McREL Blog

Teachers still want “apples”

An apple for a teacher is the education cliché, but do you know why? As far back as the 16^th century, parents of students in Scandinavia, and eventually in the United States, gave fruit to their child’s teacher to show their appreciation. But it was also, in part, a form of payment to help low-salaried teachers feed their families. Today, the salary scale remains, but the appreciation seems lost, resulting in U.S. schools having a harder time than ever keeping good teachers. In fact, according to a McKinsey & Company study, 14 percent leave teaching after only one year, and 46 percent leave before their fifth.

 

Why teachers leave

 

When teachers enter the field, they have high expectations of making a difference. Too often, however, they quickly realize that they don’t have the professional support, feedback, resources, or modeling of what it takes to help their students succeed. Instead, teachers must teach to the tests, fight bureaucracies, and monitor cafeterias and hallways in addition to their daily lesson planning, classroom management, and administrative tasks.

 

But it’s not just the heavy workload. In a July 2011 speech, as reported in The Huffington Post, U.S. Secretary of Education Arne Duncan said that teachers should earn between $60,000 and $150,000 a year. In reality, however, teachers earn an average $39,000 a year. But because salary is often indicative of the value society places on the profession, the emphasis on compensation may point to another issue. According to the McKinsey & Company study, the top-ranked education countries in the world—Singapore, Finland, and South Korea—“bestow enormous social prestige on the profession” (p. 6). Based on the current state of the profession, can we say the United States does the same?

 

How to get them to stay

 

Give teachers time. Many schools are adjusting their school schedules to create more instructional and non-instructional time for teachers, such as extended school days or half days for students. Hiring paraprofessionals can also assist teachers with administrative tasks or small group activities. The U.S. Department of Education is offering states the ability to waive some NCLB requirements, which eases the stress of testing requirements.

 

Address the compensation gap. To raise the quality of the entire teaching workforce, the level of teacher compensation is critical. However, changing the composition of the salary scale (e.g., merit pay, pay-for-performance) isn’t a cure-all; all levels of compensation need to be initially raised to recruit and retain high-quality teachers, according to an Economic Policy Institute issue brief.

 

Establish supportive work environments. In a report from the Center for Comprehensive School Reform (2007), teachers commented that they derive greater satisfaction from their work when they are empowered by school leaders to make decisions about scheduling, selection of materials, and professional development. In addition, regularly scheduled observations that coach teachers to higher levels of performance promote better teaching and higher student achievement.

 

Teachers, have you stayed or left and why? If you decided to leave, what would have changed your mind?

 

Do you agree or disagree that these are appropriate “apples” to keep high-quality teachers? If not, what are?

 

Read our hot topic on teacher retention for more information and other resources.

The evolving landscape of educational research: What a difference a decade can make!

When the first edition of Classroom Instruction that Works: Research-Based Strategies for Increasing Student Achievement (CITW) was published in 2001, it gave the educational world unprecedented guidance for using research-based strategies in a practical way. Free from any one particular philosophy or program, this was one of the first books for educators that very simply said, “This is what works.” McREL's continued requests for training, services, and products based on this seminal work are indicative of its lasting relevance in the field.

Yet, what a difference a decade can make! Since that initial publication, our profession has been enlightened by the works of Carol Dweck, John J. Medina, Linda Darling-Hammond, Nancy Frey, and many others. We know more now about student motivation, providing feedback, the power of multimedia and images, and scaffolding learning that we ever did before. While we have been humbled by the success of the first edition of CITW, it became more and more apparent that the work was in need of an update as we helped educators learn the nuances of the nine categories of effective strategies. In addition to including emerging research in the field, we felt the need to make correlations with dynamic developments in educational technology and an increased focus on 21st century skills.

Perhaps our biggest incentive for rewriting the book came from our experiences in working with thousands of schools and districts on learning CITW. As we talked with educators and school or district leaders, we realized that there were parts of the first version of CITW that were confusing or unclear. For instance, the 2001 publication lists the strategies in order of impact on effect size, starting with Identifying Similarities and Differences and ending with Cues, Questions, and Advance Organizers. This sent an unintended message to readers that those strategies listed at the top were of higher priority than those at the bottom. Countless times, we heard clients say they intended to focus on the "best" strategies that school year and, if time allowed, they would turn their efforts to the "lower" strategies. This was, of course, no fault of school leaders or educators; it simply reflected changes we knew we wanted to make.

