Management

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Introduction

The reinventing of Philadelphia School District promised to overhaul the entire hiring process and the district’s employee relations (David, 3). The Human resource office was given the mandate to develop and implement all personnel and employment policies that included staff hiring and recruitment, interpretation of labor enforcement contracts and management of payroll benefits. District of Philadelphia had a chronically low academic achievement. The relationship between the Philadelphia Federal of Teachers Union and the District had caused confusion and turn over of the teacher was too high. The HR officers also felt a revolving door of leadership with three executive directors serving in a span of two years. The HR was reluctant to change to meet the requirements of the new economy.

The human resource reform effort at the district of Philadelphia portrays challenges and opportunities that have been faced by the senior HRM assistant Tomas Hanna in his endeavor to reinvent the human resource department into a group that is capable of executing district wide human capital management (David, 6). This essay evaluates the Human resource effort outcome and diagnoses crucial tasks going forward. The human resource employed an innovative approach to recruiting and retaining highly qualified teachers.

The Special assistant to the HR assembled the task force of the district employees and the private sector talent to come up with a blueprint for the famous Philadelphia campaign for human capital. The senior assistant to the human resource oversaw the implementation of several efforts such as; a marketing blitz that touted the benefits of teaching in Philadelphia; district’s principal leadership training programs; a recruitment event; and a mentoring program for newly recruited teachers.

In conclusion, the Philadelphian district human resource campaign was a success and represented a work around solution to the human resource...