Administrative
Procedure
Recruitment and Selection of
Staff
Current and projected staff
needs provide the basis for staff recruitment and selection. Once needs are
identified, the recruitment and selection process should result in employing a
staff member who is the most qualified to fulfill the need based upon the
candidate's skill, training, experience and past performance.
Identifying Needs
The superintendent, upon
consultation with the appropriate principal, athletic director and/or staff as
necessary will determine the need to fill any vacant position. In the case of a new position, support
from the board(s) must be obtained.
A. Collect
enrollment projects from each school building (use birth data to estimate ÒKÓ enrollment).
B. Compare
building projections with long-range district projections using the cohort
survival ratio.
C.
Establish staffing needs using the lowest projects.
D.
Identify returning staff members, including returns from leave
of absence and excluding retirees.
E.
Identify openings, recognizing the new requirements, goals and
priorities of the district and including possible co-curricular assignment
needs.
F.
Review voluntary transfer requests in relation to the
provisions of the collective bargaining agreement.
G.
Identify possible involuntary transfers in relation to
provisions of the collective bargaining agreement.
Recruiting
A.
Review affirmative action plan and goals.
B.
Develop job description for each necessary position, including
salary range.
C.
Develop job announcement using information from job
description; experience, preparation, salary range and other related
information.
D.
List vacancies with intention to reach potential applicants
from protected employment groups in order to achieve affirmative action goals.
Personnel
Positions: All personnel
positions are created with the approval of the Board of Directors. It is the boardÕs intent to activate a
sufficient number of positions to accomplish the school districtÕs goals and
objectives. Before any new
position is established or funded, the superintendent will present to the board
a rationale including an initial job description, and the purpose and reason
for the position. The position
must be approved at least one month before the final budget is to be voted on
by the board. The board instructs
the superintendent to maintain a comprehensive, up-to-date set of job
descriptions of all positions in the district.
Stipend
Positions: We are committed to
hiring the best-qualified person for all positions. All stipend positions are filled on an annual basis. Continuing contract status does not
apply to stipend positions, even when the position is held by a teacher who has
continuing contract status. All
stipend positions will be posted each year. A person who has held this position who has been recommended
for the position for the following year by the designated administrator only
needs to inform the superintendent in writing that they would like to be
considered for the position for another year. Written notice must be received by the superintendent within
two weeks of posting. If for any
reason, the designated administrator wishes to fill this position with a larger
pool of candidates, the position will be advertised and open for application.
A.
Identify screening and interviewing team with alternates prior
to announcing the vacancy.
B.
Review criteria for screening.
C.
Compile a screening summary report for each candidate to be
considered, including specific reasons for eliminating candidates.
D.
Select candidates to be interviewed. (Note: Findings
should be stated on the screening summary report for each candidate that was
considered.)
E.
Notify rejected applications.
Interviews
In order to hire the candidate
that best fits the goals of the district and the various stakeholders that the
position the employee will be working with, an interview team should be
organized that includes the needed perspectives to select the best
candidate. Depending on the
position being filled, the interview team could include staff (certified and/or
classified), parents and/or students.
A. Prepare for interview by:
1. Reviewing
all duties and responsibilities of the position;
2. Reviewing
the minimum qualifications needed to perform the duties of the position;
3. Developing
a series of questions to be used in interviewing candidates, including
guidelines for what to look for in response to questions; and
4. Reviewing
the candidateÕs application folder.
B. Meet with team to review
interview questions and evaluation procedure.
C. Ask each candidate to
respond to a predetermined setoff questions.
D. Record the responses of
each candidate.
E. Give the candidate
an opportunity to ask any question(s).
F. Inform the candidate
regarding the timeline for hiring.
G. Rate the candidate on a
scale for each response to each question.
H. Ask one clear and concise
question at a time.
I. Avoid
cross-examination or pressure techniques.
J. Insure
fairness by asking the same questions developed from the established criteria
for the position.
K. Abide
by the Human Rights CommissionÕs published list of fair and unfair
questions. For example:
For
Personal Information, ASK questions such as:
1. What
are your specific goals in a job?
2. What
is your overall career objective?
