Education Week - June 13, 2018 - 23
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HIGH ACHIEVING PREK-12 CULTURALLY DIVERSE SCHOOL
SYSTEM IN ESSEX COUNTY, NEW JERSEY, SEEKS DYNAMIC AND
TALENTED CANDIDATES FOR THE FOLLOWING POSITIONS:
ELEMENTARY SCHOOL PRINCIPAL
Available July 1, 2018
Qualifications: New Jersey Principal Certificate; certification
and experience as an Elementary Principal or School District
Administrator; Familiarity with multiple intelligences, differentiated
instruction & related programs to meet students' needs; A serious
commitment to diversity and multicultural education; a collaborative
leadership style in working with a team of administrators, teachers
Available July 1, 2018
ASSISTANT PRINCIPAL - HIGH SCHOOL
ASSISTANT PRINCIPAL - ELEMENTARY
Qualifications: New Jersey Standard School Administrator or
Principal Certificate; teaching & administrative experience at
the appropriate level preferred; ability to provide administrative
leadership & support to the Principal; deep knowledge of issues
pertaining to diversity & equitable practices in education; ability to
communicate openly & effectively with administration, staff, students
and community (verbal/written); Ability to use technology to meet
students' learning needs & enhance collaboration and communication
within the school community.
Candidates for both positions should apply online:
For additional information, visit:
PRESCHOOL TEACHER: (Washington,
DC). Two Full-Time positions. Teach
preschool kids academic, social &
manipulative skills in private educational
system. Prepare lesson plan & teaching
outline. Assign lessons, correct papers
& hear oral presentations. Supervise
Te a c h e r A s s i s t a n t s & e n s u r e
implementation of proper care,
instruction & supervision at all times.
Develop curriculum & monitor child's
intellectual, physical, social & emotional
progress & growth. Instruct, train &
supervise two Teacher Assistants on
educational methods forms &
appropriate instructional activities.
Discuss children's progress & behavioral
problem with parents & suggest
remedial actions. R e q u i r e m e n t s :
Bachelor 's degree in preschool or
elementary education. Send résumé:
Philip Johnson, Manager, Children's
H u t L L C , 5 1 0 K e n n e d y S t N W,
Washington DC, 20011
F R E E carEEr coach
by rEgistEring at
TOP SCHOOL JOBS's K-12 TALENT MANAGER
7 Steps for a Balanced Recruitment AND Retention Strategy
There is rightly a major focus nowadays on recruiting
and hiring the best educator talent in our schools. However, an equally important, and often overlooked issue,
is how districts can effectively retain their best teachers
and school leaders. Educator turnover costs school districts in the U.S. about $2.2 billion annually, according to
a recent study. It also impacts learning opportunities for
students, particularly those in urban and rural settings
which face the biggest challenges in growing and keeping effective educators.
Last week, my colleague Tony Bagshaw and I had a
chance to present at the Equitable Access to Excellent
Teacher and Leaders Meeting hosted by the Council for
Chief State School Officers (CCSSO) and the Center
on Great Teachers & Leaders at American Institutes for
Research (GTL). Building on experiences working with
the Ohio Teacher Incentive Fund and rural districts
across the country, we had a great discussion with attendees about challenges and promising solutions for
improving teacher retention in our rural communities.
To ensure equitable access to excellent educators for all
our students--regardless of their zip code--we need a
balanced approach to talent management in education focused on recruiting, developing, and retaining
the best and brightest educators.
How can districts effectively onboard new teachers and
How can districts provide meaningful mentoring and
feedback to support educator growth?
What leadership opportunities are available for new staff
to advance in their career?
Below are 7 steps for developing and implementing a
balanced recruitment and retention strategy:
Step 1: Examine Your Data
Use multiple data sources to determine trends, opportunities, and challenges with recruiting, developing, and
retaining educators in your district.
* Is your district losing its best teachers to neighboring districts?
* Are educators leaving the profession altogether?
* How does your district's salary schedule compare with
other districts in the region or other organization's com
petting for educator and principal talent?
* What type of candidates are applying for job openings
in the district?
An analysis of teacher attrition data, job vacancies, exit
interview notes, etc. can help answer some of these
questions. Districts that lack exit interview information
may consider reaching out to former teachers for an informal interview about why they chose to leave.
Step 2: Audit Your Practices
Evaluate your district's current approach to finding and
keeping educator talent.
* What strategies does your district currently use to
recruit and retain teachers and school leaders?
* How much do these efforts cost in terms of people,
time, and money?
* How successful have they been?
There are several free tools available to help districts
audit their recruitment and retention practices, including
this free human capital audit.
Step 3: Engage Your Staff
Research shows that poor working conditions are one of
the main reasons why people in all professions--not just
teachers--leave their job. What is the current environment in your district? How engaged are teachers and
principals at work? There are many resources available
to help leaders measure and improve organizational culture and employee engagement. Many organizations
use the Gallup's Q12 Employee Engagement Survey. Dr.
Wayne Hoy from The Ohio State University also offers
various school/organizational climate surveys at no cost.
School districts should collect this data at least once a
year to help nurture a positive climate for teaching and
learning that not only attracts educator talent to the district but makes people want to stay.
Step 4: Do Research, Get Creative
Once you have collected and examined data to identify
gaps that may exist in your educator recruitment and retention strategy, it's time to do your homework to determine the best approach for your district. Engage a diverse stakeholder team, including educators, local
business, and community leaders, to be part the conversation and planning process. Also reach out to statewide
associations for support researching innovative ideas
that are being implemented in similar districts across
Step 5: Implement
Before implementing your district's educator recruitment
and retention strategy, define what a successful process
and outcome will look like. Start small. Piloting a new approach can provide an opportunity to work out the kinks
and make adjustments before launching the full plan districtwide. Regular communication is also critical throughout the implementation process to build understanding
and support among key stakeholders--including educators at all levels, parents, community and business leaders, philanthropic partners, media, and others.
Step 6: Measure Impact
Continually measure, monitor, and report out on the impact of your district's recruitment and retention strategy.
Step 7: Make Adjustments
Meet annually with key stakeholders to consider what elements of the district's plan are working well, what strategies are not meeting expectations, and what adjustments need to be made to reach the district's goals.
To overcome issues with teacher attrition, particularly in
rural and urban school districts, the focus should not just
be on how to recruit the next group of educators to fill
these spots. Districts also need to figure out why educators are leaving and what can be done to keep and grow
more great teachers and leaders. The grass isn't always
greener on the other side; it's greener where you
To read more blog posts, visit http://blogs.edweek.org/
The opinions expressed are strictly those of the author
and do not reflect the opinions or endorsement of Editorial Projects in Education.
EDUCATION WEEK | June 13, 2018 | www.topschooljobs.org