I. Recruitment Fairs
A. Local- Development of Educational Partnerships at secondary, postsecondary institutions locally for the purpose of educating young people or prospects about the benefits of majoring in Education and identifying prospective recruits or candidates for the purpose of hiring in the organization is absolutely essential. As a former school superintendent, and principal, I have discovered that searching, selecting, and investing in your local talent to be an invaluable tool in terms of excellent and key factors in teacher retention and success in your respective district. This is a means of giving back to the community and I have found it to be a successful measure in retaining teachers because of their great interest in their community and giving back to the community that has given them so much. I have experienced this in both the rural and urban areas, and particularly in the rural areas where it is particularly hard to find excellent teachers if they are not from that area. Research shows that over 200,000 teachers leave the teaching profession annually costing the public school system approximately $5 billion dollars annually (Alliance for Excellent Education 2005). I am confident that nurturing local talent will minimize, if not eliminate this problem for your district, if implemented strategically in the aforementioned areas.
B. State-Visitation of all major colleges and Universities in the state at annual statewide recruiting fairs held at various educational and business institutions statewide is very paramount. This opportunity allows you to showcase your schools, district and community to an audience at the state level who are not familiar with your district and community, and this will also afford potential recruits with the opportunity to gain immediate access, insight and knowledge of whether your organization and the community you represent are an attractive fit for what the applicant is looking for in terms of lifestyle and potential for success. In your recruitment efforts one must always seek to get the most qualified applicant in terms of education, as well as fit for the organization and community. There will be a plethora of outstanding candidates at recruitment fairs to choose from and you must have a plan of action to seek, interview and select those that fit your district, and respective school needs. 25% of what is typically considered to be a teacher effect may actually be a school (match) effect (Jackson, 2010). In my experiences as a Superintendent and Principal, I focused on building my district and schools with the most experienced and highly qualified teachers and this worked for me. However, one must be aware of his or her district and or school limitations in terms of the attractiveness to the district based on the demographics of the community as a whole. Research shows that teachers are more likely to move to schools with higher achievement and fewer minority and poor kids. One must be mindful of this in the recruitment process.
C. National-Visitation- Visitation of all major colleges and Universities in the nationwide at annual recruiting fairs held at various educational and business institutions throughout the nation. This opportunity allows you to showcase your schools, district and community to an audience at the national level who are not familiar with your state, district, and community, and will offer potential prospects immediate access, insight and knowledge of whether your organization and the community you represent are an attractive fit for what the applicant is looking for in terms of lifestyle and potential for success. However, one must be aware of his or her district and or school limitations in terms of the attractiveness to the district based on the demographics of the community as a whole and the track record for success in retaining educators as well as what the research says. Research shows that there is more teacher turnover in high poverty and high minority schools. These factors must be considered in your recruitment approach or plan as you recruit for the best fit or match of prospects for your district. The goal should always be to provide stability in the district by maintaining and developing educators to their highest levels through effective induction, professional development, mentoring and the like. However, it is critically important that you select those potential candidates whom you feel are the right fit and will benefit from your district’s mission, professional development, and upward mobility opportunities. In recruiting prospective applicants make sure that your complete district as well as community portfolio is conspicuous in displaying all of your accomplishments of the district, opportunities for advancement, demographics of the community, tourists’ attractions and the like. Also make sure that the websites of the district and community for online access are available for individuals not familiar with your community on a national level. This enhances communication and provides a convenient access for applying for positions within the district as well as the community, and this will aid your cause of getting the right match of individuals wanting to be a part of the organization based on their research, interests and desires.