DOCUMENT RESUME

ED 251 221 PS 014 756

TITLE Recruitment & Selection of Staif: A Guide forManagers of Preschool & Child Care Programs.

INSTITUTION Administration for Children, Youth, and Families',HHS), Washington, D.C.

REPORT NO HS-OHDS-85-31191PUB DATE D.NOTE 1N).PUB TYPE au des - Non-Classroom Use (055)

EDRS PRICE MF01/PC01 Plus Postage.DESCRIPTORS Block Grants; Child Abuse; *Child Caregivers; Child

Neglect; *Day Care; Early Childhood Education;Guidelines; *Personnel Selection; *PreschoolTeachers; Regional Programs; Social Services;*Teacher Recruitment

IDENTIFIERS Monitoring; Screening Procedures

ABSTRACTIntended for managers of child care programs, this

brochure .fists the basic components of a clearly defined personnelpolicy. The guide is based on the personnel practices and experiencesof more than 1,200 Head Start programs serving over 442,000 childrennationwide. Emphasis is given to staff recruitment, screening, andthe selection process. Guidance is also briefly provided in the areaof policies related.to child abuse and neglect, and suggestions areoffered on monitoring new staff performance. Also included in thebrochure is a list of social services block grant state contacts forregions I through X. (RH)

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Garde forManagers oPreschoolChild CarePrograms

introduction

The staff members of a child care or preschool program are the most important element in the successfuloperation of the program. It is the staff that is responsible for creating and maintaining a safe and healthylearning environment in which each child's individual needs can be identified and addressed. And it is thestar: that is responsible for developing a partnership with parents to promote the well-being of the child.

Because of these key rules, each program should have written personnel policies designed for the protec-tion of both employees and the children. They should provide employees with a clear understanding ofthe work requirements and responsibilities. Equally important, they should provide program managers witha carefully developed recruitment, screening and selection process for ensuring that staff members can ade-quately perform the work requirements and handle the accompanying responsibilities.

This brochure provides program managers with a list of the basic components of a clearly defined per-sonnel policy with an emphasis on the importance of staff recruitment, screening and the selection process.It also provides guidance to program managers in the area of policies related tc child abuse and neglect.Suggestions are also offered on monitoring new staff performance.

RECRUITMENT, SCREENING AND SELECTION OF PROGRAM STAFF

Every preschool and child-care program shouldhave dearly written personnel policies that areupdaied periodically and available to all employees.At a minimum, they should include: job descrip-tions; compensation and leave policies; a perform-ance appraisal system; and resignation and termina-tion policies. Policies on employee recruitment,screening and selection should also be an integralpart of an organization's personnel policies.

The goal of any recmitment and selection systemshould be to hire the best qualified person for thejob, whether it be an outside person qualified fora vacancy, or a current staff member qualifying fora higher position. The entire process should allowindividuals to be recruited, examined and appointedto positions within the child care or pre-school pro-gram on a fair and equitable basis. The elementsof a good system include:

announcing the vacancy;

examining the qualifications of candidates;

interviewing candidates who qualify;

observing finalists in the job for which they areapplying;

I checking public records on the individual chosenfor the job, and;

hiring the best qualified person.

Some agencies and programs may find it helpfulto form a personnel committee to perform theabove functiOns and make recommendations forfinal selections to the appropriate program officialor governing board. Parents, line supervisors andother staff members can also be very useful in therecruitment and selection of candidates.

Programs should be aware of the followingfederal and/or state requirements when establishingrecruitment and selection procedures:

CI Federal policies and regulations regarding equalemployment opportunity and non-discrimina-tion.

III Requirements in some states regarding checkingprior convictions for child abuse and child sexual

. abuse (sometimes requiring or allowingfingerprinting).

