Strategic Hiring. Dr. Mark Frost. Dr. Robert Vogelaar Assistant superintendent for human resources services Liberty School District, Liberty, Missouri

Transcription

1 Strategic Hiring Dr. Mark Frost Retired assistant superintendent of HR services, Park Hill Schools, Kansas City Strategic accounts executive, PeopleAdmin Dr. Robert Vogelaar Assistant superintendent for human resources services Liberty School District, Liberty, Missouri 1

2 Who s in the room District size: 5,000 10,000 20,000 35,000+ Responsible for hiring: Yes / No Tenure in the HR by years: Have automated processes: Yes / No Have good hiring processes in place: Yes / No Have a good success rate in getting the top teachers: Yes / No How many are from outside of the field of education? 2

3 90 percent rule At the point of hire 90% of your work is either done or just beginning M 3

4 Fundamental questions in hiring Ask yourself the following What is the role of human resource services? What is our communication plan? Do our principals work as a team? Who makes the job offer? Should we adopt systematic processes? How important is marketing? What role will inter-rater reliability play? What impact will customer service make? How many candidates should we meet? Should we move quickly? Or not? M 4

5 The role of human resources Lead in the recruitment and hiring processes Work with principals to develop a hiring plan Develop a recruitment plan Identify the traits and qualities of targeted candidates Ensure that marketing materials are ready If you don t know where you re going, any road will get you there. -Alice in Wonderland Develop a systematic screening system Ensure that administrators are trained in evaluations Ensure that administrators understand the hiring process B 5

6 Team versus island Working as a team Better decisions for the district Principals support the best decisions for students Coordinating communication provides a better candidate experience Working in isolation Disjointed candidate communication Potential disservice to the district and students Poor service could lead to rejected offers M 6

7 Systematic, centralized processes Each of these should be thoughtful processes, and when you combine them, you deliver a positive candidate experience Hiring Job offer Placement Credits and certifications Application review Pre-screening Selection for interviews Candidate selection Candidate rating Reference checking Candidate review Job fairs Building tours Interviews Interview scripts B 7

8 Interscorer reliability You can have interscorer reliability without breaking the budget Define the traits of a successful candidate Define your interview questions and know how to rate responses Train your administrators and supervisors Monitor the rating of candidates Challenge interviewers to justify their rating(s) B 8

9 How many candidates to meet The more you meet, the more you understand the talent pool Recruit early develop relationships with universities Attend monthly job fairs beginning in December Meet all candidates that match your hiring profile Coordinate candidate visits to the district and know how they are scoring Attempt to get a minimum of three administrators to score each candidate M 9

10 Qualities of a successful teacher History of success Studentfocused Excellent communication skills Leadership Judgment Academic achievement Fallibility Intelligence Success Work ethic M 10

11 How to assess teacher strengths Pre-screen and screen (technology can support) Develop and utilize a standardized, clear scoring guide Understand how an individual s gender, personality and cultural background impacts the interview Coordinate and conduct a well-planned, thorough reference check (technology can support) B 11

12 Communication How do you market your vacancies? How does a candidate know their current status? How do you communicate efficiently with a large number of candidates? How do your administrators access job applications, transcripts, letters of recommendation? How do you track the top-scoring candidates? B 12

13 Are you maximizing your applicant reach? B 13

14 Knowing your applicant pool B 14

15 Candidate viability B 15

16 Managing interviews M 16

17 The impact of customer service Remember: Top candidates choose people To provide exceptional service to your candidates, you must know answers to the following questions: How do administrators view teacher candidates? How do you keep candidates informed? How do you make candidates feel welcomed and valued? What does your district offer the candidate? People don't care how much you know until they know how much you care. -Theodore Roosevelt B 17

18 Job offer process Consistency of information is essential Understand their needs Clear roadmap of future actions for both parties B 18

19 Teacher placements How do you decide who goes where? Remember: Teachers work for the district, and you are their coach A few hints for deciding where to place a teacher: Ask the candidate! Schools in need of improvement will benefit from top teachers Be honest and open with candidates about their placement M 19

20 Feedback loop Have you asked the following How satisfied were you with the application process? How satisfied were you with the communication during your hiring? How satisfied were you with the support you received from HR? How satisfied were you with the interview process? How satisfied were you with the process post-interview? What were the strengths of the recruit and hire process? Where do we have opportunities to improve the recruit and hire process? Use this information to improve your processes! M 20

21 Strategic Hiring Dr. Mark Frost Retired assistant superintendent of HR services, Park Hill Schools, Kansas City Strategic accounts executive, PeopleAdmin Dr. Robert Vogelaar Assistant superintendent for human resources services Liberty School District, Liberty, Missouri 21