A YEAR IN THE LIFE OF A GREAT RECRUITMENT TEAM Purpose This calendar documents key activities that top-performing HR recruitment teams take over the course of a year. This document can be used by recruitment teams and their supervisors to ensure the most important work is the priority throughout the year. Intended User(s) Recruitment Teams The graphic above highlights the key work of a best-in-class recruitment team. Great recruitment teams must both Plan and Execute their strategy to get the best talent and ensure that key Policies and Enablers, as well as tools for Data and Measurement are in place to support their year-round recruitment efforts. Below you will find key information for each component of the Planning and Execution segments, as well as how you can apply this learning to recruitment in shortage areas. In addition, key policies, enablers, and additional data to consider are included on the last page. PLANNING Component Primary Owner Timeframe Key Considerations Data to Review Application to Shortage Areas Forecasting: How Many Teachers? Determine how many teachers the district needs for the upcoming year and beyond, by subject HR creates with input from others (Principals, Academics, New Schools) September – November Any changes to retirements? Any changes to resignations? Any new academic programs? Any new schools? Previous years’ hiring/ vacancy data (3 to 5 years) Teachers eligible to retire by subject/school Known vacancies by school and subject Historical retention data New school or program needs Share forecasts in shortage areas with pipeline programs – not just for this year, but for the next 3-5 years Pipeline Analysis: Where to Recruit? Identify the most effective pipeline sources using historical data HR determines where to recruit October – December Effectiveness of new hires? # of program completers by program and subject? Student teachers in schools currently? Effectiveness of new hires by program, including retention and other data # of graduates by program by subject Effectiveness of student teachers Share data on new hire effectiveness with pipeline programs Prioritize hiring of student teachers early, if successful Pipeline Programs: Partner HR, with input from budget, Ongoing Are current programs meeting your needs? Effectiveness of new hires by program Share forecasts in shortage areas with
or Build? Assess if current pipelines meet needs or if a district program is needed determines feasibility of partnering or building pipelines Effectiveness of new hires from current programs? Are there untapped resources – businesses, nonprofits – to consider? # and quality of applicants by program by subject Ratio of applicants to vacancies Principal satisfaction with applicant pool/ pipelines pipeline programs – not just for this year, but for the next 3-5 years Share data on new hire effectiveness with pipeline programs Create the Plan: Who? When? Goals Create a coherent plan with clear owners & metrics HR owns the planning and execution of the recruitment plan November With whom do you need to partner – internally and externally? How can you hire as early as possible? What are needed resources and supports? Previous years’ hiring/ vacancy data by school % of vacancies filled by month, subject, and school Consider having a team or specific owner for shortage areas; outside of larger recruitment team Work with Academic teams to make sure your plan meets their needs EXECUTION Component Primary Owner Timeframe Key Considerations Data to Review Application to Shortage Areas Outreach: Building a Pool Build a wide and deep pool of applicants from multiple sources by screening in candidates HR builds the pool, strategically drawing in others who can help “sell” the district November – May Who is your “best” teacher? How can you create the widest pool possible? How do you describe your district’s value proposition? Ratio of applicants to vacancies Principal satisfaction with applicant pool Diversity in applicant pool Tailor recruitment messages to different types of teachers (by subject and diversity) Differentiate compensation, induction, anything to entice high priority teachers Offer early contracts Pre-Screening: Identify the Best Distinguish those most likely to succeed for principals HR screens all applicants and highlights top prospects December – August What’s your criteria for “best” teacher? Is the criteria you’re using correlated to teacher quality and student achievement? % of candidates by subject who meet criteria Historical data of teacher effectiveness by pathway and program Highlight “best” teachers to principals in applicant tracking, but allow principals to see all candidates Cultivation: Keeping them HR continuously December – September What resources do you have available % of acceptance and declination rates of Help early contracts find school-specific roles
Warm Keep your top prospects engaged with the district over time communicates with candidates with support from hiring principals specifically for this component? How can you differentiate your approach for top prospects? candidate offers (conversion rates) % of early contracts who accepted the contract and came to the district Communicate to high priority candidates regularly Interview & Selection: Hire the Best Choose the best candidate to match school needs Principals select “best” fit candidates with supports provided by HR January – September What tools and policies can HR provide to support principals? How can HR provide additional supports to high need schools % of vacancies filled by month, subject, and school % of acceptance and declination rates of candidate offers (conversion rates) Accelerate the hiring timeline, where possible, for shortages Provide tools and supports to principals, especially in high-need schools The work of a great recruitment teams that improves new teacher quality also relies on key Policies and Enablers, as well as accessible Data and Measurement. Below are key areas to measure, as well as key policies and enablers to consider.