As this guide was being prepared, Congresspassed and the President signed into law a modifica-

tion of the Social Service Block Grant which makesavailable to States $25,000,000 for the purpose oftraining and retraining child care providers, Statelicensing and enforcement officials, and parents inthe prevention of child abuse in child care settinr.In addition, Public Law 98-473 provides that:

(2)(A) Any State receiving an allotment undersuch title from the funds made available as a resultof subsection (a) shall have in effect, not later thanSeptember 30, 1985

(i) procedures, established by State law orregulation, to provide for employment historyand background checks; and

(ii) provisions of State law, enacted in ac-cordance with the provisions of Public Law92-544 (86 Stat. 115) requiring nationwidecriminui record checks for all operators, staffor employees, or prospective operators, staffor employees of child care facilities (includingany facility or program having primarycustody of children for 20 hours or more perweek), juvenile detention, correction or treat-ment facilities, with the objective of protec-ting the children involved and promoting suchchildren's safety and welfare while receivingservice through such facilities or programs.

For the most current information on how yourstate is planning to implement this law, you maywant to contact the person responsible for the SocialService Block Grant in your state. A list of theappropriate person to contact is included at the endof this brochw e.

A. Advertisement of VacanciesRecruitment and hiring should be a fair and

equitable process. Programs should advertise vacan-cies to staff as well as other known sources ofemployees. Advertisements should also be used toalert the general public to staff vacancies so thatrecruitment is not narrowed to only a select few.Advertising serves to ensure that the recruitment ofcandidates is an open competitive process.

Advertisements should be distributed by variousmeans throughout the community. Announcingvacancies can be accomplished by puttingannouncements on bulletin boards at centers,advertising the position in local newpapers, postingan announcement in other community agencies,alerting local employment bureaus, and distributingvacancy notices to staff and parents.

To be effective, a vacancy announcement shouldcontain sufficient information to enable a personto decide whether or not to apply. Generally, thisinformation should include:

Job title and qualification requirements, in-cluding a brief description of the work respon-sibilities, where the position fits within theprogram, and a concise statement of the criteria(e.g. type and duration of experience, creden-tials) to be used in hiring.

Salary or salary range and fringe benefits.

Career advancement opportunities.

A non-discrimination policy statement that anequal employment opportunity will be providedto candidates.

Information on how to apply, including whereto apply for the position; the name, address andphone number of the program; the individualto contact; the date by which applications mustbe received and other details that will help can-didates apply for the position.

B. Determining Candidates'Qualifications

It is advisable to establish an applicant file foreach qualified individual who applies. This fileshould contain the application forms, resumes, cor-respondence, background information, results ofinterviews and any other information that will serveas a resource to assist in the choice of the bestqualified candidate for the position. The applica-tion file will also later serve as evidence that theselection was fair, open, competitive and resultedin the hiring of the best person for the position.

Each candidate should corn; .ete an applicationform and provide supplemental information asnecessary to demonstrate that he/she is qualifiedfor the position. The application form shquld, ata minimum , contain the name, address andtelephone number of the applicant, applicant'spresent job and reason for wanting to leave, educa-tional level, employment history, special skills aadother accomplishments and references.

The deterinination of candidates' qualificationsshould not be confined only to a review of thewritten information that has been provided. Severalother techniques should be used to make certain thecandidate is qualified. These should include:

IIIII an interview with the candidates;

a check of reverences;

2 verification of the accuracy of the information

provided by the candidates;

a performance test or, if possible, an oppor-tunity to observe the candidates in the job forwhich they are applying;

a search for information about the candidaesfrom those who know them;

a solicitation of opinions from those who haveworked with the candidates, especially fromparents whose children have been under the can-didates' care; and

IIII a comparison of the qualifications of allapplicants with the position requirements.

An analysis of the information generated fromall these sources should aid the program in makinga fair and objective decision in determining thoseindividuals whose qualifications most closely matchthe specific position descriptions and whose applica-tions should be considered further.

C. Candidate Interview, Observationand Record Check

Once the field of candidates has been narrowed,a number of additional steps should be taken. neseinclude:

III an interview with each candidate whosequalifications are close to those that arerequired;if possible, an opportunity to observe the can-didate in the job for which they are applying;and

a check of public records related to child abuseand neglect convictions.

