Hiring Process and Rules

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Revised 5/20/13

In accordance with CCSU policy and procedure, Principals/Directors are expected to adhere to the following hiring process and rules.   Please refer to CCSU procedures G8A-R: Employment Practices – Staff Hiring and G7A-R: Employment Screenings for more information.

Table of Contents


Posting the Position

Review Job Description

Review current job description for the position to make sure it is accurate and complete, and to determine the essential functions and qualifications for the job.   Inform Human Resources of any necessary changes.   The job description will be linked to the posting, so it is important that the job description is current.

  • If the position is a new position, or if there is no current job description, a job description must be created before the position is posted.

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Establish Essay Questions

Schoolspring allows up to two essay questions to be added to the application requires.   Essay questions help ensure that only serious candidate apply to the posted position, and serve as an excellent screening tool.   The hiring criteria established in #2 above should be used as a guide for developing the essay questions.   Responses to the essay questions should provide needed information to allow you to rate the candidate against the hiring criteria you’ve established.   (See  Sample Interview/Essay Questions for Teachers  and  Sample Interview/Essay Questions – General  for ideas and suggestions.)

  • Two essay questions  must  be established for all educator postings.   An exception may be made for internal postings, and long-term substitute positions. Essay questions may also be posted for paraeducator and other higher-level support staff positions, but this is not required.

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Establish Application Screening Criteria

Using the job description, applicable evaluation tools, and district initiatives as references, develop the application screening criteria for the position.  These criteria will be used as the basis for screening the applications of candidates in order to determine who will be offered an interview.   The application screening criteria should address the qualifications, knowledge, skills, etc. that you will be able to obtain through a “paper review” of the schoolspring application including responses to essay questions.  It is recommended that the Executive Director of Student Support Services (EDSSS) and/or Executive Director of Curriculum, Instruction, and Assessment (EDCIA) be consulted before finalizing the application screening criteria for all professional educator positions.

  • Application screening criteria must be established before the position is posted since these will be used as the basis for evaluating applications (see below).

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Post the Position

Contact Human Resources (HR) to post the position on schoolspring.   Provide HR a copy of the application screening criteria being used and essay questions so we can frame the ad with the qualifications you are seeking. Most positions shall be posted as “open until filled” unless the hiring supervisor requests a specific deadline date.

All positions shall be posted on  www.schoolspring.com.   An exception may be made for some positions that are posted internally exclusively for existing employees.   However, the Schoolspring internal posting  option will typically be used for these positions as well.   If the position is posted on  www.schoolspring.com, only applicants that appear on schoolspring can be considered for the position.

  • Only HR can post positions on schoolspring.   However, hiring supervisors can request the opportunity to review and edit the posting before it is open to the public.   Per CCSU procedure G8A-R, the position must be posted for at least five days before a conditional offer of employment can be made.

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Candidate Screening

Establish Screening Committee

An screening committee is effective for gathering different perspectives on candidates.   Committee members shall minimally include the Supervisor (the school administrator, director, or manager), and the individual whom the position reports directly to, if other than the Supervisor (e.g., LCL, CCL).     Additional committee members  may  include team members, co-workers, faculty, other administrators, community member(s), parents, students, central office representative, board member(s), and/or others that have a direct correspondence with the position being hired.  Principal’s are  encouraged  to invite the EDSSS/EDCIA to participate on the screening committee.

  • An interview committee  must  be established for all educator postings, with the exception of long-term substitute postings, and internal postings in which a teacher is being considered for rehire.

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Review and Evaluate Applications

Evaluate the schoolspring application using the application screening criteria (developed above) and the established Application Evaluation “Look Fors”.  The SchoolSpring evaluation tool can be used for this purpose.  (Please refer to the Schoolspring User Guide on how to use the Schoolspring evaluation tool, or contact human resources for a tutorial.)   This review and evaluation will help you select the interview candidates for the position.   Applications may be reviewed and evaluated on a daily basis as they come in, or all at once after the position is placed in review (below), such is your choice.   You may wish to “decline” applicants you know you won’t consider further after you’ve evaluated them (e.g., not eligible for licensure, unacceptable responses to the back ground questions, would not otherwise consider the candidate based on previous experience with or knowledge of the candidate, etc.). This will make it easier to select your interview candidates, or you may want the entire screening committee to review all applications – such is your choice.

