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Using Authentic Assessment in your Hiring Process

Using Authentic Assessment in your Hiring Process. David G. Title, Superintendent Bloomfield Public Schools Bloomfield, CT AASPA Annual Conference Hartford, Connecticut October 13, 2009. An Effective Selection System:.

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Using Authentic Assessment in your Hiring Process

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  1. Using Authentic Assessmentin your Hiring Process David G. Title, Superintendent Bloomfield Public Schools Bloomfield, CT AASPA Annual Conference Hartford, Connecticut October 13, 2009

  2. An Effective Selection System: • Maximizes the probability that the best qualified candidate will be offered the position. • Is Criteria Driven • Is Systematic and Consistent • Is Legal • Is Comprehensive

  3. An Effective Selection System: • Uses well-trained screeners/interviewers • Could be a variety of individual roles • Treats all applicants with respect (first impressions are critical) • Includes appropriate and thorough background checks (not discussed here)

  4. Benefits of an Effective Selection Process • Greatest chance that the most-qualified applicant in the pool has been offered the position • Security of knowing that a criteria-driven system, systematically applied, has the best chance of withstanding legal challenges • Provides a more forceful shield from political challenges • Best Return on Recruiting Investment

  5. Steps in a Comprehensive Selection System: • Identify openings • Identify criteria • Rate applications to identify who is invited to initial in-person screening (Ten minute interview option) • Select & train screening committee members • Set up and conduct the first in-person screening • Identify candidates for second screening, including demonstration lesson, writing and follow up interview.

  6. Steps in a Comprehensive Selection System: • Make hiring decisions • Notify successful candidates by telephone as soon as possible • Notify unsuccessful candidates in writing as soon as positions are filled • Conduct debriefing session with selection team members (what happened and why)

  7. “Yeah, but it takes too long” • Time does matter • Do the whole process but do it quickly • Number of applicants determines how long the process will take • How much time will it take to remediate the problem if you use sloppy hiring practices? • A comprehensive process demonstrates a seriousness of purpose to top candidates

  8. Conditions Necessary for Successful Implementation • Support of the Superintendent • Board of Education Support (no cronies) • Volunteers from among staff and others • A designated leader for each search • See Handout “Duties of the Selection Team Leader”

  9. A Criteria Driven Process • What are the skills and characteristics needed in the ideal candidate for this position? • Usually done by administration • Drives rest of process • Legal protection and good practice • Customized to each position and/or school (not generic) • May be objective or subjective • When you do not select criteria……..a mess! • Activity: Set Criteria for a Position

  10. Assessing Criteria • Use of Rating Sheets by position • Some can be determined by paper screening • Some can be assessed in the interview • Some need authentic assessment, including teaching a demonstration lesson. • Activity: Assessing the criteria

  11. Advantages to Process • There is a system that is consistently applied to all applicants even if decentralized • Individual whims of selection team members are minimized in favor of criteria-based judgments • Clear, established ground rules are easier to follow • YOU ensure the system is followed consistently

  12. Training the Selection Teams • How to conduct an interview • Legal issues in the hiring process • How to write interview questions • Role of the site based team vs. role of the central office & Human Resources • Role of each individual on the team • Establish ground rules such as confidentiality • Voting vs. consensus

  13. Follow Good Interview Procedures • All candidates are asked same set of predetermined questions • Everyone assigned questions and order • Assigned greeter and introducer • Run on time • Make eye contact; take notes; use names; smile • See Handout “The Interview” and “Do’s and Don’ts of Interviewing” • Activity: Advantages/Disadvantages of Interviews

  14. Good Interview Questions • Are relevant to the pre-established criteria for the position • Maximize use of allotted time (non-trivial) • Help distinguish among candidates • Open-ended with no implied correct answers • Provide new information not available elsewhere • Legal (see handout “20 Questions to Avoid”)

  15. Why use Authentic Assessment? • Limitations on paper screening and traditional interviews • Link back to the criteria established for the position • Teachers will never interview with us again after they are hired (probably) • Helps withstand political pressures

  16. Sample of Authentic Assessments • Scenarios • Case studies • Simulations • Evaluate student writing samples (could be sent in advance)

  17. Samples of Authentic Assessments • Video analysis (principals, writing station) • Prepare a talk (principals; advance) • Unit Design (secondary) • In Box activity (principals) • Logistics – the Round Robin • Activity: Share authentic assessments

  18. Why The Demonstration Lesson? • Limits of paper screening and the traditional, structured interview • Interview questions become targeted to specific, observable behaviors • We hire people to teach students, not interview with adults • Local political pressures are more easily withstood

  19. Teaching a Demonstration Lesson • Lesson of your choice • Stay within the time limits (30 min max) • Bring a lesson plan • Tell candidate grade level and number of students • Candidate may call principal or teacher • Process lasts two hours, including writing a reflection on the lesson (explain all parts) • Activity: Share practices with demo lessons

  20. Benefits of an Effective Selection Process • Meaningful involvement of staff and/or others in the school system without ceding too much control • Allows for a decentralized system of hiring while still maintaining control of a quality process • Eye opening experience for participating teachers – Could I do as well? • Most importantly, it gives you the best chance of hiring the best candidate! • You believe the time is worth it; otherwise, adjust!

  21. Contact Information: David G. Title Superintendent of Schools Bloomfield Public Schools Bloomfield, Connecticut 06002 (860) 769-4211 dtitle@blmfld.org www.bloomfieldschools.org

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