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DP300 – Personnel Philosophy

  • Effective: 1/27/1970
  • Revision: 8/25/2015
  • Reviewed: 5/28/2013

  1. Board Directive
    The Board recognizes that people who staff the school system are discharging a public trust of great significance and value to the community and to the nation.  It recognizes further that the human resources of the school system--the skill, the ability, the ingenuity, and the loyalty of each employee--are the key to a successful education system.  The Board delegates the Adminsitration to fill all vacancies with the best qualified persons available without regard to race, color, sex, pregnancy, childbirth or pregnancy-related conditions, religion, national origin, age (if the individual is 40 years of age or older), disability, sexual orientation or gender identity in order to obtain and maintain a high level of employee performance and satisfaction.  Utah Code 34A-5-106. It further charges the Administration to strive to retain capable and desirable employees already in the school system.
  2. Administrative Policy
    1. Definition of Personnel
      Personnel, as described herein, refers to all licensed employees and education support professionals in the District.  In addition, the philosophy, the Administration, and the policies which form the framework of the organization within which these groups operate are considered as integral parts of personnel.
    2. Areas of Personnel Administration
      Personnel administration includes in its responsibilities the formulation of and implementation of policies and standards relating to the eligibility, selection, assignment, compensation, efficiency, promotion, transfer, probation, resignation, dismissal, absence, retirement, professional growth, job descriptions, professional rights, welfare, and personnel records of all employees of the schools.
    3. Welfare of Students
      The personnel organization shall provide children with educational opportunities of the highest possible quality.  Toward this end, the following principles offer guidance:

      1. Clarification of Educational Objectives - The entire school staff of the District and the Board should share in the development of educational aims which seek to fulfill the unique function of public education in American society.  Those involved in this task should strive to be flexible, objective, and resourceful and to be aware of the implications of the constantly changing field of education.  They should strive to develop a climate that stimulates creativity in the staff members and the students.  They should consider as essential a problem-solving approach for reaching solutions to problems of the classroom, the school, and the District.  Therefore, the school staff and the Board should work toward obtaining the services of employees of the highest competence who can help to achieve these aims.  Personnel actions affect, and are affected by, school organization, curriculum, and staff morale.
      2. Promotion of Pupil Achievement - Since one of the major purposes of each school system is to increase the degree and quality of each pupil's achievement in relationship to his/her ability, staff members of the highest caliber are needed.  Personnel practices should be tested to determine the extent to which quality instructional services to pupils, in relationship to their abilities at all levels of education, are provided.
      3. Maintenance of High Standards - In order to ensure instructional and supplementary services of high quality, personnel practices should reflect a consistent policy of selecting well-prepared employees and of encouraging the upgrading of services after employment.
      4. Maintenance of Integrity - Individuals should have a clear and undeviating purpose to provide the best possible opportunity for students to learn.  They should regard their position as a public trust, and their objectivity and efficiency consistently should justify the confidence placed in them.
      5. Citizenship Training - All personnel should recognize the importance of their role in the citizenship training of all students.  Every effort should be made to assist students to make worthwhile contributions to society.
    4. Welfare of Personnel
      The personnel organization should create a climate in which the individual staff member can make his/her best contribution.

      1. Integrity of Purpose - Integrity of purpose is an obligation of all District employees.  Respect for personality, mutual faith, trust and understanding should permeate all their relationships.
      2. Cooperative Involvement in Development of Personnel Policies - In formulating and implementing personnel policies and practices, the cooperative involvement of those concerned is imperative.
      3. Equality of Treatment - The principles of fairness and impartiality shall be followed in all personnel actions.
      4. Recognition of Excellence - District employees, the school system, and students benefit when excellence of service is recognized by words of appreciation, leadership opportunities, and advancement.  Employees deserve recognition for their contributions and accomplishments.  The very nature of public education makes sensitivity to this concern paramount.  Through such recognition, individuals find helpful encouragement for creativity and self-expression within the framework of their positions.
      5. Provision for Leadership Opportunities - Personnel procedures should enable those staff members who have the potential, to be advanced to positions of leadership in the school system, through an orderly procedure for professional advancement and promotion.
      6. Maintenance of Good Communications - Avenues for clear and candid two-way communication in all personnel relationships are essential.  The continuous flow of information through recognized channels contributes to a better understanding of the total educational enterprise.  Any employee has the obligation to be available for consultation, in confidence, in privacy, and in an atmosphere of sympathetic understanding.
      7. Fostering of Quality of Service - All District employees share in the responsibility of creating a climate wherein the employees can work at maximum efficiency.  Excellence in performance is more nearly possible when economic rewards, physical facilities, and a favorable psychological climate are provided.