Improving Teacher Recruitment: Lessons I Learned in My Talent Acquisition Journey

Alright, leaders. Let's talk about the elephant in the room: teacher recruitment. We are all well aware of the staffing issues many of us face. People apply, have a great interview, and get hired, and then you never see them again. Then you have this scenario: you hire someone, and they show up for a few weeks. Suddenly, they call out repeatedly until you have no choice but to let them go. I'll give you one more. Someone comes in with a fantastic resume and has a great interview, and you hire them. You quickly regret that decision because their resume does not match their work ethic.

This all sounds familiar, right? I could go on with the scenarios, but you get the point. We have all had a time when we regretted a hiring decision. It is easy to do, especially when you are pressured to find help. Having adequate staff members is important, but having quality staff is even more critical. So the question remains: How do you get staffed and keep the quality staff around? One way to do this is through effective employee retention strategies, which can give you a sense of security in your workforce planning. 

Disclaimer: It is important to avoid asking questions that would be considered offensive or lead to legal complications during the hiring process. Hiring practices should adhere to all Equal Employment Opportunity Laws, ensuring fairness to all applicants. However, it's also important to remember that adaptability and acceptance on the employer's part are essential. This flexibility can reassure you and the applicants that the process is lawful and equitable.

Please note that the steps suggested here are not the only way to conduct an interview. These are suggestions that work best for me when looking for staff. Everyone needs to be allowed to prove themselves; an interview is only the first step in that process. With that being said, let's dive in. 

The Talent Search

Let's start at the beginning. You recognize you need to hire a few new staff members to your team. You post the position and begin your search. Filtering through applications, you pick the resumes that look top quality. These resumes will have:

1. Educational Requirements: A few academic requirements may be necessary, depending on the position. These needs will be based on the position and state requirements. 

2. Job Tenure: This can be tricky because people leave positions for many reasons. However, when you hire, you want to know that the employee won't leave in a few months. Always address any gaps in employment or job hopping in the interview.

3. Prior Employment: The resume will include any prior employment with a brief description of the duties in these previous positions.

4. Skills: The resume will showcase the applicants' skills. What are their strengths, and are they what you are looking for in an employee?

5. Presentation: The resume is organized in an easy-to-read format. It is presented in a way that is easy to read and clear about previous positions, education, and skills.

The Pre-Interview

Rushing through an interview does no one any good. In the end, it leads to turnover and repeating the process. Setting aside time to sit down and properly interview a candidate is necessary. The interviewing process is different for everyone. For me, it started with the phone call to set up the interview. 

Here are several questions I kept in mind when calling for interviews. 

1. How does this person answer the phone? Phone etiquette is important, especially if they apply for a position where they must be on the phone with clients, parents, etc. 

2. Are they interested? It's ideal for them to be interested in the position they applied for. You want to hire someone who is invested in their work. 

3. Do they ask any questions? It is not a requirement for an applicant to ask questions, but sometimes, their questions during this phase, will help to determine if you all would be a good fit for one another.

First impressions have an impact, and that includes over the phone. Those questions were for me, and I paid attention to them during the conversation. Now, I always ask a few questions to screen applicants. Questions on any of the following are a quick way to determine if they are the right candidate and worth a formal interview. 

1. Availability

2. Educational Requirements

3. Confirming that they know the position they applied for

4. Any other short answer questions that may be important to know 

Try to keep your phone conversation within ten minutes. You do not want to have the full interview over the phone. The critical piece is when you meet them in person. Remember, time is your most valuable asset.

The Interview

Take a moment to reflect on your interviewing process. Do you feel unprepared or rushed? Do you have your list of questions, or are you "winging it"? Do you take notes or listen? I have been guilty of all of the above at some point. Proper preparation is key to a good interview. It leaves you feeling more confident, ready to lead the meeting, and able to address any questions. So, how does one prepare?

1. Time Blocking: When setting up your interviews, block time out of your schedule to focus solely on the applicant. Be sure to have someone available to cover your usual tasks during this time so you have fewer interruptions. 

2. Questions: Having an outline of the questions you want to ask will help you stay in control of the meeting. It will keep you focused on what you need to know concerning the job and help prevent blanking or going off on tangents. 

3. Note Pad: It is important to take note of the candidates' replies, especially if you are doing this via a job fair style. Trying to keep track of who is who or who said what can become difficult. Make it easy on yourself by taking notes to help you remember who said what during the interviewing process. 

