Human Capital in Blended Learning Schools: Developing an Early-Stage Talent Strategy for Touchstone Education

Abstract

The recent piloting and development of "blended-learning" educational approaches (which combine traditional in-person and online instruction within schools) are beginning to offer proof points for the ways in which formal education can be improved upon through the systematic use and integration of digital resources. However, much of the early work undertaken by innovators has focused mainly on redesigning the structures and activities undertaken within schools; there is little yet known about the teacher competencies and human capital systems that will be necessary for implementing these new teaching and learning models. Given the critical importance of these "people" systems to the change process, there is more work to be done to fully understand the changing role of teachers in blended-learning contexts. This capstone offers one potential starting point for the people-side of the blended learning equation. It describes the design and early implementation of a redesigned teacher talent strategy for an emerging charter management organization, Touchstone Education. Design and change management work is described and discussed in three strategic areas: (1) the development of a new competency model for teachers in Touchstone's blended learning schools; (2) the creation aligned structures, processes, and tools to support the start-up's capacity undertake the talent acquisition activities; and, (3) the identification and implementation of strategies to build the talent pipeline. In addition to analyzing key results as well as challenges, the Capstone identifies next steps for the organization as it grows as well as implications for other organizations seeking to undertake the development of new school models that seek to use technology in innovative ways to produce engaging, effective, and equitable results for students.