The interview process is important because theprogram manager and other interested individualshave an opportunity to meet the candidates andmake decisions about their attitudes, capabilities,temperament and other characteristics that may bepertinent in making the final selection. Interviewsmay be conducted by a personnel committee com-posed of such persons as the program manager,representatives of governing boards, and/or thesupervisor or staff who will be working directly withthe employee. The personnel committee membersshould have a specific list of questions to be askedof each candidate based on the position descriptionand the personal characteristics and qualificationsthat are desired.

Responses should be documented and ranked in,some manner to justify final selections. Thisdocumentation should include establishedchecklists, questionnaires or other formats that can

be referred to later in making objective decisionsabout a candidate's capabilities.

All job candidates should be required to listreferences on their application form, and allreferences should be contacted by the hiring agencyto obtain relevant information about the candidate.In addition, it may be useful to contact previousco-workers and parents of children who have beenunder the care of the applicant. Since most peopletend to report only favorable information aboutothers, the inquirer must usually "dig" to get a fullstory. This may require spending some time describ-ing the job for which the candidate has applied,discussing the candidate's past joky responsibilitiesand performance and talking about potential per-formance in the new job. Possible questions to beasked as part of a reference check might include:

How does the applicant relate to children? Doesthe applicant enjoy working with children anddo children enjoy being with the applicant?

Did the applicant come to work on time? Howoften was the applicant abs, nt from work?

How well does the applicant accept responsi-bility? Is the applicant reliable in terms of be-. ing prepared for the job at hand and completingjobs assigned? Does thc applicant handle prob-lems well and persevere until the job is

completed?

How well does the applicant get along withsupervisors, subordinates, and parents? Is theapplicant considered easy to work with? Is theapplicant cooperative?

Is the applicant honest and trustworthy?

In what areas of the new job would you expectthe candidate to do very well? With what areaswould the candidate have problems?

Reference checks are best done by phone orthrough face-to-face contact with the reference toallow for the fullest possible discussion. Regardlessof how the reference checks are conducted, carefulnotes should be taken on the information providedand made an official part of the data to he con-

% sidered when determining who to select for the job.

When the number of candidates is narrowed tothe best qualified, an effort should be made toobserve each finalist in the position for which theyapplied. If the candidate is currently employed ina similar job, p emission should be secured for oneor two persons to observe this individual. If this isnot possible, the candidate should be asked to spend

some time in the new job for the purposes of obser-vation. It is appropriate for fly! candidate to be paidfor this time, if necessary.

Once the final selection has been made, it is ex-tremely important to check all available publicrecords regarding evidence of child abuse, sexualchild abuse or child neglect by the candidate. Theserecords should be sought at the State, county andlocal level. The extent to which such records areavailable to the public vary greatly from state tostate. Any findings of criminal behavior should beexamined by the personnel committee in light of theprogram's peisonnel policies that deal with the pro-tection of the children from abuse and neglect.

I). Final Selection and HiringThe final selection should be based on judgments

about each candidatils qualifications, reference andrecord checks and the results of their interview andobservation. If the personnel committee is em-powered to make the rmal selection, the appropriateprogram official should be informed of their finalchoice. An alternative process would include thesubmissiv of the names of the three most qualifiedcandidates to the appropriate program official forfinal selection. The governing bodies of the childcare or preschool program may also be responsiblefor approving the selection.

The successful candidate should be informed ofhis/her selection and the unsuccessful candidatesshould be notified after the chosen candidate hasaccepted. There should then be an official an-nouncement of the selection. If unsuccessful can-didates wish to know why they were not selected,the program should be prepared to justify its cleci-sion and refer to the documentation of selectionprocedures in showing why the candidate whu wasselected was deemed the best qualified.

E. Probationary or Trial PeriodMost programs establish a probationary or trial

period for new employees. This is particularly thecase when it has not been possible to observe thenew employee in working with children. The pro-bationary period should always be of fixed dura-tion, and the employee should always be madeaware of it before he or she accepts the job. Usually,the move from probationary employment status topermanent is accompanied by salary increase or theextension of one or ore fringe benefits which werenot previously provi rd.