4. Space: Have a designated interviewing space that is clean and free of distractions. This space will show the candidate that you take this process seriously and value their time.

Remember, the interview is for both parties. While you may be the employer, the candidate is also interviewing you. They are watching your mannerisms. They want to know if you are someone they can work for. Are you organized and confident, or does this place seem chaotic? How are the staff acting here? Do they seem happy or stressed? Preparedness complements your leadership skills. It shows the candidate you are someone they can respect and trust. It shows you are confident in your abilities to lead your team.

Adaptability

I wanted to address adaptability. We expect our teachers to be able to adapt to their students and differentiate for those who learn differently. Have you ever thought about the effect this may have on an interview?

We all have gone through an interview before. Remember the rush of emotions you had right before or maybe even during. No amount of prep will ever have you fully ready for the interview. We know everyone is different. Not everyone tests the same, handles situations the same, etc. Therefore, why would you interview every candidate the same?

Your list of questions is a guide to you. The questions help you get the answers you need about the candidate regarding the position they applied for. They are not there to be read verbatim in question/answer format every time. You may have an uber-confident candidate; a questions-and-answer style interview works great with them. On the other hand, you may have an extremely nervous candidate. This interview style may make it hard to gather what they know. It may be hard to see their true qualities if you are spitting questions out one after the other. A casual approach could help this candidate open up about what they know and make them feel more comfortable showcasing their abilities. 

Your job as the interviewer is to make your candidate feel as comfortable as possible. We are more likely to open up and share when we feel relaxed. First impressions are important, but think about times when you have been nervous, scared, and uncertain. Is it a genuine first impression of who you are? Why should we make the interviewing process a scary feat that makes people vulnerable? As an employer, you want to know who your candidate is, and you can find this out faster by creating a comfortable environment during the interview.

Making a Decision

When the interviews are over, it is time to make a decision. You start reading through your notes, filtering out who you want to hire. As you read, a few follow-up questions come to mind. Calling the candidate back and asking a few clarifying questions is acceptable. You make notes and tell them you will call back with your final decision shortly. So, what are we looking for as we filter through the interviews?

1. Attire: How did these individuals present themselves? Did they attempt to put together an outfit that was presentable and clean? I use what I expect my staff to wear as a baseline. Were they, at minimum, presented in a way that I would expect my staff to dress? For example, if I allow jeans in the workplace, I would accept jeans in an interview. 

2. Nonverbal skills: How did these individuals engage with us? Were they slouched down the whole time? Did they make eye contact a few times throughout the meeting? I use nonverbal communication as a way for me to see someone's confidence and comfort. I do not use it as a way to determine what they know. I use their nonverbal cues to guide the interview. I have hired many candidates with poor nonverbal communication skills who have become outstanding employees and others who have not. It is important to remember that there are groups of people, such as the neurodiverse community, that struggle in this area. Note their nonverbal skills, but don't let it be a determining factor in their ability.

3. Answers: How did they answer your questions? Were they competent? Could they hold a conversation? Did they ask questions? Did they seem authentic in their responses, or did the answers seem rehearsed? Here is where you can determine if the candidate knows what they applied for and if they have a strong enough background in the field to fit your needs. Are they giving QUALITY answers that can lead to a strong, qualified employee? 

4. Your Gut: Is there anything that you are doubting? Were there any bad impressions? Would they be a good asset to your team? Listen to your internal instincts. Here is where the follow-up phone call comes in. Use the phone call to clear up any uncertainties and ask additional questions. If they said or did something in the interview that had you questioning if they would be a good fit, there are ways to politely and professionally address this. Address it before you hire to prevent issues later. Use your discretion with this. Don't let your instincts be the only reason someone isn't hired; instead, use them to clarify any doubts.

The Start of Retention

The interviewing process is the first step in employee retention. Take the time to have a thorough talent assessment. It can be stressful when understaffed, but it is the best way to ensure the staff hired meets the quality you are looking for. You want to have a variety of skill levels on your team. From newbies to veterans, this is what brings a diversity of knowledge. The goal is to have a dedicated team that cares and is committed. Lead by example and start from the beginning. Implement these strategies in your next hiring process. Your staff will appreciate your time finding the right candidate to bring value to the team.