Transcript HR Admin in Ed Ch 4

Human Resources
Administration in Education
CHAPTER 4: SELECTION
Ronald W. Rebore
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Steps in the Selection Process
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Writing the Job Description

Establishing g the Selection Criteria
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Writing the Job Vacancy Announcement
and Advertising the Position
Receiving Applications
Selecting the Candidates to be
Interviewed
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Writing the Job Description: Job
Analysis
1.
Observation: direct observation of employee performing job
2.
Individual Interviews: extensive interviews and analyzed
results are complied into the job analysis
3.
Group Interviews: similar technique to individuals interviews
4.
Job Questionnaire: employees check or rate tasks
5.
Consulting: experts describe tasks that should be performed
by certain employees
6.
Supervisor Analysis: consultation with the supervisor
7.
Diary Method: employees maintain diary of daily activities
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Establishing the Selection Criteria
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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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Writing the Job Vacancy Announcement
and Advertising the Position
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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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Receiving Applications
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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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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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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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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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Principles of Constructing Application
Forms:
(1)
(2)
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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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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