As a Headmistress at the Divisional Public School and member of the Academic Council, it was one of my responsibilties to propose improvements in the system which could lead to the academic uplifting of the institute. This is one of such pieces.
Suggested Revision of a few HR Policies:
It has been observed that DPS (Divisional Public School & College)has some very fine HR policies to retain good teachers and other staff for the continuity of the betterment of the institute. They, paradoxically and unfortunately, are also a major reason for the stagnation of the standard of performance at the same time.
It is, therefore, high time that we review them and make necessary amendments for the timely uplift of the organization. I, being the head of a school and a member of the Academic council, feel it as my responsibility to propose a few points for consideration of the high ups.
I propose the following issues:
Permanent jobs & rationalizing the benefits:
According to the DPS hiring policies after selection new employees have to go through a probation period of two years during which they are continuously assessed and guided by their subject coordinators, heads of wings and even the principal, if there is such a need. After this period they undergo a final class observation and if they clear that they finally become a part of the permanent faculty. According to the rules and regulations of DPS this permanent faculty enjoys immense benefits.
Unless there is some serious breach of the code of conduct that can be proven through documents, nobody can take a serious action against the members of the faculty whether they are fulfilling their responsibilities properly or not. Completing the syllabus, copy-checking, paper-checking, preparation of results, parent-teacher meetings, and that is it. How effectively and efficiently these chores are done does not matter at all. Class management, lesson preparation, lesson planning, effective and latest teaching methods, all is thrown to air. Even annual confidential report is not considered for the regular annual increments, and every permanent staff member is given the same increment. This not only encourages slackness of the irresponsible teachers, it becomes an immensely discouraging factor for the hardworking and serious minded faculty members. We need to look into it immediately. The highly motivated and professionally creative staff should be given more increments than what is done in the routine practice. The benefits of the permanent faculty should be rationalized to promote a rise in the academic and technological standards.
Proposed increase in Challenges and Incentives:
After becoming regular and permanent there is a general loss of motivation among the senior staff over a certain period of time. This is generally due to a lack of any challenging assignments. Senior teachers are definitely given the assignment of being subject coordinators, where they are supposed to revise syllabus every year, guide newly added staff members in their relevant subject, observe them in their classes, etc., but at the same time they are not given sufficient time from their own timetable to cope with all these responsibilities. So they eventually lose interest in these areas, and why should they do it when it would not eventually have any effect on their increment? It should be made possible for the coordinators in terms of sufficient time to add to the standard of the school.
Besides, certain horizontal movement in the senior staff from one school to the other as the head of the relevant department may also add to a level of enthusiasm and a broader area of knowledge. This will add to an incentive that after a certain number of horizontal experiences a senior staff would qualify for a vertical movement when the time comes or there is such a need.
Increments be linked with annual professional development programs attended:
As a more serious and objective step in mitigating academic stagnation, the number of regular and relevant professional development programs attended annually should be considered as a measurable criteria for awarding increments. At the same time, a more effective participation in special assignments, problem-shooting, co-curricular and discipline areas with constant willingness also can be added to the previous ones.
Compulsory fluency in spoken English:
Since DPS has been declared an English medium school for many years now, it should have become imperative that the selection criteria should have strictly adopted spoken English as a compulsory factor. But, unfortunately, this is not being taken seriously, and this is also affecting the standard of the school, and the dissatisfaction of students and parents at times. So this has to be taken care of seriously and as soon as possible.
The above given suggestions are being forwarded for discussion and final decision by
the authorities.
Sincere regards,
Kaukab Roohi Rasool
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