PRIORITY 5

AIM 5A

By 2030, the recruitment team will attract highly qualified and diverse candidates through targeted outreach, strong professional networks, and innovative sourcing strategies

KPI 1: Recruitment strategies will be implemented aimed at attracting diverse and qualified candidates ensuring a consistent flow of talent into the district
KPI 2: Outreach strategies will be developed and partnerships strengthened to promote awareness and interest in Cherry Hill Public Schools
KPI 3: Retain student teachers as permanent staff each year with a goal of increasing annual retention rates by 5% annually
KPI 4: The district’s application process will be simplified and optimized to make it seamless, accessible, and user-friendly to encourage more candidates to complete their applications
KPI 5: Focus on leveraging recruitment channels that reliably connect with qualified and diverse candidates ensuring alignment with organizational goals.

Expand and strengthen partnerships (i.e. with universities, teaching groups, community groups, job fairs, etc.) to attract high-quality candidates
Enhance engagement with and support for student teachers and interns
Streamline recruitment and onboarding processes.
Measure and report progress.

By 2030, Cherry Hill Public Schools will increase employee retention by creating a supportive work environment characterized by trust, collaboration, and high levels of support.

KPI 1: Impact data for annual professional development sessions will be created and coordinated to address staff needs at all schools.
KPI 2: Collect staff feedback rating the processes developed to improve staff communication and staff agency.
KPI 3: Staff satisfaction assessments will be conducted bi-annually to identify and address at least three critical areas for improvement.
KPI 4: Highlight employee achievements through monthly awards, staff appreciation events, and personalized acknowledgments for outstanding contributions.
KPI 5: Establish mental health workshops, stress management resources, and wellness programs to promote work-life balance. Prioritize the mental and physical health of employees.

Establish proactive feedback processes designed to support professional growth.
Enhance data-driven decision-making in establishing support and supervision efforts.
Develop a broader range of professional development opportunities aligned to staff input and needs.
Boost workplace engagement and recognition.
Monitor and adjust retention strategies based on feedback and data analysis.

By 2030, each school will implement a tailored professional development framework collaboratively designed with staff to align training with the unique needs of their roles.

KPI 1: 80% of staff members will report positive feedback on professional development sessions by 2030 from feedback gathered through surveys and structured discussions.
KPI 2: The number of professional development opportunities tailored to specialized staff roles will be increased, reaching at least two dedicated sessions per specialized staff group by 2030.
KPI 3: Annually document at least three qualitative examples of how professional development strategies have been applied in each school.

Establish a collaborative needs assessment to gauge professional development needs.
Implement regular systems for seeking staff input for professional growth and training.
Customize professional development opportunities based on identified needs.
Enhance staff voice in development planning.
Measure and track the effectiveness of all professional development.