[ELM#933] Getting the Right People on the Bus

When Jim Collins penned his influential book "Good to Great", he highlighted a principle that resonates deeply in the realm of education: getting the right people on the bus and finding the right seats for them. 

Today, we will explore the essential elements of effective staffing, including recruitment, onboarding, ongoing professional development, and performance evaluations. 

#EducationalLeader,
Kim

http://leadershipchairbook.com

“When students are led well, they learn well.”

Website: http://www.kimdmoore.com
LinkedIn: https://www.linkedin.com/in/kimdmoore
YouTube: https://www.youtube.com/@EducationalLeader

The views shared in the Educational Leadership Moment are solely mine and do not reflect the positions of my employer or any entity within the local, state, or federal government sectors.

Transcript

When Jim Collins penned his influential book *Good to Great*, he highlighted a principle that resonates deeply in the realm of education: getting the right people on the bus and finding the right seats for them (Collins, 2001).

For public school district stakeholders, implementing this principle means adopting rigorous hiring practices to recruit passionate and skilled educators and staff who align with the district’s vision of excellence.

As a building leader, one of my first actions was revising our hiring protocols. Our interview team was comprised of different stakeholders, including a representative from Human Resources, to ensure we complied with best practices.

We followed a structured process and provided team members with training on interview biases. As a result of our protocols, we successfully hired team members who aligned with our vision and expectations.

Today, we will explore the essential elements of effective staffing, including recruitment, onboarding, ongoing professional development, and performance evaluations.

Rigorous Hiring Practices

Effective staffing starts with hiring the right people. This means more than just filling vacant positions—it involves a deliberate effort to find educators and staff who share the district’s values and mission. To achieve this, districts should:

1. Define Clear Criteria:

Create a detailed profile for each role, outlining the skills, qualifications, and attributes needed. This helps attract capable candidates who are an excellent cultural fit for the district.

2. Interview for Fit:

Beyond checking qualifications, interviews should assess candidates’ alignment with the district’s vision and values. Questions should probe their passion for education, approach to collaboration, and commitment to continuous improvement.

3. Engage Multiple Stakeholders:

Include input from various stakeholders, such as administrators, teachers, and even students, to ensure a comprehensive evaluation of candidates. Multiple perspectives can provide a more rounded assessment of a candidate’s potential fit within the district.

Comprehensive Onboarding Programs

Once the right candidates are hired, it’s crucial to integrate them effectively into the district. Comprehensive onboarding programs help new hires acclimate to the district’s culture and understand their roles and responsibilities. Key steps in a successful onboarding process include:

1. Orientation Sessions:

Conduct orientation sessions to familiarize new hires with the district’s policies, procedures, and expectations. This sets the stage for successful integration.

2. Mentorship Programs:

Pair new hires with experienced mentors who can provide guidance, support, and valuable insights as they navigate their new roles. Mentorship fosters a sense of community and encourages retention.

3. Regular Check-Ins:

Hold regular check-ins during the first few months to address concerns and provide feedback. These interactions help new hires feel supported and valued.

Continuous Professional Development

Districts must invest in their ongoing professional growth to keep educators and staff motivated and effective. Continuous professional development ensures that employees remain engaged, informed, and capable of meeting evolving educational challenges.

1. Tailored Training Programs:

Offer training programs tailored to the district’s specific needs and goals. This can include workshops on new teaching strategies, technology integration, and inclusive practices.

2. Opportunities for Advancement:

Provide opportunities for staff to advance their careers within the district. This could include leadership development programs, certifications, or advanced degree opportunities.

3. Collaborative Learning:

Encourage collaborative learning through professional learning communities (PLCs) where educators can share best practices, discuss challenges, and develop collective solutions.

Performance Evaluations

Regular performance evaluations are essential for maintaining high standards and ensuring alignment with district goals. Effective assessment should be:

1. Objective and Fair:

Use clear, objective criteria to assess performance. This helps provide constructive feedback and identify areas for improvement.

2. Development-Focused:

Rather than solely being punitive, evaluations should focus on growth and development. Provide actionable feedback and support to help staff improve.

3. Frequent and Consistent:

Conduct evaluations regularly to monitor progress and make timely adjustments. Consistency in evaluations helps in maintaining a culture of accountability and excellence.

By rigorously selecting, thoughtfully onboarding, continuously developing, and fairly evaluating educators and staff, public school districts can ensure they have the right people on the bus—individuals who are capable and aligned with the district’s vision of excellence.

This strategic approach to staffing fosters a culture of high performance and sustained success.

Getting the right people on the bus and placing them in roles where they can thrive is not just a task—it’s a commitment to educational excellence that benefits students, staff, and the entire community. By focusing on staffing, we lay the groundwork for a brighter future for our schools.

#EducationalLeader,
Kim

“When students are led well, they learn well.”

References

Collins, J. (2001). *Good to great: Why some companies make the leap… and others don’t*. HarperBusiness.

The views shared in the Educational Leadership Moment are solely mine and do not reflect the positions of my employer or any entity within the local, state, or federal government sectors.