Teacher appraisal - school case studies

What is the purpose of teacher appraisal?

Teacher appraisal is a thorny issue for a number of reasons. If we are going to evaluate teachers, we need to know what we are looking for.

  • What is the purpose of teacher evaluation? Is its primary purpose evaluative or developmental?
  • Do we have an agreed understanding of what makes a good | excellent teacher? How has this understanding been agreed at – do you use a national matrix as a benchmark, a recognized framework such as the Danielson Framework for teaching based on competencies for teaching or do we make up our own?
  • What is the connection between teacher evaluation and its impact on student performance? How do we measure when good student learning has taken place as a result of teaching? What matrixes to we use? In cultures of high stakes testing it is tempting to use raw test scores; in other cultures, the focus is on the added value that teachers give to a students’ learning

IB resource

The IB have produced a free webinar on Evaluating the work of teachers: a research-informed model led by Dr. Gerard Calnin of University of Melbourne. Click HERE to access it.

Danielson Framework for teacher evaluation

Introduction

“Current approaches to assessing teacher effectiveness aren’t working. The instruments used for observation are overly complicated, and training for observers is often inadequate. Furthermore, the challenges associated with the use of student achievement data, and the political nature in which these processes were mandated in the first place, all make this a very challenging problem to address. Indeed, a recent report by the Brookings Institution suggests that “teacher observations have been a waste of time and money.”  (Edutopia)

" I was principal in a school where the appraisal process was designed by the HRD department - not the educators. As such it was judgemental, evaluative and competitive as it was salary linked. Over several years in consultation with middle managers and she teachers I revamped this to be a system based on individual goals, dialogue and collaborative support in a professional learning environment. But it took a long time to shift the culture for everyone and even after some years many teachers still feared 'appraisal'. The message I guess was that the original system was never introduced with any form of empathy in mind." (Helen Morschel)

To quote former U.S. Secretary of Education John King, “If teacher evaluation feels like a ‘gotcha’ system, it won’t work.”

Teacher appraisal does, however, have an important role in ensuring quality teaching. So how do we make the evaluation cycle meaningful for both teachers and students. So, we need to consider teacher evaluation systems that are more about development than compliance.

The case studies on this page indicate that instructional coaching is an effective strategy for improving instructional practice. Their work is supported by recent research on ‘The Effect of Teacher Coaching on Instruction and Achievement: A Meta-Analysis of the Causal Evidence’. And isn’t the evaluation cycle really just a formal coaching cycle? If not, why not?

Trust-based observation

Craig Randall's experience as a school counselor, coach, teacher, and principal in schools across the world has led him to develop a model of teacher observation focused on building trusting relationships that spark teaching and learning growth. He discusses his journey and the book Trust Based Observations - Maximizing Teaching and Learning Growth.

“In any field, practitioners need honest, well-intentioned, and trustworthy feedback in order to succeed and improve. If the feedback process is compromised by suspicion and anxiety, it quickly becomes useless, even counterproductive. In this thoughtful and empathetic book, Craig Randall details how teacher observation has gone awry and how to put it back on track. He offers a sensible, empirically grounded technique, as well as indispensable advice on how to build trusting relationships among educators.” (Ulrich Boser, Author of  Learn Better and The Leap: The Science of Trust and Why It Matters)

“Craig’s book has many deeply insightful and compelling ideas. And indeed research shows that when students trust that educators believe in them and their development, their learning can be significantly enhanced.” (Carol Dweck, Author of Mindset)

Peer Observation - a note

Cambridge Assessment Internation Education define peer observation as:

Peer observation is when a teacher observes another teacher in order to develop their classroom practice. A peer can be any colleague willing to support you. They may be from a different department or year team, have recently joined teaching, or be a member of the senior leadership team. Peer observation is a two-way process that can benefit both the observer and the teacher being observed, with the goal of improving learning and teaching.

They have a very helpful website that provides you with a rationale for carrying out observations as well as protocols. It is well worth a look - it is a quick read! Click HERE.

Case Study: KAUST, Saudi Arabia

KAUST initiated an appraisal system based on adult learning principles, that furthered their ability to team and self-author and professionalize.

