Q: I am a member of LERN and have a question in regards to compensation for our instructors. What does LERN recommend for best practices to retain and recruit instructors? We want to simplify this process but are afraid we will lose instructors. We live in a rural area, so travel is an issue.
A: When recruiting instructors for personal development and enrichment programs, it is important to realize that most of them are not in it for the money. Their motives are more altruistic. It is important to pay them fairly and to be transparent in your business relationship. When you are open in that way, the actual compensation takes on a lower level of importance. As important as compensation is support for your teacher, recognition of their value to your organization (both privately and publicly) and good staff interaction and support for their work. Making their jobs easier by being well organized and on top of your game is also important.
In terms of compensation, here are the LERN benchmarks. 10 to 15% of your income should be devoted to promotion costs. 35 to 40% should be allocated to production costs. This includes your teacher compensation costs. Typically, teacher compensation is most of the production cost. The balance left, after your production and promotion costs is your operating margin, and should be used to pay your general and administrative expenses.
By meeting the LERN benchmarks, you can pay your instructors fairly and also maintain a financially viable and successful organization.