3. What
specific job characteristics are important to you? Why?
4. What
job characteristics would you like to avoid? Why?
5. Do
you have any commitments which would prevent you from working the scheduled
hours for this position?
6. Do
you have any specific health conditions which would prevent you from performing
all the duties of this job?
7. Describe
the best supervisor you have had.
8. Describe
the worst supervisor you have had.
DO
NOT ASK questions such as:
1. Is
it Miss, Mrs. Or Ms? Are you
married? Do you have children?
2. What
does your husband/wife do? Where
do you live?
3. What
is the origin of your name?
4. Do
you mind working for a female or a minority supervisor?
5. Are
you handicapped?
For
Education Information, ASK questions such as:
1. Which
subjects did you excel in at school?
2. How
did you happen to select as your major?
3. Did
you work at a part-time job while at school?
4. Are
you interested in continuing your education? Why? When? Where?
5. Do
you feel your education prepared you for the job you are seeking with us? IN what ways?
6. Were
you involved in any extracurricular activities?
DO
NOT ASK questions such as:
1. Did
you go to school on a scholarship?
2. Where
did you live while attending college?
3. What
organizations did you belong to in school?
For
Military Information, ASK questions such as:
1. What
other kinds of training or schooling have you received?
2. In
what ways do you feel your training will help you in performing this job?
3. What
did you find challenging about your assignment?
DO
NOT ASK questions such as:
1. Were
you drafted?
2. Where
were you stationed?
3. What
type of discharge did you receive from the United States military service?
For
Employment and Experience Information, ASK questions such as:
1. Tell
me about your last job and your major responsibilities.
2. What
were some of the more challenging aspects of your job?
3. Describe
the training you received on your last job?
4. In
what ways do you feel your previous employment will help you in performing this
job?
5. If
we were to contact your previous employer, what would he/she describe as your
strengths? What areas might he/she
suggest for improvement?
6. Which
of your past jobs did you enjoy the most?
Least? Why?
7. What
were your reasons for leaving your last job?
8. May
we contact your present employer?
DO
NOT ASK questions such as:
1. Why
have you had so many jobs?
2. Why
are you coming back to work after so many years?
3. How
do you feel about working with younger/older people?
A. Contact
candidateÕs previous supervisor(s).
Ask prepared list of job-related questions.
B. Visit
and/or observe candidate on site (when possible).
C. Contact
any personal acquaintances who would know about the qualifications of the
candidate.
D. Rate
the candidate on a scale for the response to each question.
A. Review available
information:
1. Credentials
Ð training, experience, and recommendations.
2. Letters
of application, responses to topics on supplementary application.
3. Responses
to interview questions.
4. Contact
with previous supervisors and personal acquaintances.
B. Select candidate to be
recommended to superintendent.
C. Prepare supporting
statements on behalf of the candidate to be recommended.
D. Place
screening evaluation, interview evaluation, and telephone reference check
reports in a file for possible future reference.
A. Review the written
recommendation and supporting information from the interviewer(s).
B. Inform candidate that
he/she will:
1. Be
recommended for the position, provided that the records of the Washington State
Patrol criminal investigation system reveal that the prospective staff member
is free of any convictions of offenses against children and other persons (RCW
43.43.832);
2. Receive
a general statement about the type of contract that will be issued (letter of
intent);
3. Be
expected to verify in writing his/her willingness to accept a contract if
offered;
4. Be
expected to present documents, as per p.1. 99-6003, which establish his/her
identity, and attest, in writing, his/her eligibility to work; and
5. (Classified
staff) may be subjected to a background check with the Washington State Patrol
in accordance with RCW 43.43.830.
C. Present
recommendation to board in executive session (supervisor may be requested to
attend).
D. Employ
candidate at official board meeting noting the type of contract to be issued.
E. Advise unsuccessful
candidates.
A. Secure
official statements regarding the work experience from previous employers.
B. Evaluate
transcript in terms of salary schedule placement criteria.
C. Issue
appropriate contract Ð Replacement, Provisional, Temporary (less than one
year), Supplemental
D. Issue
appropriate business forms and payroll information, register teaching
certificate.
St. John Ð Endicott Cooperative
Schools