Stronge Hiring Protocol: Powered by MyLearningPlan

1. Stronge Hiring Protocol: Powered by MyLearningPlan Interviewing and Selecting Quality Teachers and Principals

2. Hiring the Best: Why Does It Matter?

3. Estimates of Dismissing Ineffective Teachers & Student Achievement (Adapted from Hanushek, 2008) 

4. Value of High VA Teacher Their students: • Are more likely to attend college • Are less likely to have children as teenagers • Earn more money (+$52,000) • Live in better neighborhoods • Save more for retirement (Chetty, Friedman, & Rockoff, 2011)

5. World’s Best Schools

6. World’s Best Schools

7. World’s Best Schools

8. Hiring the Best: Why Is It a Challenge?

9. Why Shortages of Well Qualified Candidates? • Uneven distribution (across geographic and subject areas) • Other career opportunities • Teaching not rewarding • Graduates not choosing to teach • Money

10. Where New Teachers Are Most Needed: Reasons for Shortage

11. Comparative Pay Source: OECD. (2010). PISA 2009 results: What makes a school successful? (Volume IV). Available athttp://dx.doi.org/10.1787/9789264091559-en.

12. TEACHERS WANTED College graduate with academic major (master’s degree preferred). Excellent communication and leadership skills required. Challenging opportunity to serve up to 150 clients daily, developing up to five different products each day to meet their needs. This diversified job also allows employees to exercise typing, clerical, law enforcement, and social work skills between assignments and after hours. Adaptability helpful, since suppliers cannot always deliver goods and support services on time. Typical work week 47 hours. Special nature of work precludes fringe benefits such as lunch and coffee breaks, but work has many intrinsic rewards. Starting salary $40,000 with a guarantee of $50,000 in only 10 years. Call 1-800-TEACHER.

13. Salaries of Professionals PositionAverage Teachers $54,270 Registered Nurse $65,950 Psychologist $67,880 Computer Systems Analyst $78,770 Comparative Pay: U.S. • Source: U.S. News and World Report (2013). Best Jobs 2013. Report Available at http://money.usnews.com/careers/best-jobs/rankings

14. The Teaching Force Becomes Older—And Younger Source: Ingersoll & Merrill (2010)

15. Beginning Teacher Attrition

16. Beginning Teacher Attrition

17. Beginning Teacher Attrition

18. Beginning Teacher Attrition

19. Beginning Teacher Attrition

20. Why Do Teachers Leave? Reasons? Solutions?

21. Reasons Teachers Leave • Salary • Benefits • Low social status of the profession • Management and leadership • Student discipline problems • Promotion • Working conditions • Absence of further educational opportunities

22. Reasons Teachers Leave Source: Shakrani, 2008

23. What Works in Teacher Selection?

24. Role of Hiring Hiring plays an essential role in building a strong instructional team and organization capacity. A fit between new instructors’ skills, interests, and expertise and the positions they obtain is important both for improving the instructional quality, as well as for improving instructor satisfaction and addressing instructor shortage. Source: Liu, E. (2002). New teachers’ experiences of hiring in New Jersey. Harvard Graduate School of Education, Project on the Next Generation of Teachers.

25. Think about Your Experiences with Teacher Selection What Doesn’t? What Works?

26. What Doesn’t Work Well? • Unstructured interviews • Yes/No questions • Situational questions • Confirming first impressions

27. Fact = 14% Opinion = 34% Situation = 19% Experience = 33% HR Favorite Questions Note: Convenience sample of workshop participants N=219

28. Quick Decision Making How long does it take interviewers to make a decision about the suitability of the candidate?

29. Did You Know …? • Favorable first impression followed by: • Positive style of interviewing • “Selling the company” • Less information gathering • Bonus to final rating of applicant

30. Did You Know …? • Positive first impression: • Positive evidence sought • Negative first impression: • Negative evidence NOT sought, but • Negative information obtained is heavily weighted • Result: • First impressions skew accuracy of interview

31. First Impression: First Second of Meeting • Facial expression • Dress • Gestures • Body Size

32. Snap Judgments Influence of Nonverbal Behavior Negative Emphasis Factors Influencing Interviewers’ Judgments Contrast Error Poor Job Knowledge Pressure for Hire

33. What Does Work Well? • Structured interview • Good questions (experience-based) • Good answers (anchored rubric) • Note-taking • Training

34. What We Often Do… Interview Decision/ Judgment Affective Characteristics Inter-Related Factors Responses to Questions Anticipated Response Research Knowledge/ Training Gut Instinct Questions How decisions frequently are made in interviews School Needs

35. What We Should Do… An Alternative Way to Make Decisions Question Response Other Influences Gut Instinct Anticipated Response Research School Needs Interview-Related Factors Affective Characteristics Judgment

36. Four Compelling Reasons for Structured Interview Protocols • Reliability– structured interviews tend to have higher inter-rater reliability than unstructured interviews • Standardization – structured interviews place more burden on the instrument than a particular interviewer’s interviewing and assessment skills • Fairness– structured interviews treat applicants in a consistent manner • Evidence-based - structured interviews focus on evidence from prompts to determine adequacy of answers. Source: Hough,& Oswald (2000); Le, Oh, Shaffer, & Smith (2007).

37. Increasing the Validity and Reliability of Interviews CONTENT ACTIONS PROCESS ACTIONS 1. Ask the same questions of each candidate (i.e., structured interview protocol). 1. Base interview questions on a job analysis.   2. Use detailed rating scales, with behavioral descriptions to illustrate scale points. 2. Take notes that focus on behavioral information about candidates (collect evidence). 3. Use statistical weights for each dimension, as well as an overall judgment of suitability, to combine information. 3. Use multiple interviewers. 4. Do not discuss candidates or answers between interviews. 4. Provide training on interviewing and the protocol.

38. Add’l Source Reference Checks Hiring Process Applicant Pool Applicant Pool Completed Applications Completed Applications • Interviews • Screening • Building • Superintendent Qualities of Effective Teachers Add’l Source Performance Task(s) Decision

39. Our Goal in Hiring? Hire effective teachers!

40. Qualities of Effective Teachers EFFECTIVE TEACHERS Job Responsibilities and Practices Background Classroom Management & Organization 12% Prerequisites 3% Implementing Instruction 12% The Person 18% Monitoring Student Progress & Potential 11% Planning for Instruction 8% Other 36% Note: Convenience sample of Hiring Workshop Participants (N=219)

41. Stronge Teacher Performance Standards Used in Teacher Interview Protocols • Instructional Planning • Instructional Delivery • Learning Environment • Assessment of/for Learning • Professionalism

42. What Are the Hiring Steps?

43. Hiring Steps Recruitment: Applicant Pool Job Offer! Add’l Sources (as needed) Comprehensive interview Screening interview Credential review of applications and/or resumes

44. What is the basis? Stronge Hiring Protocol

45. Performance Qualities

46. MainComponents Area Prompt Options Sample Quality Indicators Interview Appraisal Rubric

47. Protocol Appraisal Rubrics How are interview responses in the Stronge Hiring Protocol rated?

48. The Interview Appraisal Rubrics • Used to categorize and rate responses • Four rating categories • Each has point value associated

49. Rating Responses

50. Rating Scores