Classroom Instruction that Works, Second Edition, addresses these issues and incorporates the best thinking on instruction from the past decade. For one, we created a framework to help educators prioritize the strategies as well as know when each strategy should be used when planning for instruction.

We also reference how these strategies integrate with new technologies and 21^st century learning. In the new research, the strategies have remained the same, but the findings and how we talk about them has changed. To that end, each strategy in the second edition of CITW includes the following sections.

Why this Category is Important includes findings from the new research and how these differ or are in support of findings from the initial meta-analysis.

Classroom Practice gives practical classroom recommendations as well as vignettes to help readers see the strategy in action.

Today's Learners outlines how these recommendations fit with 21st century classrooms, student-centered instruction, and modern technologies.

Tips for Teaching gives key points or take-aways from the chapter.

Classroom Instruction That Works, Second Edition, takes a classic publication on instruction and makes it fresh by drawing from new research, providing better organization of the strategies, and addressing its relevance to our classrooms today. The book will be available on January 16 from www.ascd.org. We look forward to hearing your feedback!

The American tradeoff: More teachers, lower salaries

According to a recent analysis, compared to an average teacher, a good teacher (in the 84th percentile) generates as much as $400,000 in increased future earnings for her class of 20 students. So if we define the benefits of teachers in financial terms alone, it would appear that paying six figures to attract and retain great teachers in the classroom might be defensible given the three- to four-fold return on that investment for society. 

So why don’t we pay teachers more? 

One might assume it’s because we invest too little in public education. The reality, though, is quite the opposite. As I note in my latest column in Educational Leadership, the Organisation for Economic Cooperation and Development reports that in the last 40 years the United States has more than doubled its spending on K–12 education and now outspends almost every other country in the world—devoting 4 percent of GDP to K–12 education compared with, for example, Japan’s 2.6 percent. 

Strangely, though, while more dollars were funneled to education, average teacher salaries actually declined about 2 percent per year since 1970 when calculated in terms of per capita GDP. U.S. teacher salaries now rank fourth from the bottom among 34 competitor countries in terms of teachers’ relative spending power. 

It’s probably no coincidence that this decline in salaries occurred at the same time that U.S. schools went on a hiring spree. Between 1980 and 2007, the number of teachers increased by 46 percent, more than twice the rate of student enrollment growth (21 percent). As a result, teacher-student ratios fell from 18.7 to 15.7. However, had they remained constant and funding increases had been funneled into teacher salaries, the average teacher would now make $78,574, instead of $52,578. 

Class-size reduction initiatives have been one of the driving forces in creating our uniquely American teaching corps of low-salaried classroom teachers teaching smaller classes amid a supporting cast of higher-paid specialists. Yet as John Hattie notes in Visible Learning, reducing class sizes—from say, 25 to 15 students—still has only a small effect on student achievement. And even that small benefit assumes that teacher quality remains constant as districts scramble to fill vacancies for teachers. 

Certainly, smaller classes make managing behavior and grading papers less burdensome for teachers. But when given the choice between having a few more students and making a few thousand dollars more per year, most rank-and-file teachers would gladly accept the larger classes and paychecks. As Marquerite Roza, a researcher at the University of Washington, reports in her book Educational Economics, a study in Washington State asked teachers if they preferred a $5,000 raise, class size reduction, a teacher’s aide, or increased preparation time (four investments of roughly equal value). Fully 83 percent of teachers said they preferred a raise over class-size reduction, 88 percent preferred a raise to a teacher’s aide, and 69 percent preferred the raise to increased preparation time. 

While no one goes into teaching to get rich, it’s clear that great teachers are worth a great deal more than most are currently paid. So perhaps it’s time we re-think our approach to smaller classes (and smaller teacher salaries) so that we can find and reward great teachers with salaries that reflect their real benefit to students and society.

Easy antidote to grade inflation?

As I wrote recently in Educational Leadership, grade inflation appears to be a real phenomenon with costly consequences for students. From 1992–2006, the percentage of American high school students who reported earning an A or A-minus average nearly doubled (from 18.3%–32.8%). An analysis of student work in Oregon concluded that most high school students receiving Bs (and many receiving As) are not doing work on par with college expectations for entry-level students. Perhaps as a result, more than 30 percent of freshmen drop out of college each year, costing taxpayers in excess of $1 billion per year in wasted grants and state appropriations to colleges.

