Pub. 2 2012-2013 Issue 2

11 References are Important Actively seek and check references. This is a great way to gather information about an applicant’s prior performance. Request reference letters and contact information for references. It is important to check references consistently, not only for the benefit this will offer the school, but to also prevent liability to the school. Having a standard list of questions to ask prior employers can be very helpful. Some good questions to include: • How would you rate the candidate’s work ethic? • Team work? • Attitude? • Communication with others? • Willingness to accept feedback? • Attendance and punctuality? • Strengths or weaknesses? Understand that not all former employers will readily give detailed infor- mation. This is not necessarily indicative of a bad reference. Many employers don’t provide more than the basic employ- ment confirmation as a practice. Having specific questions may help in obtaining at least some information. If possible contact the supervisor or a co-worker who worked closely with the candidate. Sell your school As the pool of candidates is narrowed to the top applicants, selling them on your school becomes important. Great candi- dates will often have other offers. If you have chosen candidates that fit well with the school’s culture and vision, it is time to show them how this is a good fit for them as well. Showcase the things your school does well and the culture that has been developed. If possible take time to introduce them to key staff members and staff who exemplify that school culture. Know your benefits package well enough to sell it and answer simple questions. For more specific benefit questions, refer candidates to HR personnel. Respond to all Applicants Make the effort to always respond to each applicant. This part often gets neglected, but speaks to the culture of the school. Taking the time to respond to applicants, even if it is a rejection, portrays the school in a positive light. Remember that someone who is not a fit now, could be in the future. Thank applicants for their interest, and let them know you will keep their application on file for future positions. Mandee Black has worn many hats during her participation in the charter movement. She was a founding parent for Lakeview Academy of Science, Arts and Technology. Where she served on various committees, had oversight over the school’s initial con- struction and purchasing as she served as a board member from 2006-2009 with two of those years as Board Treasurer. Mandee then went back to school to finish her own education, earning a bachelor in Accounting from Utah Valley University. She now works for Charter Solutions as the business manager for Lakeview Academy. own vision and methods align with those of the school. Creatively craft job listings that will represent the school and draw candidates who fit the school’s culture and vision. “Even a decision that is only 80 percent right, will be great if the person making it has 100 percent commitment; and better than the perfect decision, with only 80 percent com- mitment.” (Lincoln Fillmore) Employees who already exemplify the culture and philosophy of the school will be more effective than those who are implement- ing the school’s vision with only 80 percent commitment. Build a team that exemplifies the important aspects of the charter and culture that has been so carefully created. Interviewing This is your opportunity to determine if a candidate is a good fit. Consider the quali- ties and traits you are looking for and create interview questions that will allow you to observe whether the candidates possess these. Ask open ended, behavioral questions: • Tell me about a time when you had a student who was hard to reach and how you were able to teach them. • Give an example of how you would teach ______ concept. • Give an example of an activity/lesson you would do if funds were not a limitation. • Describe how you organize time/tasks. • Include questions that apply pressure, such as: What makes you better for this job than other candidates? • Give an example of a difficult situation with a co-worker and how you handled that situation. Open ended, behavioral questions allow candidates the opportunity to indicate how they handle situations, as well as an oppor- tunity for you to analyze them. They should do most of the talking, while you listen and assess. As they answer questions pay attention not only to the response, but their tone and manner as well. Do they answer questions confidently, with enthusiasm, and maintain eye contact? Do they answer questions directly? After a while you can tell if a person is a go-getter, hard worker, or if they make good decisions. Well-crafted and relevant questions, will allow you to tell if they fit well with your school’s culture and vision. It is important to check references consistently, not only for the benefit this will offer the school, but to also prevent liability to the school.