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PROTECTING PRESCHOOL AND DAY CARE CHILDRENFROM CHILD ABUSE AND NEGLECT

A major consideration for every program serv-ing children should be to protect those childrenfrom abuse and neglect. Every program has aresponsibility to inform staff of appropriateFgxleral, state, local and program regulations re-garding child abuse and neglect. Written policiesshould be provided to each staff regarding:

a code of conduct for staff relating to thgirbehavior with children,

policiis on reporting suspected child abuse andneglect,

policies on investigating existing staff or staffcandidates in regard to child abuse and n:glect,and

policies on hiring staff previously accused, in-dicted and/or found guilty of child abuse andneglect.

.The rtost important step program managers cantaketo.guard Ma. child abuse and neglect is toensure that there is adequate day to day supervi-sion of all staff. .i

MONITORING NEW STAFF

Each program must have a system for monitor-ing the performance of all staff in the program andmust make an extra effort to monitor new staffmembers. The responsibility for this monitoring liesformally with the individual's supervisor and infor-mally with parents.

It is the supervisor's responsibility to insure thata new staff member's performance is monitoreethrough °Nervation and discussion during and afterthe probationary period. Especially during theprobationary period, the program manager andsupervisor should drop in and visit the newemployee on the job during work hours to deter-

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mine whether or not the individual is performingin a satisfactory manner.

Monitoring of the employee by parents is alsoimportant. Parents should be encouraged to dropin and visit the new emoloyee. Parents should alsobe encouraged to listen to and talk with theirchildren everyday and to learn about the child's con-cerns and problems. Information on good child carepractices, the program schedule, and activities andinformation on child abuse should be providedto parents to enable them to understand programoperations and to quickly identify problems, andact on them immediately.

SOCIAL SERVICES BLOCK GRANT STATE CONTACTS BY REGION (Regions I - X)

REGION 1

Connecticut

Mr. James HarrisCommissionerDepartment of Human Resources1179 Main StreetHartford, Connecticut 96103(203) 566-3318

Maine

Mr. Michael R. PetitCommissionerDepartment of Human ServicesState HouseAugusta, Maine 04333(207) 868-2736

Massachusetts

Ms. Marie A. MatavaCommissionerDepartment of Social Services150 Causeway StreetBoston, Massachusetts 02114(617) 727-0900

New Hampshire

Mr. Sylvio L. DupuisCommissionerDepartment of Health and WelfareHazen DriveConcord, New Hampshire 03301(603) 271-4334

Rhode Island

Mr. Joseph F. MurrayDirectorDepartment of Social and Rehabilitation

ServicesAime J. Forand State Office Bldg.600 New London Avenue

- Cranston, Rhode Island 02920(401) 464-2121

Vermont

Dr. Lloyd NovickSecretaryAgency of Human Services103 South Main StreetWaterbury, Vermont 05679(802) 241-2220

REGION II

New York

Mr. Cesar A. PeralesCommissionerNew York State Department of Social Services40 North Pearl StreetAlbany, New York 12243(518) 474-9475

New Jemey

Mr. George J. Alban seCommissionerNew Jersey Department of Human ServicesP. 0. Box CN-700Trenton, New Jersey 0,42.)(609) 292-3717

Puerto Rico

Dr. Jenaro Collazo-CollazoSecretaryPuerto Rico Department of Social ServicesP. 0. Box 11697Santurce, Puerto Rico 00910(809) 725-4511

Virgin Islands

Mr. Norman JohansonCommissionerDepartment of Social WelfareP. 0. Box 539St. Thomas, Virgin Islands 00801(809) 774-0930

REGION III

Delaware

Mrs. Patricia C. SchrammSecretaryDelaware Department of Health and Social

ServicesNew Castle, Delaware 19720(302) 421-6705

District of Columbia

Mr. David E. RiversDirectorD.C. Department of Human Services801 North Capitol Street, N.E.Washington, D.C. 20002(202) 727-0310 5