Is there any way to stop grade inflation? One solution, some offer, is to open up the “black box” of teacher grades, which can be as carefully guarded as secret recipes, making it difficult to determine what actually goes into a student grade. As a result, one teachers’ A can be another’s C grade.

More than 20 years ago, in Spain’s Basque Country, a small high school stumbled onto what appears to be a simple antidote to grade inflation. In 1990, a small school in the Gipuzkoa province purchased new software that began automatically placing on report cards, with little apparent forethought from school officials, information about where students stood relative to the average grade in their class. Immediately, student grades shot up 5 percent (an increase, according to researchers who later analyzed the school’s data, on par with lowering class sizes from 22 to 15). Presumably, as students and their parents began to understand that a grade of say, an 85, wasn’t all that special compared to other students in the class, they began to work harder. And as a whole, the entire school began to perform better on Spain’s national exam.

Incidentally, this sort of value-neutral information about students’ relative performance is exactly the kind of feedback that motivation researcher Edward Deci has noted strikes the perfect balance between providing information to guide performance while not diminishing motivation by coming across as coercing, such as saying to a student, “You shouldwork harder in my class.” Reporting how students are doing relative to their peers seems to be a simple way to open up the black box of grades while inspiring students to work harder. It encourages a student to think, “If the average grade in my class is 85, surely I can do at least that well … if not better.” 

For the school in Spain, though, there was one problem.

After just one year, parents and teachers complained that the information was creating too much competition among students. Average class grades were removed from report cards and student performance swiftly sank back to prior levels.

What do you think? Should revealing where students stand relative to their peers be encouraged … or shunned? 

 

Killing with kindness?

For as long as letter grades have been around, so too, have fears of grade inflation. As far back as the 1890s, Harvard University professors were wringing their hands about students earning “sham” grades that would “seriously cheapen” the university’s reputation if the outside world were to learn of them.

That so many people could worry about the same phenomenon for so long begs the question of whether such concerns are merely successive generations of curmudgeons grumbling about the declining standards of youth or grounded in reality.

As I write in my latest column in Educational Leadership, recent data suggests that such concerns today may be indeed have some basis in fact. Here are but two data points:

• Nearly twice as many high school students reported earning an A or A-minus average in 2006 than in 1992 (32.8 percent versus 18.3 percent).
• In 2007, two federal reports found that the performance of U.S. high school students on the reading portion of the National Assessment of Educational Progress (NAEP) had declined between 1992 and 2005, even as average student GPA rose from 2.68 to 2.98.

Some critics dismiss these data because they rely on student self-reports of their grades, which, itself could suggest an equally troubling conclusion: that today’s students are more “truth challenged” than in the past. Test companies which collect these data, however, say their analyses suggest that self-reports are sufficiently reliable to use for research purposes.

The real question, though, may well be whether today’s grades accurately assess student learning. Here, too, the data are troubling.

In Oregon, reviewers analyzed the in-class work of 2,200 high school students against university professors’ standards for college-entry work and found that most B students and some A students were not doing work on par with entry-level college standards.

If we accept, as many researchers do, that grade inflation is a real phenomenon, we might ask why it occurs. Here are two possible explanations:

1. Many teachers (as many as half by one estimate) base class grades on factors such as effort, behavior, and attitude that are only indirectly related to learning. In low-performing schools, in particular, grades seem to have as much to do with managing behavior as assessing learning.
2. Educators may inflate grades out of sympathy for students who are underprepared for success: feeling caught between a rock and a hard place of either inflating grades or flunk large numbers of students, they opt for inflating grades.  

But do inflated grades help anyone? Nationwide, 30 percent of students at four-year colleges drop out after just one year of school, incurring enormous personal costs and racking up more than $1 billion per year in wasted state appropriations and student grants. How many of these students received unrealistically high marks in high school, only to discover in college that their high schools might have actually been killing them with kindness? 

Bryan Goodwin is vice president of communications at McREL. He is the author of Simply Better: What Matters Most to Change the Odds for Student Success (ASCD, 2011).