Effective Human Resources Leaderhip in K-12 Public Education: An Expert Perspective

Abstract

Purpose. The purpose of this Delphi study was to identify the recommendations of a Delphi panel of expert practitioners regarding the competencies and practices for HR leaders to be effective in K–12 public education in California. The study also determined the degree of importance and feasibility of the recommendations.

Methodology. The Delphi technique was used to survey 25 expert practitioners in three iterative rounds. Additionally, a priority matrix was used to further analyze the level of importance and feasibility of the recommendations.

Findings. The panel of experts made 26 recommendations regarding the competencies and practices of effective HR leaders in K–12 public education in California. The panel reached consensus on the importance and feasibility for all 26 recommendations. The recommendations were included in six themes: (a) HR specific knowledge, (b) collective bargaining and negotiations, (c) leadership and personal dispositions, (d) HR leadership skills and abilities, (e) performance management, (f) workforce planning and delivery, and (g) work experience and training.

Conclusions. The recommendations identified by the experts indicate HR leaders should be ethical, purpose-driven leaders. Further, the experts recommended HR leaders demonstrate 13 specific leadership skills, have a working knowledge of HR practices specific to public education such as employment and collective bargaining, and have experience in the educational setting to effectively recruit, train, evaluate, and discipline teachers and support staff.

Recommendations. The experts agreed that effective HR leaders in K–12 public education need to have knowledge of and experience in both the educational setting and HR practices. This knowledge and experience, however, is secondary to HR leadership dispositions, skills, and abilities themselves.