  • All applications must be considered and evaluated using the application screening criteria – including those who applied after you’ve completed the interview process.   (See below for placing a position in “review”.)   If a deadline is stated in the posting, you may wish to  wait until after the stated deadline to schedule interviews.

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Place Position in Review

Positions that have an application deadline date will automatically be placed in review following the stated deadline.   Those without a deadline (i.e., “open until filled”) shall remain “posted” until the supervisor places the position in “review”.   If the position is “open until filled”, please be sure to change the status of the position to “review” once you are ready to select your interview candidates.   This will prevent additional candidates from applying.

  • If the position is “open until filled”, the hiring supervisor must place the position in “review” on schoolspring.   (Please refer to the Schoolspring User Manual on how to place a position in “review”, or contact human resources for a tutorial.)   If you decide to keep the position open during the interview process (or inadvertently leave the position “posted”), you must consider and evaluate any additional candidates that came in after the interview candidates were selected before making a hiring recommendation.

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Pre-screen Candidates

If you have any specific application-related questions on a candidate you would like to consider further, it is recommended that you contact the candidate to ask any clarifying questions.   These clarifications may include, but are not limited to:

  • Requesting additional information about a “yes” response to a background check question
  • Determining whether or not the candidate is currently under contract in another district for the school year in which you are looking to hire them
  • Seeking clarification of licensing status or requesting a copy of the license
  • Seeking confirmation of any lapse in employment evident in the evaluation (e.g., I just want to confirm that you were not employed from X to X.  We want to make sure we have your full employment history)
  • Seeking an explanation about why the candidate does not want you to contact a current or previous employer
  • Obtaining additional information about the candidate’s reason for leaving a particular position
  • Requesting additional documents or information (e.g., copies of transcripts if omitted, letters of recommendation if omitted, etc.)
  • Requesting additional information to determine HQT or HQP status

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Select Interview Candidates

Using the schoolspring evaluation results and pre-screening information, select the candidates you would like to interview (or would consider for an interview), and establish an interview round in schoolspring that includes just these candidates.   Set up interview committee members as “guests” in schoolspring (if s/he doesn’t already have an account) and assign the interview committee members to round so they can review the interview candidates’ (or potential interview candidates’) applications.   The Principal/Director may select the first round interview candidates him/herself (or in consultation with the EDSSS/EDCIA), or s/he may have the interview committee select the first round interview candidates from the list of potential interview candidates s/he established through the application evaluation and pre-screening process.   Ideally 3 to 5 candidates will be selected for the first round.

  • Before setting up a “guest” account in schoolspring, you must check both active an inactive user accounts in schoolspring.   If the committee member already has an inactive user account, change their status to “guest” – DO NOT CREATE A NEW ACCOUNT FOR THEM.   If the committee member does not have an active or inactive user account, you must set up an account for them.   For applicant confidentiality reasons, interview committee members must only be given access to the interview round created above (rather than all the applicants for the position). (Please refer to the  Schoolspring User Guide on how to set up a guest user and an interview evaluation round, or contact human resources for a tutorial.)
  • If you are allowing the interview committee to inform the final interview candidates (out of your list of potential interview candidates) the committee members must evaluate the interview round candidates using the schoolspring evaluation tool, Application Evaluation “Look Fors”, and hiring criteria before a final decision is made about the selected interview candidates.
  • If hiring for an educator position, you must inquire as to whether or not the individual is currently under contract in another school district that would conflict with the posted position.   If so, you must contact the Superintendent prior to scheduling the interview, so we can seek permission to interview from the Superintendent of the district in which the applicant is currently under contract.
  • Should an employee currently under contract within the CCSU apply for a transfer or reassignment to another position within our CCSU, the hiring supervisor must contact the existing supervisor for permission to interview prior to scheduling the interview.   The hiring supervisor also must contact the current supervisor as a reference prior to making an offer of employment.   If the employee is hired, both supervisors must work out a mutually acceptable transition timeline.

