Omprehensive Teacher Recruitment Process

2y ago
31 Views
2 Downloads
4.12 MB
102 Pages
Last View : 16d ago
Last Download : 2m ago
Upload by : Axel Lin
Transcription

ComprehensiveTeacher Recruitment Process

(This page intentionally left blank.)

Table of ContentsIntroduction .1Guiding Questions for a Comprehensive Recruitment Process .2Overview of a Comprehensive Recruitment Process .3When and how do districts/schools prepare to find the best teacher applicants? .4Examine Current Status of Staffing Needs and Recruitment Efforts .4Develop Timelines for Recruitment and Selection .6Example of Providence Rhode Island’s Transfer, Assignment, andHiring 2015-16 Timelines .7Develop/Update Clear Recruitment Materials . 11Create an Ideal Candidate Profile for Screening and Selection .12Align all Recruitment Messages .13Job Announcement Postings.13District/School Profile .14Identify Multiple Sources and Strategies for Recruitment . 15Prepare District/Schools’ Social Media to Recruit Teachers . 18Consider Differentiating Recruitment Strategies for Targeted Candidates. 22What are the most effective recruitment approaches for districts/schools? .26Establish a Recruitment and Selection Team . 26Develop and Implement a Comprehensive Recruitment Plan . 27Analyze the Outcomes and Effectiveness of Recruitment Sources andStrategies . 30Example of Analyses of Teacher Recruitment Methods andOutcomes .31Maintain Job Announcements, Advertising, and Recruitment Files .33Summary .33Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkiti

References .35Key Web Resources for Recruitment .40Appendices .45Appendix A Suggested Delaware Proposed Teacher Recruitment andSelection Timelines. 47Template: To Create SY Calendar for Recruitment and SelectionTimelines .49Appendix B Examples of Job Announcement Postings . 51Appendix B.1. Example of Recruitment Messages and Materials . 57Examples of School District Recruitment Materials .59Examples of Charter School Recruitment Brochures .65Appendix C Template: School Profile TNTP . 71Appendix D Examples of Join Delaware Schools Web Site and FacebookPage . 73Appendix E Examples of Districts Using Social Media for Recruitment . 79District of Columbia’s Public Schools YouTube Page for Recruitment . 79Appendix F Example of a Recruitment Plan . 85Template: Recruitment Plan .87Appendix G Template: Analysis of the Outcomes and Effectiveness ofTeacher Recruitment Sources/Strategies. 89Background Information .91Maintain Job Announcements, Advertising, and Recruitment Files. 91Example of Job Descriptions that Reflect Critical Competencies . 93Job Description Example: Opportunity Culture Subject SpecializationTeacher. 95Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkitii

“The first step to ensure a high quality teacher is in everyclassroom is recruitment.” (Dozier & Bertotti, 2000).IntroductionRecruitment is a process by which a district/school ensures that it has the largestand strongest pool of qualified applicants for a position. Recruitment, as part of ahuman capital strategy that matches the needs of a public district/school, oftenmeans approaching teacher recruitment and selection differently (Gross &DeArmond, 2011). Rather than waiting to see who applies for a posted position, theyconstantly seek candidates through formal and informal activities. Often, the mosteffective districts/schools take an ongoing and more proactive approach to teacherrecruitment throughout the school year (Gross & DeArmond, 2011).According to the Delaware Department of Education (2012), the key components ofa human capital strategy addressing teacher recruitment include:Prioritizing the recruitment of educators;Projecting hiring needs through vacancy/attrition data;Delivering clear and early messages;Building talent pipelines/partnerships at the local and state levels; andPositioning school/district leaders to make key hiring decisionsThis section of the guide provides an overview of a comprehensive approach to therecruitment of staff, particularly teachers.Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit1

Guiding Questions for a Comprehensive Recruitment Process1. When and how do districts/schools prepare to find the best teacherapplicants?2. What are the most effective recruitment methods and activities?Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit2

The figure below presents a graphic representation of the key aspects of acomprehensive recruitment process that will answer each of the guiding questions.Overview of a Comprehensive Recruitment ProcessExamine staffingneedsMaintain jobannouncements,advertising andrecruitment filesAnalyze theoutcomes andeffectiveness ofrecruitmentsources andstrategiesDevelop timelinesfor lear recruitmentmaterialsIdentify multiplesources andstrategies forrecruitmentDevelop andimplement arecruitment planForm recruitment& selection teamComprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit3

