||840 - 869 points|
|B-||800 - 839 points|
|C+||770 - 799 points|
|C||740 - 769 points|
|C-||700 - 739 points|
|D+||670 - 699 points|
|D||640 - 669 points|
|D-||600 - 639 points|
|F||0 - 599 points|