Procedure: 5000P
Personnel
Recruitment, Selection and Evaluation of Staff
The superintendent is charged with establishing standard operating procedures for hiring.
Current and projected staff needs provide the basis for staff recruitment and selection. Once needs are identified, the recruitment and selection process should result in employing a staff member who is the most qualified to fulfill the need based on the candidate’s skill, training, experience, and past performance.
Identifying Needs
A. Collect enrollment projections from each school building (use birth data to estimate “K” enrollment).
B. Compare building projections with long-range district projections using the cohort survival ratio.
C. Establish staffing needs using the lowest projections.
D. Identify returning staff members, including returns from leave of absence and excluding retirees.
E, Identify openings, recognizing the new requirements, goals, and priorities of the district, and including possible co-curricular assignment needs.
F. Review and follow transfer procedures in relation to the provisions of the collective bargaining agreement.
Recruiting
A. Develop a job description for each necessary position,
B. Develop a job announcement using information from the job description, experience, preparation, salary range, and other related information.
C. List vacancies with the intention of reaching potential applicants from all demographics.
Candidate Selection
A. Identify the hiring manager and additional screeners, as appropriate.
B. Include district leadership support when hiring for positions in Special Education, Athletics, Multilingual Learning, Safety, CTE, and other designated departments.
C. Review criteria for screening.
D. Compile a screening summary report for each candidate to be considered, including specific reasons for selecting candidates.
E. Select candidates to be interviewed. (Note: Findings should be stated on the screening summary report for each candidate that was considered.)
Interviewing
A. Prepare for the interview by:
a. Reviewing all duties and responsibilities of the position;
b. Reviewing the minimum qualifications needed to perform the duties of the position;
c. Developing a series of questions to be used in interviewing candidates, including guidelines for what to look for in response to questions; and
d. Reviewing the candidate’s application folder.
e. Meet with the team to review interview questions, and evaluation procedure, and train the team on avoiding bias.
B. Conduct the Interview:
a. Ask each candidate to respond to a predetermined set of questions.
b. Record the responses of each candidate.
c. Give the candidate an opportunity to ask any question(s).
d. Inform the candidate regarding the timeline for hiring.
e. Rate the candidate on a scale for each response to each question
f. Ask one clear and concise question at a time.
g. Ensure fairness by asking the same questions to each candidate, developed from the established criteria for the position.
h. Abide by the Human Rights Commission’s published list of fair and unfair questions.
i. The team recommends candidate(s) for further consideration, identifying strengths and areas of growth.
Feedback from Professional References
A. Contact candidate’s most recent evaluator Other references may include current or previous supervisor(s). Ask a prepared list of job-related questions.
B. Visit and/or observe candidate on site (when possible).
C. Rate the candidate on a scale with a defined 4-point rubric for the response to each question, aggregated to an overall score.
Recommending
A. Review available information:
a. Credentials - training, experience, and recommendations
b. Letters of application, responses to topics on supplementary application, Responses to interview questions,
c. Contact with previous supervisors.
B. Select a candidate to be recommended to the superintendent.
C. Prepare supporting statements on behalf of the candidate to be recommended.
D. Submit the complete hiring packet, including the signed Confidentiality and Ethics Agreement, the screening evaluation, interview evaluation, and telephone reference check reports to Human Resources.
Employing
A. Human Resources staff review the written recommendation and supporting information from the interviewer(s).
B. Once approved by Human Resources, the hiring manager will inform the candidate that he/she will:
a. Be recommended for the position, pending board approval and provided that the records of the Washington State Patrol criminal investigation system reveal that the prospective staff member is free of any convictions of offenses against children and other persons. (RCW 43.43.832);
b. Receive a general statement about the type of contract that will be issued (letter of intent);
c. Be expected to verify in writing his/her willingness to accept a contract if offered;
d. Be expected to present documents which establish his/her identity, and attest, in writing, his/her eligibility to work in this country; and
e. (Classified staff) may be subjected to a background check with the Washington State Patrol in accordance with RCW 43.43.830.
C. The hiring manager or designee informs the other applicants that they are not being recommended for hire at this time.
D. Present the recommendation to board.
E. Employ candidate at official board meeting noting the type of contract to be issued. Advise unsuccessful candidates.
Issuing Contracts
A. Secure official statements regarding the work experience from previous employers.
B. Evaluate the transcripts in terms of salary schedule placement criteria.
C. Issue appropriate contract — Replacement, Provisional, Temporary (less than one year), Supplemental.
D. Issue appropriate business forms and payroll information, and register teaching certificate.
Athletic Coach Selection:
In determining to which individuals coaching positions should be offered, the following considerations, in addition to others deemed important by the athletic/activities director and the building administration, shall apply:
- Buildings will consult with the District Athletic Director on the screening and selection of all head coaching hires.
- Individuals recommended for coaching positions must have a background of preparation for coaching, and/or substantial participation in the particular sport under consideration, and/or coaching experience.
- In appointing coaches, the District will give consideration to individuals who are otherwise qualified to serve as coaches who are:
- of the same gender as the team to be coached. It is considered to be an important function of a coach at the Middle School and High School level to be able to supervise team members in locker room situations. Therefore, except in unusual cases based on the lack of availability of candidates or exceptional qualifications and background of particular candidates, it shall be an essential function and a bona fide occupational qualification for a coach to be of the same gender as the team to be coached.
- From within the building where a coaching vacancy exists. It is considered to be an important function of a coach at the Middle School and High School level to be available to team members or candidates for team membership at various times during the school day, other than during times of tryouts, practices, or competitions. Therefore, except in unusual cases based on the lack of availability of candidates or exceptional qualifications and background of particular candidates, it is important for a coach to be otherwise assigned to work in the same building as the building for the particular team
- The athletic/activities director and the building administration shall consult with the head coach when feasible regarding candidates for assistant coaching positions.
- Notwithstanding 1 through 4, above, it shall be within the discretion of the athletic/activities director, in conjunction with the building administration, to recommend the appointment to coaching positions of individuals deemed by the athletic/activities director and the building administration to be the best qualified for the job.
Personnel Section Revised 1/2006
Revised 11/30/2005, 2/2019, 11/2025