When and how do districts/schools prepare to find the bestteacher applicants?The districts/schools that find the best teacher applicants engage in the following majoractivities: examination of the current status of staffing needs and recruitment efforts;development of timelines for recruitment and hiring; the update/development of a varietyof clear recruitment materials; the identification of multiple sources and strategies forrecruitment; and the development of a comprehensive recruitment plan. Each of these willbe briefly melinesDevelop/update ntsources/strategiesEstablishrecruitment &selection teamDevelop ruitmentMaintainannouncements,advertising & filesExamine Current Status of Staffing Needs and Recruitment EffortsPrior to developing a comprehensive recruitment approach, a district/school may want toexamine the current status of staffing needs and recruitment efforts. For example, here isa set of potential questions to use: Qualifications and Experienceo What percentages of teachers are teaching outside their certification area?o What percentages of teachers are on provisional/emergency licenses?o What is the number of teachers with a master’s degree in a content area?o What are the percentages of non-traditional teachers (e.g., long-termsubstitutes, visiting teachers)?o What percentages of teachers are in their first year of teaching?o What percentages of teachers received evaluations of ineffective or are onprobation? Current and/or Anticipated Shortageso What percentages of teachers leave during the academic year?o When do teachers leave in their career? What percentages of teachers leavein the first three years of employment?o Have you considered all retirements, resignations, non-renewals, and/orteachers on waivers?o Does your district/school anticipate any changes in student enrollment? Ifyes, what are the implications for staffing?Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit4

Equity Gaps*o How many high-needs schools have inexperienced teachers (less than 3 yearsof teaching experience)? Which high-needs schools have more inexperiencedteachers?o Which high-needs schools have higher rates of teacher turnover?o What percentages of teachers leave by race/ethnicity? By studentrace/ethnicity?o What are the percentages of teachers with ineffective evaluation ratings inhigh-needs schools? Previous Recruitment Effortso What is the total number of applicants per teaching vacancy that thedistrict/school received in the past 2 years?o How diverse were your recruitment efforts?o What was the number of recruitment dollars spent per teaching vacancy?o How effective were these efforts in the district/school reaching theirrecruitment goals?o What are the major sources of hires?*Equity gaps are defined as the difference between the rate at which certain groups ofstudents (e.g., minority or high-poverty) are taught by excellent teachers and leaders andthe rate at which their peers are taught by such teachers and leaders.Sources for Questions: Center for Public Education (2008), Center on Great Teachers andLeaders (2015), and Delaware Department of Education (2015).Based on a summary of data and outcomes from questions listed above, the next step is toidentify priorities and develop a timeline for recruitment and selection.Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit5

elop/update ntsources/strategiesEstablishrecruitment &selection teamDevelop ruitmentMaintainannouncements,advertising & filesDevelop Timelines for Recruitment and SelectionThe most effective districts/schools realize that recruitment and selection is a year-roundjob that requires creativity and entrepreneurship to make sure that the best candidatesare hired (Gross & DeArmond, 2011). For example, Rocketship Education identifiescandidates the year before it plans to hire by July/August and offers letters byMarch/April (TNTP, 2012). Achievement First hires on a rolling basis so that 75% ofhiring is completed by June (TNTP, 2012).Waiting to the end of the school year or summer to recruit and select teachers limits adistrict/school’s ability to compete for top candidates (TNTP, 2012). Districts/schools needto hire by May 1st at the latest to be competitive for the best candidates.Provide Notification Incentives to Teachers who Intend to Retire. To promoteearly hiring, districts and schools institute policies that provide incentives to teachers whointend to retire or resign at the end of the school year by informing the district/school oftheir intent to retire ((Robertson-Kraft & Hejlek, 2016). For example, the 2015 DelawareTalent Practices Report identified that five districts reported offering bonuses to teacherswho notify the district of their intent to retire (Robertson-Kraft & Hejlek, 2016). All fivehad retirement notifications between December 31st and March 1st.To improve the recruitment of teachers, it is recommended that districts/schools:Plan ahead by projecting hiring needs/developing a staffing plan for the next schoolyear;Post general job announcements for anticipated and known vacancies early in theschool year;Define the ideal teacher and competencies needed and develop/update recruitmentmaterials early in the school year;Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit6

