Recruiting Hard To Staff Schools

Recruitment is the process by which a business seeks to hire the right person for a vacancy. (BBC Bitesize).

The human resource officers used predictive data to determine vacancies. These predictions yielded a quantity of vacancies but there wasn’t a list of specific positions to post to job boards, the website or the intranet. Chesapeake public schools informally posted their positions and recruited aggressively by announcing openings for the upcoming school year on college campuses. During this phase, recruiters traveled to universities on the east coast to present job opportunities in Chesapeake Public Schools. The recruiters actually came to our classes and introduced Chesapeake Public Schools to the all educational methods

Recruitment: It is the process of identifying and attempting to attract candidate who are capable of filling job vacancies appropriately (Kathryn M. Bartol and David C. Martin, 1988)

Describe with examples the importance of recognising and responding to concerns about children and young people’s development.

For example, assessment provides clear measurement and recording of achievement during a course that provides identification of individual

4.Conduct assessments that describes the children’s ongoing systemic, formal, and informal progress to assist the teacher in planning appropriate activities that responds to each child’s strengths and weaknesses.

Job specifications “identify the eligibility requirements or qualifications needed to perform a job” (Baack, et al., 2014, Ch. 4.4). Job specification can be defined as the profile of an ideal candidate. Job specification dictates the specifics of what is needed from the employee such as required amounts of experience, education, physical and technical abilities, as well as desired social skills. Job specification is used to screen the applications sent in by candidates, and job

There is a four part written assessment to determine knowledge of the prospective content area, which is the written portfolio, and an electronic six part assessment exercise that enables teachers to obtain National Board Certification (NBPTS, 2013). According to Harris and Sass (2009) national board candidates spend approximately 200 to 400 hours for completing the portfolio. In addition, the national board certification process is costly, with a 2,300 assessment fee. Also, national board certification is demanding, and a lengthy process for teachers to undergo (Crofford & Pedersen, 2011). Prior to undergoing the national board process, teachers must receive teacher certification from a regionally accredited four year college, satisfy a teacher licensing exam (PRAXIS), and hold 3 years of teaching experience to become eligible to obtain National Board Certification (NBPTS, 2013). National Board Certification is only valid for 10 years, which means candidates must renew their certification in eight or nine years to remain national board certified (Petty, O’Conner & Dagenhart, 2010). For this reason, candidates renew their certification usually two years prior to their tenth year, to have more than one opportunity to attempt the renewal portfolio board certification process. However, North Carolina National Board for Professional Teaching Standards offer state funding for NBPTS application fee to assist teachers with the national board

* Teacher Qualifications: By the end of the 2005-06 school year, every teacher in core content areas working in a public school had to be "highly qualified" in each subject he or she taught. Under the law, "highly qualified" generally meant that a teacher was certified and demonstrably proficient in his or her subject matter. Beginning with the 2002-03 school year, all new teachers hired with federal Title I money had to be "highly qualified." By the end of the 2005-06 school year, all school paraprofessionals hired with Title I money must have completed

For both the freshman and transfer admissions staff recruitment is a part of their yearly routine. Recruitment is a year-round task that does have different busy seasons. The goals for the

The topic I chose to research and discuss is the topic of recruiting and retaining the best employees. I chose this subject because I felt it was important for an employer trying to compete in this very competitive business environment, no matter what the business is, to be able not only hire the best and most qualified employees but retain them and keep them motivated. The ability to distinguish the difference between high performing employees and lower performing employees can be detrimental to a company’s success or failure. In retrospect, this goes back to recruiting and retaining the best employees while avoiding and being able to let go of those of a weaker caliber. Before an organization can thrive in recruitment and retention,

The recruitment process is multifaceted. Recruitment begins from the time an organization or human resources manager must determine a recruitment plan. A recruitment plan must include the avenues in which recruitment will be pursued. The recruitment process also includes shortlisting any qualified candidates from the responses, and the entire interview process (including multiple rounds of interviews). This aspect of human resources management is all about attracting the best and the brightest of candidates, convincing them that the organization is the best fit for their career aspirations, and capturing or finally hiring the candidate. This process is not only intended to fill a vacant position, but to also help build the strength of the organization overall.

Firstly, recruitment is the process of searching for candidates who will be qualified to meet the desired positions in the company. Figure 1.1 shows the four step process in recruiting potential prospects into any company. This process will determine the best means of hiring qualified employees. “Its purpose is to ensure that the required number of applicants with the required skills is generated at minimum possible cost; to eliminate poorly qualified candidates, thus improving the success rate of the selection process; and to help the firm meet its employment equity goals by attracting a diverse applicant pool.”

As a district, the first exposure to attract potential candidates is through a well written and strategic job description. If the job description is outdated and does not adequately capture the mission of the district, the district is at risk of attracting candidates that lack the understanding or beliefs that will drive student academic performance and the district’s vision. As Rebore (2011) states, “…organizations are driven by vision. The board of education, superintendent, other administrators, teachers and staff

………….. a.behavioural change b.grooming c.acting d.none 42…………………..refers to placing of right candidate on the right job and right place a.placement b.recruitment