Sometimes the teaching profession can be lopsided with teachers getting easier assignments where they are less needed as they get better. How do we fix this?
Key to using evaluation systems to foster equality accross systems is ensuring that schools are developing supportive structures for teachers so they won't want to leave as they become (or are recognized as being) more effective. Often, the schools with less effectuve teachers are failing throughout the building. If districts and schools can make positive systemic changes, there won't be such great disparities. If there is more consistency and teacher can expect certain supports in every school, they won't flee in search of a "safer" place.
One way to fix the problem, or at least ameliorate it, would be to more closely align incentives to performance. For example, instead of rewarding quality teachers with easier assignments, a district could reward the teacher with a financial bonus, extra personal days, or some other incentive that rewards excellence.
Currently, for some teachers, easier assignments act as an incentive to stay in the teaching profession, perform at a high level, or meet some other objective; but if districts want to attain an equitable distribution of teachers, then incentives beyond easier assignments have to be implemented.
I don't think that less challenging teaching positions are as much a reward for excellence as they are competitive options that are more likely to be secured by experienced teachers. This is not necessarily a problem-- the opportunity to move to a less stressful environment, for example, could have a positive effect on the length of time talented individuals stay in the teaching profession. Teachers are more likely to stay in the schools that need them most if those schools are run by motivated principals with the will and authority to lead the school toward excellence. Mentorship programs for new teachers can also help reduce the stress of the early teaching years, which are more likely to be spent in schools with lower academic achievement levels.
Karen, you raise numerous important points.
One, it is important to distinguish between excellence and longevity. The two are correlated, but not perfectly correlated.
Two, it is true that moving to a less challenging assignment can serve as an incentive to keep talented teachers in the profession. However, I worry that the incentive to move to a less challenging teaching assignment contributes to a drain of talented teachers from high needs schools and results in a less than equitable distribution of teachers.
Your suggestion to provide effective mentoring and administrative leadership mitigates my worries, for the reasons you stated and also because teachers, like most people, are risk averse. Risk aversion means that high-needs schools do not have to provide an environment that is totally equivalent to the environment found in plum teaching. Rather, the environment in high needs schools have to be roughly equivalent to the environment found in plum teaching assignments. Of course, policy makers should strive to provide every student with a top notch learning environment.
How about a radical idea? In addition to a "Planning Time" where the teacher can work on specifics related to their class there should be a "Professional Time". This means that a teacher should teach one less class each year. Consider this... I teach 6 classes a day with one planning period per day. Why not teach 5 classes a day with the planning period still in place, but include a "Professional Time." This “Professional Time” would have to be strictly managed and documented. That time would be utilized to peer review, peer teach, peer evaluate, mentor, help develop/monitor specific school related student growth measures, help students with specific educational challenges, help develop/implement targeted specific professional development for their specific situations, etc.
The idea is good, understanding that it means hiring one additional staff member for every 5 current teachers, which is very expensive.
I like that idea of a professional development time that would be ideal. However most Teachers in public school are lucky if they get collaborative planning every other week. One would hope that Teachers could interact more frequently to share best practices according to grade level with their colleagues so as to not reinvent the wheel.
This problem will remain hard to fix as long as there are pay schedules that don't allow for pay-for-performance bonuses or outright raises. I know this is controversial because a lot of teachers react emotionally to other people getting rewards or higher pay. Many feel personally slighted and that it's unfair--like "the powers that be" are saying that the non-receivers are somehow not good enough. But if teachers who perform very well can't be financially compensated (either by a pay increase/bonus, or free opportunities), there is little (other than plum assignments) that can be done to reward high performers (and even that reward is viewed as unfair). Of course, many teachers love what they do and the results they get (and maybe a bit of recognition) are enough reward to continue doing it. But if there is no financial flexibility, people will continue to opt for "working condition" improvements that decrease stress on the teacher, but have the deleteroius effect of removing the teacher from needy locations and/or needy student groups at a given location.
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