School Principal Interview

Interview Questions on Teacher Recruitment and Interview Process

1. Can you give a summary of the responsibilities of the job?
2. Discuss some of the things you would implement during the first three months of employment
3. Give the departments and other functions that this job works in connection to the most?
4. What makes you feel the need to work in this school?
5. What methods are you planning to adopt so that you can improve the learning atmosphere in this school?
6. What are the main goals that you seek to achieve when in this school?

Interview Questions on Administrative Recruitment and Interview Process

1. What are the major objectives you seek to achieve as a reputable administrator of the school?
2. How long have you previously worked in such a position?
3. What are the best skills and abilities to do you give priority as a principal of a school?
4. What factors do you put into consideration while preparing the school budget?
5. When and how often does the school receive its budget allocations?
6. How do you control and manage various operational networks in the school environment?

The Process of Recruitment of the Teachers and Administrative Personnel

The teachers and other administrative personnel will be recruited based on the following process:

Identification of a Vacancy

First of all, it is vital to identify the particular vacancy that is supposed to be filled. In the school environment, vacancies are common, especially when teachers and other administrators leave. For example, some might go away after finding greener pastures, and their roles are unfilled (DeFeo & Tran, 2019). Therefore, the spaces represent existing responsibilities and gaps are easily identified. Besides, if the school grows or changes somehow, there is a likelihood that there will be job spaces supposed to be filled.

Job Analysis

The second step is conducting job analysis. During this process, the responsibilities and skillsets of the vacancy are identified. That will enable the human resource officer to analyze if space created requires a new employee or the responsibilities can be redistributed among the existing staff members.

Creating a Personal Specification

The third step is the creation of a job description. This document contains the duties, salary expectations, location, duration of work and terms and conditions. Therefore, it will spell out the expectations of the school from prospective applicants.

Job Advertisement

Furthermore, it becomes vital to advertise the posts both internally and externally. Internal advertising aims at recruiting an individual already in the school, and it can be done through noticeboards. External advertisement utilizes the internet and other media.

Requesting CVs and Sending Out Application Forms

Lastly, application letters can be sent to prospective candidates or be requested to submit their CVs and cover letters, enabling them to critically compare the applicants (Andriani, Kesumawati, & Kristiawan, (2018)

The Process of Obtaining information and Evaluation of Applicant Selection of School Personnel

Various ways will be used in obtaining information and evaluating the recruitment process to measure the effectiveness of the procedures. The framework begins with gathering the applicant's feedback. In this process, the applicant teachers and administrators are requested to compile a detailed report on their likes and dislikes. For example, they might reveal that one of the interviewers was harsh or that the process was not standard. Another way is by rewriting the job descriptions. Many people leave schools and workplaces since they applied for and got recruited does not fulfill their expectations. If a teacher or administrator is not working as expected, it is proper to discuss and re-evaluate the job roles.

Selection Criteria in Hiring School Personnel

According to Buckman, Johnson, & Alexander (2018), after the applicants have already sent their CVs and application forms, various parameters can select the best candidates. The first criteria involve the qualifications. For example, a school requires candidates who are proficient in written and oral communication based on qualifications. Therefore, applicants are supposed to have an undergraduate degree if it is minimum. Skills are also used in the selection criteria. Schools prefer individuals with proficient computer usage skills and related applications applied in the contemporary world's various teaching and administrative models. For every job or profession, experience is key Johnson-Pressley, 2020). A school will evaluate the education and skills based on previous engagements and responsibilities held before. Therefore, the school will be able to acquire employees who compare to their working atmosphere and culture. Another important aspect that is included in possession of individual compatibility, warmth and self-confidence. In this case, all the applicants who respond courageous portray a good impression. That means that they believe in themselves, and that also reflects in how they will serve clients. An applicant who is warm, friendly, and always smiling is more welcoming, promoting a customer-oriented approach due to their honesty and approachability. The school will also seek candidates with good communication skills in both verbal and oral perspectives. Communication skills are significant since they determine how they will rely on messages from one party to another. Therefore, when evaluating the criteria applied in hiring new employees in a local school, the managers normally look at the minimum qualifications, the relevance of the education, experience the applicants and other knowledge they possess (Martin, & Salzberg, 2017). Finally, the whole criteria are measured and evaluated using the Curriculum vitae, application letter, and resume containing some information about the client. Besides, they will also consider contacting some references provided by the client and base their decision-making on the interview process.

Recruitment and Interview Process in the School

There are five procedures through which the school will undergo. The first one is recruitment planning, which involves the vacant post documentation while highlighting the skills, responsibilities and minimum qualifications. After that, strategy development determines the mode of recruitment, the geographical area to outsource the candidates, and the steps of activities to be followed (DeFeo, & Tran, 2019). Consequently, the human resource manager will conduct the searching process to attract potential job seekers to the school. They can be within the school or even outside. Furthermore, the interested individuals will then apply and undergo a screening process. Screening is where all the applicants who applied are shortlisted based on eligibility and invited for interviews, which acts as the beginning of the selection process. Finally, there is evaluation and control where the whole process is scrutinized and analyzed to determine the costs for job advertisement, administration, and expenses incurred in recruiting unsuitable applicants.

During recruitment, employees will undergo an interview to interact with the human resource manager in a question-and-answer session. The whole process will begin with an introduction, where the applicants and the school administrators in charge of the process will make presentations. The stage is based on courtesy, where they can shake hands and introduce themselves, their profile. Next, small talk is supposed to develop a rapport between the parties (Martin, & Salzberg, 2017). This is a discussion about some topics of interest that should not be serious, like politics. Finally, the participants are supposed to give some information about themselves and the questions and answers. Finally, everything is wrapped, and the interview comes to closure as the applicants are allowed to leave.

 

References

Andriani, S., Kesumawati, N., & Kristiawan, M. (2018). The influence of transformational leadership and work motivation on teachers' performance. International Journal of Scientific & Technology Research, 7(7), 19-29.

Buckman, D. G., Johnson, A. D., & Alexander, D. L. (2018). Internal vs. external promotion: Advancement of teachers to administrators. Journal of Educational Administration.

DeFeo, D. J., & Tran, T. C. (2019). Recruiting, Hiring, and Training Alaska's Rural Teachers: How Superintendents Practice Place-Conscious Leadership. Journal of Research in Rural Education, 35(2).

Johnson-Pressley, R. V. (2020). A Phenomenology of the Recruitment and Retention of Principals in Urban School Districts (Doctoral dissertation, Neumann University).

Martin, M., & Salzberg, L. (2017). Resident characteristics to evaluate during recruitment and interview: a Delphi study. Education for Primary Care, 28(2), 81-85.

Rebore, R. W. (2013). The ethics of educational leadership. Pearson Higher Ed.