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正文3Imagineanoviceteacher,thrownintoanurbanschool,toldtoteachfiveclassesaday,withupto4...
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Imagine a novice teacher, thrown into an urban school, told to teach five classes a day, with up to 40 students each. At the year’s end, if test scores haven’t risen enough, he or she is called a bad teacher. For college graduates who have other options, this kind of pressure, for such low pay, doesn’t make much sense. So every year 20 percent of teachers in urban districts quit. Nationwide, 46 percent of teachers quit before their fifth year. The turnover costs the United States $7.34 billion yearly. The effect within schools — especially those in urban communities where turnover is highest — is devastating.
But we can reverse course. In the next 10 years, over half of the nation’s nearly 3.2 million public school teachers will become eligible for retirement. Who will replace them? How do we attract and keep the best minds in the profession?
People talk about accountability, measurements, tenure, test scores and pay for performance. These questions are worthy of debate, but are secondary to recruiting and training teachers and treating them fairly. There is no silver bullet that will fix every last school in America, but until we solve the problem of teacher turnover, we don’t have a chance.
Can we do better? Can we generate “A Plan”? Of course. 展开
Imagine a novice teacher, thrown into an urban school, told to teach five classes a day, with up to 40 students each. At the year’s end, if test scores haven’t risen enough, he or she is called a bad teacher. For college graduates who have other options, this kind of pressure, for such low pay, doesn’t make much sense. So every year 20 percent of teachers in urban districts quit. Nationwide, 46 percent of teachers quit before their fifth year. The turnover costs the United States $7.34 billion yearly. The effect within schools — especially those in urban communities where turnover is highest — is devastating.
But we can reverse course. In the next 10 years, over half of the nation’s nearly 3.2 million public school teachers will become eligible for retirement. Who will replace them? How do we attract and keep the best minds in the profession?
People talk about accountability, measurements, tenure, test scores and pay for performance. These questions are worthy of debate, but are secondary to recruiting and training teachers and treating them fairly. There is no silver bullet that will fix every last school in America, but until we solve the problem of teacher turnover, we don’t have a chance.
Can we do better? Can we generate “A Plan”? Of course. 展开
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想象一个新手教师,扔进一个城市上学,每天告诉教五类,有40名学生。在今年年底,如果考试成绩还没有足够的上升,他或她被称为一个坏老师。大学毕业生有其他选项,这种压力,对于这样的低工资,没有多大意义。所以每年有20%的教师在市区辞职。全国范围内,46%的教师辞职之前他们的第五年。美国每年花费73.4亿美元营业额。学校内的影响——特别是那些在城市社区营业额最高——是毁灭性的。
但我们可以扭转。在接下来的十年,超过一半的国家的近320万名公立学校教师将成为退休资格。谁将代替他们?我们如何吸引和留住最好的头脑的职业吗?
人们谈论责任,测量,任期内,考试分数和支付性能。这些问题都值得商榷,但二次招聘和培训教师和公平对待他们。没有银弹,解决每一个学校在美国,但是直到我们解决教师流动率的问题,我们没有机会。
我们可以做得更好吗?我们可以做成“计划”吗?当然
但我们可以扭转。在接下来的十年,超过一半的国家的近320万名公立学校教师将成为退休资格。谁将代替他们?我们如何吸引和留住最好的头脑的职业吗?
人们谈论责任,测量,任期内,考试分数和支付性能。这些问题都值得商榷,但二次招聘和培训教师和公平对待他们。没有银弹,解决每一个学校在美国,但是直到我们解决教师流动率的问题,我们没有机会。
我们可以做得更好吗?我们可以做成“计划”吗?当然
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