Teacher-led appraisal that develops professional capital

As the school developed, we also initiated an appraisal system congruent with our values and beliefs.  We had a rocky start, but overtime, with help from an outside consultant, Tony Burkin of InterLEAD, we developed a system based on adult learning principles, that furthered our ability to team and self-author and professionalize.

Bill Powell and Ochan Kusuma-Powell in their book ‘Teacher self-supervision’ (2015), highlight the complexities facing leaders committed to transforming appraisal. When appraisal is not aligned with learning principles nor congruent with school mission it is largely ineffective. Embedded within appraisal are high levels of systems and social complexity. This makes the task of reframing appraisal into a meaningful and relevant system - one offering a high impact on teaching practice and student achievement – very difficult.

With our consultant’s help we began a multi-year process to transform our appraisal process. We started by working on professional capital, as opposed to starting with teaching practice. In other words, rather than looking at pedagogy and strategy at the classroom level and student level, we instead focused on adult interaction and adult reflection and commitment to growth.  Thus we structured our own inquiry into our practice developmentally, attending to the following professional practices, not as optional but as required:

  • Develop teachers as creators of research; not just consumers of research;
  • Open up classrooms to adult learners;
  • Open up practice for discussion;
  • Create a psychologically safe environment for lesson observations;
  • Engage in honest and critical conversations on individual teaching practice
  • Challenge each other to innovate and improve;
  • Strengthen relationships and a culture of professionalism, evolving it from a culture of compliance
  • Teachers are challenged and empowered to self-identify areas of inquiry and growth;
  • Teachers lead their own critical, analytical and challenging appraisal conversations with insight and honesty;
  • Teachers develop high impact teaching teams;
  • Teachers develop high impact reflective practice.
  • The KAUST School wanted our school to support the thesis of Jim Collins work BUILT TO LAST. Therefore we enabled those closest to our core business of learning –teachers--to “self-author” solutions. We remain dedicated to growing collaborative culture that is non-threatening, that supports risk and failure, and that ultimately is innovative and inspiring.

Case Study: Kongsberg International School, Norway

I am very grateful to Hege Myhre, for her willingness to share this example from her school.

A summary: My previous school had a truly heavy and old-fashioned appraisal system when I started quite some years ago, outlined in an appraisal document no less than 59 pages, and the process was mostly focused on rating whether the teachers were good enough by some defined standards. As the school developed the collective and shared understanding of good practice, we quickly moved into better growth mindset models. In addition, the MYP section of the school worked quite systematically with ASP (Active Student Participation) at all levels, actively fostering an environment of equal power balance in the learning community where students and staff are equal partners, despite having different roles and responsibilities. To make a VERY long story short, students, teachers and leaders worked together on a totally different process and designed an Individual Professional Development Plan (IPDP) to be used as a tool for continuous growth and development throughout the year, with collaboration between various stakeholders as the key.

We moved from one annual check-up process, artificial and judgmental, to an on-going process and regular collaboration meetings where topics of the meetings and actions where defined by the goals set out for the year in the IPDP. Further, when setting the goals, the involved parties also decided what would be useful and reliable evidence of achievement - in other words, what would be the success criteria for each individual goal, and how would you gather data towards this. The point is - the entire process developed into a very positive collaboration across different stakeholder group, and we completely removed the feeling of "inspection", moving into shared development.

Case Study: American School of Mozambique

At the American School of Mozambique (AISM) the word appraisal is changed and replaced with activities and experiences that nurture and develop self-reflection, collaboration and ultimately transformative learning that impacts student learning. They build their reflection on teaching on Charlotte Danielson’s domains of good teaching practice.  Appraisal is framed as a process of self-evaluation; peer evaluation and collaboration look like in practice that would inform teachers on areas of improvement and lead to best practice in teaching for change? The model practiced at AISM, includes goal setting, goal sharing, peer evaluation and feedback sessions, and portfolio compilations.  This policy provides a good description of a professional portfolio as well as a reflective tool based on an essential agreement.

Santa Maria College, Australia

PS

You may also like to consider the What? So what? Now what? reflective protocol to reflect on practice and brainstorm ways forward. Although it was not originally designed as a lesson observation tool it is a helpful collaborative tool to improve practice in a non-threatening way.

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