1. F I N D I N G H I G H L Y Q U A L I F I E D A F T E R S C H O O L
S T A F F
RECRUIT, SELECT TRAIN

2. RECRUIT
SEEKING EMPLOYEES

3. HOW DO I ADVERTISE? WHERE DO I
LOOK FOR EMPLOYEES?
Recruit
Local Colleges and
universities
Contacts
Student Organizations
Student Career Center
HR and Fingerprinting
Parent/Community
Volunteers
Program Needs
Local organizations
Connections
Your Best Current Employees
Chamber of Commerce
*Check your partner ISD’s
policies.
Afterschool Staff should
possess:
1. Competence
2. Capability
3. Commitment
4. Cultural Fit
5. Upbeat
http://www.fruitvaleisd.codefault.aspx?name=Employment

4. BEGIN WITH THE END IN MIND
•What is your vision and mission for
your afterschool program?
•What type of teachers would
work well with your students?
•Who is your ideal teacher?

5. EMPOWERING YOUR STAFF: VISION
WHY IS VISION IMPORTANT?
• A shared vision is powerful and necessary for success.
• Teachers who feel in control of their environment will
naturally perform higher than their peers who do not feel
empowered within their classrooms.
• Once your teachers feel empowered and invested, they
begin to share a vision for student, campus, and district
success.
• The quality of your staff starts with you. How much time
and how much effort are you willing to give of yourself?

6. EMPOWERING YOUR STAFF
SHARING YOUR VISION
“Schools are complex places, and teaching is a difficult
and challenging job…
“…Many schools do not have a clear and shared sense
of purpose focused on student learning. Yet, without it,
programs become fragmented, teachers lose motivation,
and improvement efforts fail…
“Without a clear notion of what is important, work can
become dissipated and undirected.”
North Central Regional Educational Laboratory Kent Peterson, University of Wisconsin-
Madison. 1995

7. MUST HAVES
Identify your Non-Negotiables:
• Coachable spirit
• Quick Learner
• Worked with children before
• Gets along well with others
• Pinpoint the traits of your ideal
teacher.

8. INTROSPECTIVE LOOK AT EMPLOYEES
WANTED
What kind of prospective employees are we trying to attract
to our organization?
What kind of people will it take to get the results we want and
others expect?
What kind of people do we want to surround ourselves with?
What kind of people will contribute to the culture we are trying
to build?
Recognize and look for needed skills such as STEM, arts and
crafts, sports, etc.

9. SELECT
SIFT FOR THE CREAM OF THE CROP

10. CREATE YOUR INTERVIEW QUESTIONS
• What do you want to know?
• How will this information help lead you to your
ideal teacher?
• Formulate questions that detect/isolate your
non-negotiables.
• Activity: Take a moment to brainstorm three
interview questions with partners at your table.

11. SAMPLE INTERVIEW QUESTIONS

12. STRUCTURING THE INTERVIEW
• Allow prospective candidates to preview questions
before the interview.
• How long will you speak with each candidate?
• Take notes on each candidate?
• Pick a time frame for contacting all candidates on
whether or not they got the job.

13. SELECT THE TOP CANDIDATES ONLY
• Use your gut---those employees that seem trainable with
a coachable spirit on the interview usually are.
• Note: Select only those employees that seem motivated
and those that obviously fit your non-negotiables.
• BEWARE--Candidates that seem lackadaisical, laid back,
non-interactive on the interview will be lackadaisical,
laid back, and non-interactive at work. What you see if
what you get!! If you have reservations, do not ignore
them.
• Don’t just fill a position to get a warm body.

14. YOU CAN’T TRAIN PERSONALITY
You can train an employee on your
product or service, but you can’t
train someone to have integrity,
resiliency, self-confidence and
work ethic. The smaller the
business, the more crucial any hire
is. Be flexible on background
requirements, but continue to be
stringent on personality traits.

15. TRAIN
EMPOWER YOUR STAFF, CREATE YOUR DREAM TEAM

16. SCHEDULE TRAINING
DAYS
The best teachers never stop learning.
Trainings should focus on topics that will help
improve the quality of programming
Target problematic areas in programming
Reinforce topics that are crucial to programming
Provide trainings at least once a month for 3-4 hours

17. EMPOWERING YOUR STAFF: CONTROL
• Control over how and what one teaches is crucial to educator contentment
and work satisfaction.
• A happy teacher leads to effective education and increased student
success.
• Inspire your staff to research innovative methods and topics then visit with
them about their ideas.
• Offer your time and assistance when they begin their unit or lesson
planning.
• Encourage their ingenuity and creativity.
• Listen! Make time for them and be an active listener.

18. KEY TRAINING TOPICS
Vision for quality programming
Professionalism
Attendance
Student Safety/supervision
Classroom management
Managing Conflict
Payroll Needs/Concerns
Dress Code

19. EMPOWERING YOUR STAFF: QUALITY
• Allowing your teachers to invest in their content knowledge
and instruction will assist you and them with increasing the
quality of their:
• content ownership
• their instructional skills
• practices and methodology
• Giving them your time, listening to their ideas, encouraging their
designs and ingenuity will provide them a sense of investment
which can:
• Increase passion for their subject
• Increase overall attitude within the classroom and school
community
• Increase enjoyment for what and how they are teaching the
subject

20. EMPOWERING YOUR STAFF:
START WITH THE DRIVER’S SEAT
As teachers are given greater control over their work, voluntary
turnover goes from 50 percent to near zero. (See table next slide)
Source: Who Control’s Teacher Work? –Peter Ingersoll
Ingersoll’s research showed that where teacher
involvement in decision-making was low, turnover was
high. But where the involvement of teachers in school
decision-making was high, turnover tended to be low.
The school culture improved, and job satisfaction rose.