Identify key talent pipeline sources and strategies for distribution of district/schoolmaterials;Develop and implement a comprehensive recruitment plan for the next year;Analyze the outcomes and effectiveness of recruitment sources and strategies; andMaintain job announcements, advertising, and recruitment files.Example of Providence Rhode Island’s Transfer, Assignment, and Hiring 2015-16TimelinesPhase I: Pre PlanningNovember 12The Teaching and Learning Division will determinethe programmatic expectations for schedulingneeds (MS & HS)November 12The Teaching and Learning Division will update theProgram of Studies (MS & HS)November 12Special Ed and ELL program structures will bedetermined (MS & HS)November 13Principals will receive a draft of the MS & HSScheduling Guidelines and HS Program of StudiesNovember 24Schools will determine their schedule structure (MS &HS)November 24Schools to vote on proposed schedule, if necessary (MS& HS)December 4Executive Directors will create gradestructures (ES); Set school capacities (MS &HS)December 4School Counselors will begin scheduling currentstudents in Skyward to create course tallies (MS &HS)December 4Principals will receive Grade Structures (ES)December 4Principals will receive final Scheduling Guidelines,staffing forms and capacities (MS & HS)Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit7

December 17Principals will send staffing sheets to ExecutiveDirectors for review (MS& HS)February 16-19Executive Directors will meet with HR andPrincipals to determine staffing (MS & HS)February 22-26Executive Directors will meet with HR andPrincipals to determine staffing (ES)February 1Superintendent & the Finance Department willreview staffing adds and cutsFebruary 1ES Principals begin scheduling current students inSkywardFebruary 8Executive Directors will readjust staffing needs, ifnecessaryFebruary 17Layoff notifications, if necessaryFebruary 22Layoff recommendations presented to School Board, ifnecessaryPhase II: Identification of Vacancies, Displaced Teachers and InterviewCommitteesJanuary 11-15Mutual Consent Process for eligible positionsJanuary 12-26Identify Interview Committee MembersJanuary 12-20Dept. Teacher Leader Opt-outJanuary 25Preference sheets distributed.January 29Preference sheets due.March 3Completion of staffing/Displaced teachers notifiedMarch 1-4Interview Committee TrainingPhase III: Tenured/Probationary Teacher Mutual Consent HiringMarch 10 go live dateVacancies posted after clearing Recall Layoff list,candidates begin application process and teamsbegin application screening processMarch 16Application deadline.Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit8

March 17Most senior applicant identifiedMarch 22Deadline for extending interview invitations.March 24Deadline for scheduling interview.March 31 & April 2First Hiring FairApril 2Offers/Acceptance process begins at the conclusion ofthe last interviewApril 8Deadline for extending offers48 hours from date of offer/April Deadline for accepting offers15May 2Round II of postingsMay 8Application deadline.May 9Most senior applicant identified.May 11Deadline for extending interview invitation.May 13Deadline for scheduling interviews.May 19 & 21Second Hiring FairMay 21Offers/Acceptance process begins at the conclusion ofthe last interview.May 26Deadline for extending offers.48 hours from date of offer/May Deadline for accepted offers.28Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit9

Phase IV: Displaced Teacher AssignmentJune 3Reassignment of remaining displaced teachers toformer school, if position becomes available.June 6Displaced Teacher Assignment Process beginsJune 14 (MS HS)Displaced Teacher Assignment MeetingJune 15Elementary &Special Groups)Phase V: Criterion-Based HiringJune 17Identify vacancies after clearing Recall Layoff list.June 17-July 17Criterion-Based Hiring (school level)July 18Teacher Placement by Human ResourcesSource: Providence Schools and Providence Teachers Union (2015).The next step is the development or updating of recruitment materials that reflect thedistrict/school and highlight the backgrounds and experiences needed for anticipatedopenings.Please refer to Appendix A for SuggestedTeacher Recruitment and SelectionTimelines and Recruitment CalendarTemplate.Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit10