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arykind

s. Ruth Massingaetary

Maryland Department of Human1100 North Eutaw StreetBaltimore, Maryland 21202(301) 363-5528

Pennsylvania

Resources

Mr. Walter W. CohenSecretaryPennsylvania Department of Public Welfare,

Rm. 333Health and Welfare BuildingHarrisburg, Pennsylvania 17120(717) 787-2600

Virginia

Mr. William L. LukhardCommissionerDepartment of Social Services8007 Discovery DriveRichmond, Virginia 23288(804) 281-9236

West Virginia

John Burdette, HCommissionerState Department of Human ServicesBuilding B, Room 6171900 Washington Stret, EastCharleston, West Virginia 25305(304) 885-2400

REGION IV

Alabama

Dr. Leon FrazierCommissionerDepartment of Pensions and SecuritiesAdministrative Building64 North Union StreetMontgomery, Alabama 36130(205) 832-6570

andMr. W. M. "Bill" RushtonDirectorState Department of Economic and Community

AffairsRoom 101State CapitolMontgomery, Alabama 36130(205) 832-6532

Fiorillo

Mr. David H. FiligreeSecretaryDepartment of health and Rehabilitation

Services1323 Winewood BoulevardTallahassee, Florida 32301(904) 488-7721

Georgia

James G. Ledbetter, Ph.D.CommissionerGeorgia Department of Human Resources47 Trinity Avenue, S.W.Atlanta, Georgia 30334(404) 656-5680

Keiatucky

Mr. Elbert AustinSecretaryCabinet for Human Resources275 E. Main StreetFrankfort, Kentucky 40601(502) 564-7130

Mississippi

Mrs. Beverly W. HoganExecutive DirectorGovernor's Office of Federal-State Program200 Sitters BuildingJackson, Mississippi 39201(601) 359-3150

North Carolina

Sarah T. Morrow, M.D., M.P.H.SecretaryDepartment of Human Resources325 N. Salisbury StreetRaleigh, North Carolina 27611(919) 733-4534

South Carolina

Mr. Dennis CaldwellExecutive DirectorState Health & Human Services Finance

CommissionP. 0. Box 8206Columbia, South Carolina 29202(803) 758-3175

Tennessee

Mrs. Sammie Lynn PuettCommissionerDepartment of Human Services

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111-19 7th Avenue, NorthNashville, Tennessee 37203(615) 741-3241

REGION V

Mr. Gr.gory L. CoferDirectorIllinois Department of Public kid316 South Second 'Street, 3rd FloorSpringfield, Illinois 62763(217) 782-6716

Indiana

Mrs. Jean MerrittDirectorSocial Services Fiscal Office115 North PennsylvaniaIndianapolis, Indiana 46204(317) 232-7006

Michigan

Dr. Agnes M. NiansourDirectorMichigan Department of Social Services300 South Capitol AvenueLansing, Michigan 48933(517) 296-6117

Minnesota

Mr. Leonard LevineCommissionerMinnesota Department of Public Welfare658 Cedar StreetCentennial BuildingSt. Paul, Minnesota 55101(612) 776-2701

Ohio

Ms. Patricia K. SorryDirectorOhio Department of Public WelfareState Office Tower, 32nd Floor30 East Broad StreetColumbus, Ohio 43215(614) 466-6282

Wisconsin

Ms. Linda ReivitzSecretaryWisconsin Department of Health and Social

Services1 West Wilson Street, Room 120

Madison, Wisconsin 53708(608) 266-3681

REGION VI

Arkansas

Mr. Ray ScottDirectorArkansas Department of Human Services1428 Donaghey BuildingLittle Rock, Arkansas 72201(501) 371-1001

Louisiana

Sandra 1... Robinson, M.D., M.P.H.SecretaryDepartment of Health and Human ResourcesP. 0. Box 3776Baton Rouge, Louisiana 70821(5041 342-6712

