The Search Committee, comprised entirely of Board members, defines and guides the Head search process, keeps it on task and on schedule, and moves it toward closure. This group's focus is on making recommendations; the final decision rests solely with the full Board.

Military personnel—either retirees or those merely rotating out of service—are an often overlooked source of quality employees.

It might seem that you need a magic wand to round up a team of "just right" teachers. Lacking that wand, your strategy is to move forward on two fronts: hiring exactly the right people and having a creative and effective approach to faculty growth and development. This article deals with hiring the right teachers.

A teacher's skill at conveying ideas, at instilling enthusiasm for learning, and at challenging students to think is key. Note that such skill is not necessarily related to extent of knowledge in the field. Examine the following list and make sure your hiring criteria focus on teacher performance rather than on these false positives.

Every School Head has a vested interest in identifying administrative talent. When you find a faculty member who can take charge of an operational area—however small—you relieve yourself or another member of the Management Team of a burden, and free up time that can be devoted to other tasks and issues.

Your source for an Interim Head is the pool of experienced, successful administrators who have several schools in their backgrounds and have headed at least two. Because the Interim Head serves the school for a full year, he or she plays a more demanding role than the short-term Acting Head.

What do you do if an interviewee’s disability is obvious, or the individual offers information about his/her disability that you didn’t request? Though you may be curious, you should avoid asking the following questions.

When conducting interviews with prospective employees, questions should focus solely on the individual's qualifications for the job. Every effort should be made to avoid any and all illegal questions.

Creating powerful "help wanted" ads that will attract mission-appropriate, professional employees to your school is almost an art form. Here are 10 tips to help you write an ad that will appeal to people who are perfect for the position you wish to fill! 

Placing the right teachers and staff in your school is critical to ensuring that its educational mission and the needs of the students will be met. Thoroughly checking references is the keystone to any hiring process, and should be done in a diligent and thorough manner.

Here are five common errors employers make, usually as acts of omission, even at private-independent schools. Make sure your school's policies and procedures cover these critical issues!

On the surface, it may seem that your school acts responsibly when it comes to the treatment of older applicants and employees. Find out how you’re really doing by taking an honest assessment of the faculty and employee culture.

The Age Discrimination in Employment Act of 1967 (ADEA) protects individuals who are 40 years of age or older from employment discrimination based on age. As you consider prospective employees in this age group, follow these guidelines, provided by The U.S. Equal Employment Opportunity Commission.

You hand it out every year to new faculty and staff—but when's the last time you took an honest look at your employee handbook? Handbooks that are not regularly and carefully updated, are written poorly, or are inconsistent with the way your school currently operates work against you. Schedule regular updates!

As a private-independent school administrator, having a solid understanding of the regulations pertaining to employment and benefits issues can mean the difference between adroitly nipping an issue in the bud and allowing a situation to fester into an expensive lawsuit.