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Human Resources Administration in Education
CHAPTER 4: SELECTION
Ronald W. Rebore
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2. Steps in the Selection Process
Writing the Job Description
Establishing g the Selection Criteria
Writing the Job Vacancy Announcement and Advertising the Position
Receiving Applications
Selecting the Candidates to be Interviewed
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3. Writing the Job Description: Job Analysis
Observation: direct observation of employee performing job
Individual Interviews: extensive interviews and analyzed results are complied into the job analysis
Group Interviews: similar technique to individuals interviews
Job Questionnaire: employees check or rate tasks
Consulting: experts describe tasks that should be performed by certain employees
Supervisor Analysis: consultation with the supervisor
Diary Method: employees maintain diary of daily activities
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4. Establishing the Selection Criteria
Without criteria, each interviewer is left to his or her own discretion in determining if an individual will be able to perform the job.
The use of selection criteria also can become a method for quantifying the expert opinions of those who will interview candidates.
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5. Writing the Job Vacancy Announcement and Advertising the Position
Human Resource department writes and publishes job vacancy announcements.
Announcement should include a deadline for receiving applications.
Provide sufficient time to implement the selection process.
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6. Receiving Applications
One person in the central office should be assigned to receive all applications.
Date and attach college transcripts to candidate application.
Compile a master list of all candidates.
Keep applicants informed during the application process.
Immediately notify applicants who did not turn in applications before the deadline date.
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7. Selecting the Candidates to Be Interviewed
Definition of an Interview: structured conversation with direction and format moved in a direction dictated by occasion
Types of Interviews: standard and open-ended
The role of the Interviewer: director, evaluator, facilitator
Legal Implications of Interviewing: common questions have legal implications
The Art of Questioning: a skill that is acquired through experience
Group Interviewing: effective and efficient
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8. Checking References and Credentials
Credentials: transcripts, certifications, verification of health
Letters of Reference: HR administrator must contact those who wrote the letters; evaluate glowing, inferior performance, and vague letters
Criminal Background Investigation: dependent upon district policy, state statutes, and the HR administrator
Unlawful Employment of Aliens: The Immigration Reform and Control Act, 1986
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9. Implementing the Job Offer and Acceptance
Professional Positions: may require interview with superintendent, formal job offer, contract approved by the board of education
Classified Positions: may require interview with superintendent but usually accept recommendations of HR, employment may commence at a mutually agreeable time
Notifying the Unsuccessful Candidates: good PR dictates that all applicants be notified
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10. Principles of Constructing Application Forms:
Emphasizes detailed and extensive factual information about the individual, little attention towards the individual’s attitudes, opinions and values
Emphasizes the applicant’s attitudes, opinions, and values
Only ask for information you need to know
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11. Copyright © Allyn & Bacon 2007
A Final Note
Employment Tests: testing has definite limitations and legal implications and the results must be interpreted in relation to the interview, references, and other employment documents
Assessment Centers: used primarily for management positions; present simulations dealing with problems that will most likely be faced on the job
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