Fast-Track Teacher Recruitment - human resource administration in successful hiring and retention of teachers

School Administrator, Jan, 2001 by Franklin Dean Grant

* What do you believe are the attributes of an effective teacher?

Triple Benefits

Still skeptical about the value of the 15-Minute Superintendent Interview? I have found after 21 years in school personnel that a short interview is sufficient to provide me with a great deal of information regarding candidates who have been recommended by principals.

I see three major benefits from my personal involvement in the hiring decision:

* It prevents hiring decisions when I am confident stronger candidates are available. Inexperienced principals sometimes lack the knowledge or confidence to extend a search, particularly in June and July.

* It enables me to provide specific feedback to principals regarding candidates. Such feedback may include improving the quality of reference checks and clarifying specific areas where the new hire may need support.

* It creates opportunities for me to establish a positive professional relationship with all new teachers. My active involvement in the hiring process demonstrates to principals my commitment to hiring outstanding teachers. Getting to know each new teacher allows me to show I care about each teacher's success.

A Shared Duty

As a superintendent, you know the quality of daily classroom instruction is directly correlated to the quality of the teachers we hire. You know the ability to consistently hire outstanding teachers requires years of experience and is best accomplished by professionals working together. Therefore, why would a superintendent decide to forego his or her years of educational expertise by completely delegating the hiring responsibility to others, often to principals with limited experience?

Some superintendents will tell you they believe in site-based management and that principals should have the authority to hire their own staff. I, too, support site-based management, but not when it means no collaboration between principals and the superintendent. Superintendents and principals need to collaborate for the same reasons we expect the principal and teachers to collaborate.

The quality of our schools depends on hiring outstanding teachers and supporting their success. What superintendent can't devote 0.5 to 1 percent of his or her time to the most important decisions we make--hiring the best teachers available? After all, we have so little to lose and so much to gain.

Paul Ash is superintendent of the Westwood Public Schools, 660 High St., Westwood, Moss.