New Mexico

Mr. Juan R. VigilSecretaryDepartment of Human ServicesP. 0. Box 2348 4,,

Sair3 Fe, New Male° 87503(505) 827-4072

OLiaboma

Mr. Robert FultonDirectorDepartment of Human Service.,P. 0. Box 25352Oklahoma City, Oklahoma 73125(405) 521-3076

Texas

Mr. Marlin W. JohnstonCommissioner eptTexas Department of Human Resources706 Bazitter LaneP. O. Box 2960Austin, Texas 78769(512) 441-3355

REGION VII

Iowa

Dr. Michael V. ReagenCommissionerDepartment of Social ServicesHoover State Office BuildingE. 14th and Walnut

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Des Moines, Iowa 50319(515) 281-5452

Kansas

Dr. Itobeitt C. HarderSecretaryState Department of Social and Rehabilitation

ServicesState Office BuildingTopeka, Kansas 66612(913) 296-3271

Missouri

Mr. Barrett A. TOWDirectorDepartment of Social ServicesBroadway State Office BuildingP. 0. Box 1527Jefferson City, Missouri 65102(314) 751-4815

Nebraska

Ms. Gina C. DunningDirectorState Department of Public Welfare301 Centennial Mall, SouthLincoln, Nebraska 68509(402) 471-3121

REGION VIII

Colorado

Mr. George GoldsteinDirectorDivision of Social ServicesDepartment of Social Ser.i.,:es1575 Sherman StreetDenver, Colorado 802C1(303) 866-2521

Montana

Mr. John D. LaFaverDirectorTitle XX Planning CoordinatorDepartment of Social and Rehabilitation

ServicesP. O. Box 4210Helena, Montana 59604(406) 587-5622

North Dakota

Ms. Patricia ConradNorth Dakota Department of Social ServicesState Capitol

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Bismarck, North Dakota 58505(701) 224-4051

South Dakota

Mr. James EllenbeckerSecretaryDepartment of Social ServicesKneip BuildingPierre, South Dakota 57501(605) 773-3165

Utah

Mr. Andrew GallegosDirectorDepartment of Social Services150 West North TempleSalt Lake City, Utah 84103(801) 355-9318

Wyoming

Mr. Stanley H. TorvikDirectorWyoming Department of Health and Social

ServicesHathaway BuildingCheyenne, Wyoming 82002(307) 328-1111

REGION IX

Allman

Mr. Douglas N. PatinaDirectorDepartment of Economic Security1717 West JeffersonP. 0. Box 6123Phoenix, Arizona 85005(602) 255-5678

California

Ms. Linda S. McMahonDirectorDepartment of Social ServicesState of California744 P StreetSacramento, California 95814(916) 445-2077

Nevada

Ms. Sharon P. MurphyAdministratorWelfare DivisionDepartment of Human Resources251 Jeanell Drive

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Carson City. Nevada 89710(702) 885-4400

Hawaii

Department of Health and Social ServicesPouch H-01uneau, Alaska 99811

(907) 465-3030Mr. Franklin Y. K. Sunn IdahoDirectorHawaii State Department of Social Services and Rose Bowman

Housing DirectorP. 0. Box 339 J Idaho Department of Health an..i WelfareHonolulu, Hawaii 96809 State Office Building(808) 548-6260 450 West State Street

GuamBoise, Idaho 83720(208) 964-2336

Mr. Dennis G. Rodriquez OregonActing DirectorDepartment of Public Health and Social Mr. Leo Hegstrom

Services DirectorP. O. Box 2816 Oregon Department of Human ResourcesAgana, Guam 96910 318 Public Service Building734-2947 or 9901 Salem, Oregon 97310

Northern Marianas(505) 3713-3033

ingtMr. Gilbert C. Ada

Wash on

Director Karen RabinDepartment of Community and Cultural Secretary

Affairs Washington Department of Social and HealthSaipan, Mariana Islands 96950 ServicesTel: 9411 or 9497 Mail Stop OB 44-F (Legislative)

Olympia, Washington 98504REGION X (206) 753-3395

Alaska

Mr. John PughActing Commissioner

DHHS Publication No. (OHDS) 85-31191