elop/update ntsources/strategiesEstablishrecruitment &selection TeamDevelop ruitmentMaintainannouncements,advertising & filesDevelop/Update Clear Recruitment MaterialsA key aspect of a comprehensive recruitment process is for a district/school to have avariety of updated clear recruitment materials available for distribution to potentialapplicants through a variety of sources and strategies. Potential recruitment materialsinclude the following:Job announcement postings;Specific recruitment messages;Recruitment brochures;Recruitment district/school profile; andRecruitment webpage with application information and email address.Each of these will be described with examples provided in the appendices.Please refer to Appendix B for examplesof district and charter school recruitmentmessages and materials.Recruitment materials need not only describe the position(s) available, but often highlightwhy, potential candidates should consider working in a district/school. For example,TNTP (2012) found that the number one factor that teachers reported attracted them totheir school was the philosophy/mission of the school.Comprehensive Teacher Recruitment Process Delaware Teacher Recruitment and Selection Toolkit11

elop/update ntsources/strategiesEstablishrecruitment &selection teamDevelop ruitmentMaintainannouncements,advertising & filesCreate an Ideal Candidate Profile for Screening and SelectionBefore beginning any recruiting activities, it is recommended that a district/school developa definition of the ideal candidate that is aligned to the district/school’s vision, culture,and performance expectations (TNTP, 2012). The description should also align withevaluation expectations.This profile may be used during recruitment activities by encouraging applicants to reflecton their comfort level with these competencies before applying. In addition, it should beused during the screening and selection process.Several examples of statements on ideal candidates are included.The Peak to Peak Charter School’s statement includes:“The ideal teaching candidate is a student-centered, life-long learner who isp

Jan 20, 2009 · Dept. Teacher Leader Opt-out . January 25 Preference sheets distributed. January 29 Preference sheets due. March 3 Completion of staffing/Displaced teachers notified March 1-4 Interview Committee Training . Phase III: Tenured/Probationary Teacher Mutual Consent Hiring. March 10 go live

Related Documents:

recruitment as early as possible, treating recruitment as a year -round focus, and engaging as many staff members as possible in the process. CALENDAR BEST PRACTICES DESCRIPTION RESOURCES Inclusion of all events that impact recruitment Selection Guide Should outline recruitment goals. Should be holistic and include all recruitment

E-Recruitment is the University's staff recruitment system. It provides an on-line solution covering the end-to-end recruitment process, from the requirement to recruit to the appointment of the successful candidate. E-recruitment, also known as online recruitment, is the

HR Recruitment Tools - Testing and assessment tools - 57 % of the companies use preliminary assessment tools to assess the skills and knowledge of the applicants. Technical assessment is a common practice in the recruitment process of software developers; - Recruitment CRMs - Recruitment CRMs gain popularity with the rise of recruitment

Recruitment Counselor Guide Recruitment Counselor Implementation Timeline, 8 Recruitment Counselor Implementation Timeline The most successful recruitments are planned far in advance, and the recruitment counselor program is a big aspect of the overall recruitment preparation. Every campus is unique, but the following timeline should help give the

Marketing & Communication Plan Illinois Resident Recruitment & Admissions Non-Resident Recruitment & Admissions International Recruitment & Admissions Diversity Recruitment & Admissions Transfer Recruitment & Admissions Campus Visits The market for recruiting and

recruitment are very effective. The main source of internal recruitment is employee referral as rewards are provided to employee to encourage this kind of recruitment. Thiruvenkatraj T R, Nirmal Kumar R (2018) in the research paper titled "A study on recruitment and selection process" is examined and the objective is study process. 3

Welcome to the AGR Graduate Recruitment Survey 2015 - Winter Review. The AGR Graduate Recruitment Survey is the definitive study of AGR employer members and their recruitment practices, providing up-to-the-minute insights into conditions and trends in the graduate recruitment market. It provides regular benchmarking of key market indicators .

Modern Approaches to Management *Separated Bureaucracy from Classical School. Lawal (2012) 1. Classical School of Management 2. Organic or Neo-Classical School (Human Relations and Behavioural Theories) 3. System and Contingency School 4. Dynamic Engagement Era * Agreed with Stoner et al. (2004) by Identifying New School (No. 4) Robbins and Coulter (2009) 1. Classical Approach 2. Quantitative .