Case Study
The Cost of Turnover: How Investing in Talent Management Transforms Independent Schools
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Enjoy this case study with Greg Martin, Vermont Academy. There are two ways to consume the interview: by watching the interview or reading the transcript.
Plus, you can access five discussion prompts ideal for team meetings and professional development sessions (see below).
Transcript
Click here to access a view-only copy of the transcript. Select File > Make a copy to save the transcript to your laptop or Google Drive.
Discussion Prompts
Assessing Our Current Staffing Model: Given the evolving labor market and the challenges in staff retention and hiring highlighted by Greg Martin, how does our current staffing model align with these trends? Are there aspects of our model that need reevaluation or adaptation to meet the needs of our school and prospective candidates?
Strategic Talent Management: Martin suggests viewing staffing through an enrollment management lens, where attracting and retaining talent is as crucial as student enrollment. How can we implement a similar approach in our school? What strategies can we adopt from admissions and marketing to enhance our hiring processes and talent retention?
Creating a Culture of Value and Growth: A significant part of staff retention involves creating an environment where faculty feel valued and have opportunities for professional growth. What mechanisms do we currently have to support this, and where are the gaps? How can we foster a culture that attracts top talent and encourages long-term engagement and development?
The Role of Flexibility and Work-Life Balance: The interview emphasizes the importance of flexibility and work-life balance in attracting and retaining younger faculty members. How can our school adapt its policies and practices to better accommodate these needs? Can we explore innovative solutions that align with our mission while supporting our faculty's well-being and satisfaction?
Investing in Talent Management: Discuss the potential benefits and challenges of dedicating a role or department to talent management, similar to a director of enrollment for faculty. How might this investment impact our school's ability to attract and retain high-quality educators? What are the financial considerations, and how can we measure the success of such an initiative over time?
