HUMAN RESOURCE MANAGEMENT Ensuring a Fair, Successful
Hiring Process Considerations as districts search for the ideal employee. By Anne Marie Tucciarone-Mahan
T
he hiring process has evolved dramatically over the years. In the past, the hiring manager placed ads in the newspaper, reviewed résumés, and then sat behind a desk and asked the job
candidates a set of outdated, predetermined questions while the nervous applicants worried about offering the “right” answer—or the one the candidate thought the hiring manager wanted to hear. Today’s hiring process is likely to be an interactive dia- logue between the applicant and the hiring team, with the applicant and team, in essence, interviewing each other. Regardless of the format, the hiring process should be professional throughout, from posting the job to acknowledging applications, interviewing candidates, offering the job, and speaking directly to candidates who were interviewed but didn’t move to a final round or get a job offer. A coordinated and efficient process will provide
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the school district with high-functioning, motivated, and loyal professionals who want to make a difference in the lives of the students and community they serve. Here are some best practices for ensuring a successful hiring process in your district.
Postings and Applications
The job postings should outline the duties and responsi- bilities so the district attracts candidates with the skills and experience to perform the job effectively, including the soft skills to fit into your district’s culture. Soft skills may include teamwork, critical thinking, creativity, inter- personal skills, and communication.
Be wary of language in job descriptions and interviews that could be construed as illegal, such as references to age or genetics; birthplace, country of origin, or
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