Part 1: Chapter 3 Recruitment
Reread the Focus Scenario on (pp. 103 – 107). Given that you have read and studied chapter 3, how would you proceed as the assistant
superintendent for human resources in a school district that is experiencing a shortage of qualified applicants for teaching and other
positions? You have scheduled a meeting with the administrative staff, teacher organization leaders, and support staff organization leaders to
elicit their assistance in recruiting applicants. Outline, in writing, your presentation, and develop five discussion questions that will help you
interact with them about this issue.
Respond to the following based on your Chapter 3 readings and background knowledge and personal experience when called upon to do so:
1. Discuss at least three pieces of data (quantitative or qualitative) that suggest there should be a sense of urgency around the idea of
recruitment in the field of education.
2. What strategies do you think are the most effective in recruiting teachers? What is the story of your recruitment – would you
characterize it as traditional, nontraditional, or cutting edge? Explain your response.
3. Describe at least three factors that influence people to become applicants – or not, in certain school districts. What is the story of
recruitment in your district or school – would you characterize it as easy to recruit high quality teachers, difficult to recruit high quality
teachers, something in the middle, or would you use some other phrase to describe it? Explain your response.
4. Describe how the theories of occupational choice affect the recruitment process.
5. Describe elements your author discusses as making up effective advertisements for position vacancies (e.g., newspapers and
brochures). Would you consider newspaper advertisements and brochures to be enough in the area of recruitment? If yes, justify your
perception. If no, discuss at least one example of recruitment that goes beyond what you consider to be the limitations of newspapers
and brochures.
Part 2: Chapter 4 Selection
Reread the Focus Scenario on (pp. 130 – 132). Given that you have read and studied this chapter, how would you proceed to rebuild the
confidence of the board of education and superintendent that human resources function will be fair, equitable, and transparent?
Focus Scenario
Parents and the school district’s professional teacher association have complained to the superintendent of the school and the board of education that the human resources department has
failed to hire the best and the brightest for teaching positions in the district. You are the newly hired assistant superintendent for human resources. The community that is served by the
school district is somewhat affluent, and most of the parents are well educated, with the majority having at least a bachelor’s degree and many having graduate or professional degrees.
However, the downturn in the economy has been personally experienced by some parents who lost a considerable amount of their investment funds and by others who were laid off as a
result of corporate downsizing. Those parents who lost their jobs and are searching for positions are painfully aware of the shrinking job market opportunities and the similar issues
surrounding the selection process in some dysfunctional companies and firms.
Additional problems also exist in the selection process. For instance, the application process is flawed, and the application forms are outdated and appear to have no effect on the selection
of employees. Job descriptions seem to be outdated, and the selection criteria are at the sole discretion of the assistant superintendent for human resources, who has been the primary
decision maker concerning who should be hired. In fact, hiring decisions have usually been made using only his professional opinion, with no input from other administrators or teachers.
Some administrative positions have been filled without advertising the positions publicly instead, the assistant superintendent selected the candidates.
Finally, two people had been hired for positions without adequate background checks, which resulted in their termination because they lied on their applications. The teacher hired had been
terminated from another school district for drinking alcohol at school, and a bus driver had been convicted of child abuse. Thus, the board of education and the superintendent of schools
hired you for the position because of your experience in human resources administration, and they expect you to develop defensible and effective human relations selection procedures.
Focus Scenario
You are the assistant superintendent for human resources in a school district that is experiencing a shortage of qualified teachers and other support employees. You have scheduled a
meeting with the administrative staff, teacher organization leaders, and support staff organization leaders to elicit their assistance in recruiting applicants and to help them understand why
recruitment needs to be more productive.
After conducting informal telephone interviews with qualified candidates who did not accept your offer of employment or who dropped out of the selection process, it is clear that the school
district has a number of obstacles to overcome. First, the school district has a reputation that militates against hiring the best candidates. Its reputation is one of a district that offers
students an outdated curriculum with inadequate support services. Further, the district appears to lack support from the community because a bond issue referendum to build an addition to
the middle school failed.
The accountability of the administration was called into question by the local newspaper when a teacher was dismissed from the district for incompetence. This same teacher publicly
criticized the administration and the board of education for misuse of school district funds because some classroom teachers were using outdated textbooks and instructional materials. The
district was further cited for not having an effective technology instructional program while the superintendent of schools was provided with a district-owned automobile and given an
annuity, in addition to board-paid medical and hospital insurance for his wife and children.
Also, several applicants stated that other school districts in the same vicinity had higher salaries and better fringe benefits. These issues seem to be why the school district has been unable
to hire the first choice applicants of the administrators and teachers who were involved in the selection process.
Part 1: Chapter 3 Recruitment
Reread the Focus Scenario on (pp. 103 – 107). Given that you have read and studied chapter 3, how would you proceed as the assistant
superintendent for human resources in a school district that is experiencing a shortage of qualified applicants for teaching and other
positions? You have scheduled a meeting with the administrative staff, teacher organization leaders, and support staff organization leaders to
elicit their assistance in recruiting applicants. Outline, in writing, your presentation, and develop five discussion questions that will help you
interact with them about this issue.
Respond to the following based on your Chapter 3 readings and background knowledge and personal experience when called upon to do so:
1. Discuss at least three pieces of data (quantitative or qualitative) that suggest there should be a sense of urgency around the idea of
recruitment in the field of education.
2. What strategies do you think are the most effective in recruiting teachers? What is the story of your recruitment – would you
characterize it as traditional, nontraditional, or cutting edge? Explain your response.
3. Describe at least three factors that influence people to become applicants – or not, in certain school districts. What is the story of
recruitment in your district or school – would you characterize it as easy to recruit high quality teachers, difficult to recruit high quality
teachers, something in the middle, or would you use some other phrase to describe it? Explain your response.
4. Describe how the theories of occupational choice affect the recruitment process.
5. Describe elements your author discusses as making up effective advertisements for position vacancies (e.g., newspapers and
brochures). Would you consider newspaper advertisements and brochures to be enough in the area of recruitment? If yes, justify your
perception. If no, discuss at least one example of recruitment that goes beyond what you consider to be the limitations of newspapers
and brochures.
Part 2: Chapter 4 Selection
Reread the Focus Scenario on (pp. 130 – 132). Given that you have read and studied this chapter, how would you proceed to rebuild the
confidence of the board of education and superintendent that human resources function will be fair, equitable, and transparent?

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