• Pillar 3: Talent Acquisition, Support and Growth 

    Objective: To ensure a quality school system, Plano ISD will hire, train and retain the most effective and talented workforce.

  • Strategy 3.1: Develop innovative recruitment and onboarding practices that reimagine roles and resources to meet diverse district needs.

  • Action Plan 3.1.1

    Specific Result: Develop a focused and intentional talent acquisition plan that attracts the highest quality candidates in a competitive market.

    Action Steps

    1. Survey employees hired in the previous school year on our existing efforts to solicit feedback regarding their initial interest in the district, their decision to accept the offer of employment, and their reason(s) for remaining in the district.

    2. Establish a budget that supports the talent acquisition plan by creating a recruiter position(s) that exclusively focuses on sourcing top talent.

    3. Examine the effectiveness of the current applicant tracking system (TEAMS) with regard to searching for qualified applicants and posting location-specific jobs.

    4. Examine competitive pay structures for current and future employees (i.e. stipends, longevity pay).

    5. Examine innovative methods to recruit hard to fill areas (i.e. auxiliary, special education, bilingual education).

    6. Collaborate with the communications and technology departments to re-tool our online recruitment presence, utilizing information from our current employees.

    7. Enhance current recruitment practices by developing diverse recruitment teams that represent our employees and the roles for which they are recruited.

    8. Annually evaluate the effectiveness of the talent acquisition plan and make changes as needed.

  • Action Plan 3.1.2

    Specific Result: Develop a process to successfully assimilate new employees into their roles, and into the culture of Plano ISD, through pre-planned efforts.


    Action Steps

    1. Create and implement an engaging onboarding process in Plano ISD that is supported by the district and all hiring managers.

    2. Survey new employees to solicit feedback regarding the onboarding experience, current needs and remaining questions they may have.

    3. Develop guidelines, resources and expectations for hiring managers to assist with onboarding new employees.

    4. Implement district expectations for hiring managers to assist in regular monitoring of retention by campus/department by evaluating exit survey and turnover data annually.

    5. Annually adjust the onboarding process to ensure employees are successfully assimilated into their roles and into the culture of Plano ISD.


    Strategy 3.2: Cultivate a culture that empowers and supports the development of all employees through innovative thinking, individual learning pathways, collaborative experiences and reflective practice.

  • Action Plan 3.2.1

    Specific Result: Provide personalized learning opportunities that promote ownership of professional growth and ensure relevant support for employees.

    Action Steps

    1. Determine professional learning needs utilizing available data, participant feedback, district/campus/professional goals and researched best practice.

    2. Identify innovative, relevant and meaningful professional learning designs and align campus and department practices.

    3. Provide a “catalog” of available learning opportunities for all employees to search, register and track progress of personalized learning goals.

    4. Expand use of technology (i.e. micro-learning, online courses, blended learning options, video) for self-directed growth, enhanced collaboration and increased flexibility of professional learning.

    5. Identify, design and implement multiple learning pathways that are relevant to individual groups of employees.

    6. Create a structure that enables employees to develop and implement an individual learning plan, including, but not limited to, potential funding sources, professional learning credit and certification programs.

    7. Identify and leverage internal and external learning partnerships (i.e. experts in the field, mentors, cadres, coaches, externships, shadowing experiences) to provide specialized training.

    8. Develop a system and process for implementation and evaluation of professional learning activities.

    9. Evaluate and improve professional learning activities based on developed evaluation methods, participant feedback and intended results.

  • Action Plan 3.2.2

    Specific Result: Create a system of accessible professional learning that is application-focused, reflection-rich and results-oriented.

    Action Steps

    1. Create district guidelines for design and facilitation of professional learning that is results-oriented and ensures opportunities for participant application and reflection.

    2. Develop and provide training that builds leadership capacity for the design and facilitation of professional learning activities that align with district guidelines.  

    3. Evaluate existing professional learning offerings to determine effectiveness based on established district guidelines.

    4. Create tools to support designers and participants in identifying the desired results, apply learning to current practice and track progress towards identified goals.

    5. Create a process for communicating and marketing professional learning opportunities to increase awareness, participation and access.

    6. Develop a budget that supports job-embedded, practice-focused, professional learning opportunities, such as increased time in collaborative teams, increased availability of instructional coaches and innovative staffing solutions.

    7. Develop a process that ensures reflection and feedback enhances the learning of participants and shapes future experiences.


    Strategy 3.3: Create a multi-tiered system of care and support that values, retains, and grows high-quality staff.

  • Action Plan 3.3.1

    Specific Result: Create a multifaceted wellness program that helps employees balance and navigate challenges in life and work, including physical, mental, emotional and financial health.

    Action Steps

    1. Gather input from employees across Plano ISD regarding their perception of the district as an employer related to existing support for physical, mental, emotional and financial health.

    2. Perform a gap analysis to identify what employee wellness supports are offered and reasonable accessible in Plano ISD.

    3. Develop a leadership position that is charged with the creation and sustained implementation of a multifaceted wellness program.

    4. Develop a menu of various wellness programs including, but not limited to an employee clinic, mental health support services, financial planning and counseling, Employee Assistance Program and wellness education.

    5. Create external partnerships to provide a comprehensive suite of wellness resources and supports.

    6. Establish a proactive marketing plan to promote wellness initiatives and services, including the wide range of benefits for employees and their families.

    7. Facilitate multidirectional communication for all Plano ISD employees to understand professional wellness, how it relates to them and district-provided supports.

    8. Systematically gather feedback from all stakeholders on an ongoing basis to evaluate effectiveness and respond to identified needs.

  • Action Plan 3.3.2

    Specific Result: Create systems and a culture that builds employee capacity for career growth.

    Action Steps

    1. Collect feedback from current employees who have grown within Plano ISD to identify factors that made their growth possible and contributed to retention.

    2. Survey Plano ISD employees to identify those who strive for career growth to determine their needs.

    3. Implement career coaching and development programs for identified employees.

    4. Create innovative cross-function staffing solutions to capitalize on leadership potential.

    5. Establish a process and budget for growing all employees by advancing employee education, including but not limited to state and national certifications, post-secondary education and workforce certification programs.

    6. Evaluate and enhance Plano ISD’s current transfer system and practices related to in-district job opportunities and the selection process.

  • Action Plan 3.3.3

    Specific Result: Create systems and a culture that supports ethical decision making for all employees through collaboration and use of the Model Code of Educator Ethics.

    Action Steps

    1. Publish the Model Code of Educator Ethics (MCEE) in the Plano ISD Employee Handbook.

    2. Create and implement a differentiated ethics training plan for all employees that includes best practices, expert input and customized focus for diverse learners.

    3. Build leadership capacity to understand and utilize the framework.

    4. Continually gather input from various Plano ISD stakeholders about authentic ethical dilemmas, MCEE and training plans.

    5. Provide ongoing opportunities for all employees to interact with the framework and build skills for collaborative conversations.

    6. Evaluate the impact of this specific result, as it relates to employee retention, employee investigations and amend MCEE as needed.

    7. Consider board adoption of the MCEE with any necessary amendments after one year of use.

    8. Systematically gather feedback from all stakeholders to evaluate effectiveness and provide ongoing support for identified needs.

Video: Pillar 3 - Talent Acquisition, Support and Growth

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