Fair Hiring Practices

Growing Trust and Relationships?

Many years ago, I would check out candidates for positions by calling people I knew would be straight with me about those individuals. A couple of times I received information that caused me to mark someone off the finalist list. Generally I was pleased to hear the individual had presented himself or herself with a best foot forward, of course, yet the whole package was positive. Today, that practice would be frowned upon—or even considered unethical.

The external candidate cannot be fully vetted, yet the internal candidate has a history. In some quarters, even when that history includes substantive sacrifices for the organization, support of the mission to the exclusion or suppression of personal gain, and a collaborative spirit about the job and organization, the positive history is not considered due to the “fairness” issue. Any negative history or personal antipathy for the person, even unrelated to job performance, comes to the fore.

Hidden issues come up with the internal candidate such as political correctness, age, with whom the candidate is allied (or not), being too willing to go the extra mile, personal dislikes or vendettas against the individual, and more. I watched an internal candidate deserving of a position—he had served in it for over a year—pushed aside without an interview. The subsequent hire was a disaster, and a costly one in time, money, and destruction of credibility. Yet, when the job was open again, that internal candidate was not considered, despite his knowledge and understanding of what was needed.

Equally problematic may be only hiring from within and not seeking the opportunity to gain new ideas. Balance is needed, but care must be taken to assure internal candidates are not routinely discriminated against or encouraged to apply for positions for which they will not be considered.

In teaching leadership to prospective school administrators I stress two words that represent a large portion of what makes leaders successful—TRUST and RELATIONSHIPS. In the school “business” we are building people—Learners who are reflective, collaborative, creative people. Leaders do not need to be liked, but they do need to develop relationships based in respect and trust for the mission of the school to go forward. Improving student learning, for example, is not done by a mere memo being sent to the classroom minions. What does this have to do with fair hiring? A lot!

Recently a school district administrative employee—one who went above and beyond consistently—was encouraged to apply for a position. Well qualified with degrees and credentials beyond the requirements for the post, the individual did so only to find rejection and evidence suggesting there was never any real consideration of her/his application. This situation is repeated all too often, destroying trust and relationships that could build the organization. Is it any wonder that organization is filled with strife? Further, is it any wonder that this district has several key players looking for positions elsewhere? (I write without concern that anyone might identify the district as I have heard the same story from several districts over the last few months.)

Langston Hughes wrote a poem that initially was only applied to the circumstances of African-Americans encouraged to dream and then having their hopes dashed. Hughes is a mainstream American poet! Poems apply to universal experience. Read Hughes’ poem and think about students, job applicants, and others encouraged to dream their dreams, only to have their dreams crushed by their encouragers.

Raisin in the Sun--Langston Hughes

What happens to a dream deferred?

Does it dry up
like a raisin in the sun?

Or fester like a sore--
And then run?

Does it stink like rotten meat?
Or crust and sugar over--
like a syrupy sweet?

Maybe it just sags
like a heavy load.

Or does it explode?

Administrators need to focus on developing fairness that really is fair, not just an illusion. Trust and relationships encourage success in business, in families, and even in schools.

Administrator or Teacher needing a document camera?

Document cameras are so useful for school administrators, teachers and other presenters. Classrooms, staff meetings, conferences, sharing at a faculty PLC (professional learning community)—all great places to use a document camera. There are some great doc cameras available. AVerVision, Dukane, Elmo, and Wolfvision are the leaders. These terrific tools cost around $600 or more. And, you would not carry one to an off-site conference or meeting. Without money and the need (or desire) to use such a tool, what can you do?

An HD quality web camera can do the job. Mine already has a gooseneck, so I just need a stable base. Generally, these cameras have some fine tuning—or they can be adjusted using the gooseneck. Lighting generally is not an issue, but even a small flashlight can work when using the camera on the fly. Check out this “make your own” method.
http://friedtechnology.blogspot.com/2010/03/update-document-camera-under-100-now.html

Uses?

• Show a page in a document
• Zoom in on test scores
• Project an object such as a crystal or even school contraband
• Display student work
• Share a diagram
• Create a chart
• Show examples

Most of the cameras allow saving a picture of the view. Great for creating handouts and follow ups.

Have doc cam, will travel!