Taking Human Resources Seriously in Minneapolis Case Solution & Answer

Taking Human Resources Seriously in Minneapolis Case  Solution


Despite the accomplishments of Memphis City Schools (MCS); the progress of the recruitment  program, i.e. interviewing and selection was steady beyond the expectations. When Pat Pratt  joined the company as the Chief Human Resources in the Minneapolis Public Schools (MPS) he was satisfied bythe superintendent Bill Green being more strategic in approach. The MPS was considered to be the pool of the contract disputes and negotiations,which allowed Pratt Cook teachers to take on his role as the leaders. However, Pratt Cook and his HR team worked extremely hard with Johnson and other individuals associated with the academic affairs, in order to bring an improvement in the work alignment with respect to the instructional students’ needs,which led to the emergence of new challenges in addition to the existing ones.


  • One of the issues faced by the organization, mainly included a dramatic decrease in the number of students being enrolled, which resulted in the major downsizing of the budget. Pratt Cook was struggling to bring a significant change in the human resources, i.e. from the marginal to carry out routine functions to a more dynamic and central enterprise. This significantly led to the identification and development of the talent throughout the district, supporting improved instructions. Such decrease in enrollments paved a way for the company to be extremely concerned.
  • Similarly, there was a requirement of brand new sets of changes for the teachers’ contract, to ensure the success of interview and selection process.To do so, there was a requirement of having an increase in the capacity of the MPS’sprincipals. This significantly meant that the company was in dire need of resetting the expectation that it previously had with an inclusion of introducing advanced skills.
  • Additionally, Pratt Cook was highly concerned regarding the human resource’s culture and its reputation in the MPS. His concerns were mainly because of the issue of outdated HR counterculture for many years. Due to the disinterest of the company and its divided focus on the department;the employees developed new approaches to handle the dailyduties of processing the applications, benefiting the management and payroll administration.
  • An area of deep concern was found to be the achievement gap between the students of colors and white students. Similarly, there was an increased concern of teachers regarding the capacity and quality of school principals as well as the assistant principals’.
  • Furthermore, there was a high uncertainty level because of the school-based teams being responsible to hire teachers. Due to this reason, there was a requirement of revisiting the strategic approach and future plans for the elections.


Dr. Green:

Because of eight years’ experience of Dr. Green; he was well-aware of the challenges. The district required stable leadership due to the cuts of $17 million from the budget. With the budget of over $650 million; around 6255 staff members were employed by the district, which included 3302 teachers. Before his employment, around twelve schools were discontinued in the previous year, which was followed by the discontinuation of  five more schools during his employment. Through holding many community meetings for addressing such concerns, the trust was reestablished to some extent, but had resulted in Green and other chief’s exhausting behavioral approach. Green and his seven team members decided to visit Cambridge to take part in PELP’s (Public Education Leadership Project), which was primarily focused on the management of large schools in urban districts.

Green observed many similarities between the human resources department in Philadelphia and the current HR department in MPS. Because their past efforts for the implementation of a new-site based hiring approach brought significant improvement in the district’s relationship with the union of teachers, with the recruitment of four new directors in the department. However, it was realized by Green that the HR management was capable of playing an essential role in bringing a significant improvement in the instructions,because HR is not just potential opportunity on its own, but also an institutional strategic benefit which is associated with the allocation of best teachers to every child.

According to Green, the approach to reorganize the culture of MPS was sufficient to convince Pratt Cook to join, which turned out to be successful. Similarly, the growth of HR was mainly accustomed to being sequestered in the administration bowels. But, Green’s leadership skills and his role were ecstatic during the new teachers’ contracts’ approval.

Pratt Cook:

Pratt Cook had an experience of a district administrator of an urban school. Pratt worked closely with Johnson: the Chief Academic Officer, for better integration of human resources for the district’s academic planning. According to Pratt, the inability to support the teachers and staff tends to influence the students, making them suffer from the consequences. Pratt’s employment in Minneapolis was mainly comprised of the positioning of HR to play a more strategic role in bringing a significant improvement in the MPS schools.

Green met with Pratt in the PELP program. During Pratt’s employment in MPS; the condition was worse beyond the imaginations. Heput forward his concerns regarding the quality of teachers available in MPS. Pratt was more concerned about the HR culture and its reputation. The approach of introducing potential changes in the culture was one of the biggest challenges faced by Pratt. During the same period, he didn’t have time to acclimate to the new environment.

Despite of clarity in the provision of interview and select program; Pratt and his colleagues argued at the district to grant principals with more right in terms of authority, which tended to lead towards the solution of the problem to some extent. The district team, Pratt Cook, Emma Hixson, and the Chief Negotiator of MPS refused the settlement which did not include the interview and the select program. One of the key challenges associated with the inclusion of new interview and select process, was less expertise of principals to interview or to hire employees.

Besides Green, Pratt’s leadership was also ecstatic during the approval of the new teachers’ contract by the teachers and the board. It was so because of the availability of less time, he led the creation of training curriculum by organizing a subcommittee. A consistent resume format was also implemented by Pratt for the subcommittee for all the teachers who applied for open positions. Pratt thought that the collaborative integration and development of all pieces and procedures of interview and select training were primarily by MFT and the district. In addition to this, Pratt also wanted to make sure to divert the attention of the high quality candidates to the MPS…………………

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