塑造国际学校的成功

在当今竞争激烈的国际学校环境中,无论是在泰国国内还是在全球范围内,教职员工和许多学校的校长只停留在两年的位置上是很常见的。虽然这种竞争性市场为世界各地的教师提供了机会,但其结果可能导致许多学校的员工流失率很高。


与几位负责人 圣安德鲁斯国际学校 in Thailand (Cognita Group of schools) accumulating over 45 years’ experience, and having recently celebrated the 10, 15 and 20 years’ Long Service of over 50 members of staff, St. Andrews International Schools group is challenging these odds with a fine balance: a group with a lower staff turnover averaging 4-6 years tenure, as well as a stable leadership team who contribute to the continuation of a school’s ethos, direction and teaching excellence.

以下是我们认为领导层的这种稳定性(以及因此而延长员工任期)很重要的四个原因。

1.  Continuation of the school’s culture and ethos

The essence of any particular school is only what it is because of the culture and ethos that the staff and students live and breathe. When this is defined and continuously embedded into the school, it can serve as a touchpoint for the future development of the school, its’ community and, inevitably, the happiness of its students.

2.实现学校愿景

教育发展信托基金在英国独立学校进行的一项研究表明,在有效的领导层和校长中,学校的明确方向和愿景更有可能得到员工的支持和拥护。这种必要的认同,再加上长期领导的实施,可以确保愿景和未来的方向能够得到实现。 

3.广泛的关系发展

校长是学校社区的支柱,在整合学生、教师和家长方面发挥着关键作用。一个值得信赖和长期服务的校长将成为家长们熟悉的面孔和稳定的象征,有助于提高客户满意度和增加学生的保留率。 

同样,长期服务带来的对学校社区及其周围环境的熟悉,为校长和教职员工提供了广泛的机会,使他们能够与其他学校、企业和慈善机构融合和合作。这种伙伴关系为学校的学生和家长群体提供了更多的社区行动和合作渠道。

4.一所快乐孕育成功的学校

用教授和作家Z.Khajayeva的话来说就是:"如果学校社区的所有成员之间没有高水平的信任和尊重,学生的成绩和快乐就会停滞不前。

Staff who feel supported by and confident in their leadership and the vision for the school are more likely to believe in what the school stands for and to be happy within their role. If staff feel confident in the ability and knowledge of their Head, innovative ideas will flow, resulting in enhanced learning experiences for all students. Trusted Heads will create happy staff, happy students and a happy school.

简单地说,一个长期的领导团队可以提供和传递清晰的愿景,同时也可以灌输一种文化,培养快乐的员工和成功的学生。协作、思想培养和自我表达的机会得到加强,从而创造出一个环境,让学生能够在其中出类拔萃,发现自己的激情,同时成为真正的自我。毕竟,这不正是所有学校努力实现的目标吗?