Recently a number of school districts, with support from growing numbers of philanthropic foundations, have been honing in on the strategic management of human capital (SMHC) – which has been defined as “the acquisition, development, performance management and retention of top talent.” CTQ Board member, Jim Kelly, has been at the forefront of very important developments in the SMHC in public education.

The next generation of educators, like in other sectors, cannot be expected to stay in one job or career over the course of their working years. Indeed, the U.S. Department of Labor expects today’s college graduates to hold up to a dozen jobs by the time they are 38 years old. Unfortunately, most school districts have yet to discover how to tackle these new obstacles in strategically managing human capital. At the same time, teaching is a profession that requires a large number of its members to “stay put” in order for schools to have the kind of stable faculty necessary for students to learn at high levels.

That is why CTQ is collaborating with the Rose Community Foundation’s Education Committee to provide research-based recommendations concerning future philanthropic investments in developing K-12 human capital that will lead to high returns.

After facilitating conversations with stakeholders in the Denver metro area and conducting a local and national scan of cutting-edge efforts, CTQ developed a series of papers that provide suggestions for grant-making strategies and crafting smart policy.

#1: The Strategic Management of Human Capital:  Brief Reflections and a Few Propositions
#2: The Strategic Management of Human Capital: Issues and Ideas
#3: The Strategic Management of Human Capital: Extending the Conversation on Issues and Ideas