citizenship; disability; gender, sex, or sexual orientation; marital, family, or pregnancy status; and race, color, eth- nicity, or religion. Respect an interview candidate’s pro- nouns, which they may include on their curriculum vitae or job application; referring to a candidate by the incor- rect pronoun can upset the candidate and embarrass the hiring committee. Monitor the district’s online job board and remove any postings that have been filled or canceled. Acknowledge each candidate’s application submis-
sion. If your district uses a web-based recruitment tool, the system usually emails applicants when their submis- sion is complete, again when their application has been reviewed, and then when the position is closed.
Applicant Screening
The hiring process begins with the applicant screenings. According to some estimations, the initial review of a résumé takes between six and seven seconds. That is the time it takes to screen out applicants who clearly don’t have the skills or experience listed in the job posting. The next step is to separate the applicants into two groups: those whose skills align with position require- ments and those whose applications will require more time and a keen eye to detect behavior-related red flags, such as a teacher who has worked in six different districts in 10 years. The Society for Human Resource Manage- ment suggests that a candidate’s past behavior is the best predictor of how the candidate will behave in the future.
The Interview
Experience during the past two years has shown that using Google Meet or Zoom is sufficient for the initial interview screening process. However, finalists should be brought in for face-to-face interviews. It is difficult to gauge soft skills in a virtual interview, and most orga- nizations have space to accommodate social distancing in meetings.
Establishing and enforcing a timeline is important throughout the interview process. Allot a specific amount of time for each interview and let the hiring committee members and the candidates know that the interview schedule will be maintained.
The importance of using a consistent set of interview questions cannot be stressed enough. Asking applicants different sets of questions can open the district to accusa- tions of unlawful hiring practices and possible lawsuits. When developing questions, it’s helpful to reach out to colleagues in similar districts for ideas, but tailor the questions to your vacancy so you can ensure that the potential new employee not only is qualified, but is the right fit for the organization’s culture. General, routine questions will not provide the more in-depth
16 APRIL 2022 | SCHOOL BUSINESS AFFAIRS
information you need to find the ideal candidate. Think back to a new hire who looked great on paper and knocked the interview out of the ballpark but ultimately couldn’t deliver on the soft skills to survive the culture. Allow each committee member to ask one open-ended question, and leave time at the end for candidates to ask their own questions of the committee. Schedule 15-minute breaks between interviews.
Post-Interview Process
Continue to maintain the hiring schedule, even after the interviews. Candidates should not have to wait for weeks to find out that another person got the job. Leav- ing candidates in limbo negatively affects an organiza- tion’s reputation. Disgruntled employment candidates are more likely to tell friends and family about a nega- tive interview experience than a positive one. Remind members of the hiring committee that the process demands a degree of confidentiality. Most candi- dates do not inform their current employers that they are job hunting. Breaching confidentiality will damage not only the credibility of your interview process, but also the credibility and culture of your school district. Concerning references, don’t check references for candidates who aren’t being moved forward as finalists. Knowing their references are being checked may give candidates false expectations; it also may cause conflict with a current employer.
The questions asked when checking references should be carefully thought out and consistent. Consider email- ing the questions to the candidates’ listed references and asking them to respond in writing. This procedure usu- ally results in a high return rate.
Final Steps
You’ve completed interviews, checked references, and identified a viable candidate. The next step is to offer the job. The offer should be in writing and include the important details: job title, start date, salary and benefits, and any contingencies, such as maintaining professional licensure, grant funding, or passing a drug screening. If the candidate works under an individual employment contract, that should be noted. Ask the candidate to accept or decline the offer by a certain date. Ultimately, the goal of the interview process is to hire the most qualified person who will fit the position well in your municipality or school district. Ensuring a smooth, consistent process will pave the way for a long- standing employee–employer relationship and will open the door to happier and more engaged employees.
Anne Marie Tucciarone-Mahan is director of human resources for North Middlesex Regional School District in Townsend, Massachusetts. Email:
hr@nmrsd.org
asbointl.org
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