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Establish Interview Screening Criteria

Using the job description, applicable evaluation tools, licensing competencies, and district initiatives as references (e.g., Universal Classroom), develop the interview screening criteria for the position.  (See  Sample Hiring Criteria and Rating Scale for Teachers) The interview screening criteria will be used as the basis for screening candidates.   The interview screening criteria should address the qualifications, knowledge, skills, behaviors, and motivators necessary for the candidate to be successful in the position (usually 10 to 15 criteria).   It is  recommended  that the Executive Director of Student Support Services (EDSSS) and/or Executive Director of Curriculum, Instruction, and Assessment (EDCIA) be consulted before finalizing the interview screening criteria for all professional educator positions.  Although the Principal/Director has the final say as to which screening criteria shall be used, s/he is encouraged to seek feedback and input from the screening committee and/or other relevant individuals.

  • Interview screening criteria  must  be established before the interview questions are established since these will be used as the basis for developing interview questions and for evaluating the performance of the interviewees (see below).

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Rate the Interview Screening Criteria

Assign a rating scale for each of the interview screening criteria established (e.g., 0 = does not meet the requirements, 1 = meets some of the requirements and may be considered secondarily, 2 = closely match the job requirements).   The rating scale shall be used during the interview processes.   (See sample hiring criteria & rating scale for teachers.)   Each interview screening criteria may also be weighted (e.g., essential, important, desirable).

  • A rating scale must be established that incorporates the interview screening criteria established for the position (see #2).   The interview screening criteria and rating scale must be used by the committee during the interview process as a basis of the discussion to avoid potential unlawful criteria from being considered.

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Establish Interview Questions

Using the interview screening criteria and rating scale established (see Establish Interview Screening Criteria and Rate the Screening Criteria above) develop 10 to 15 interview questions that focus on the key components of the job.  Each interview screening criteria must have a corresponding interview question that addresses the criteria (although one question could cover more than one criteria).   Please refer to Sample Interview/Essay Questions for Teachers, Sample Interview Question for Educators   or Sample Interview/Essay Questions – General for ideas and suggestions.   Below are some best practices for developing interview questions:

  • The questions should be open-ended requiring behavioral descriptions rather than simple “yes or no” answers.
  • Questions should be related to the performance of the job rather than focusing on personal lifestyle.
  • The Principal/Director has the final say with regards to the interview questions being asked, but is encouraged to seek feedback/input from the screening committee and/or the EDSSS/EDCIA.
  • Questions should cover the following areas (see sample interview questions):
    • Experience, Skills and Knowledge – Specific measurable and observable abilities required to perform the job obtained from education, training and experience (e.g. type 60 words per minute at 90% accuracy).
    • Motivators – Self-assessing questions to reveal what motivates an individual in their work.   Questions reveal whether or not the position is a good match for the individual.
    • Personality, Style, Behavior and Performance – Addresses the behavior/approach an individual would take towards situations or people on the job.   Questions reveal whether or not the person is a good match for the position.   The questions can be forward looking (e.g. how the applicant would handle a specific scenario on the job), or backward looking (e.g. how the applicant has handled a situation in the past).
    • Ending Questions – The candidate should be given the opportunity to support his/her candidacy by addressing aspects not covered in the interview questions.   The candidate should also be given the opportunity to ask questions of the committee.
  • The interview questions must cover all of the established interview screening criteria.
  • The interview questions must not inadvertently reveal protected class information.   (See Interview Topics to Avoid)
  • The interview questions must be used consistently for all applicants for the same position.   This will ensure that similar information is gathered from all applicants to compare qualifications and reduce the potential for unlawful hiring practices claims.   However, follow up questions should be specific to the candidate based on their responses (or lack thereof) to the questions.

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Establish Other Screening Requirements

Determine what, if any, additional screening tools will be used in addition to the interview questions (e.g., observation of the delivery of a lesson plan, writing sample submissions, computer tests, submission of a portfolio, etc.).

For classroom teacher positions, the level of Universal Classroom skills a candidate possesses is best determined through observing the individual deliver a lesson plan and using the CCSU Focused Walk and the CCSU Integrated “Look-fors” Checklist as part of the applicant screening process.   This can be done in a number of ways, including, but not limited to:

  • Have the individual submit an electronic video recording of themselves delivering a lesson plan to students.
  • Invite the individual into one of our classrooms (e.g., “guest teacher”) to deliver a specific lesson plan as part of the screening process.
  • Observe the individual delivering a lesson plan at their own school via Skype.

If observation is used as part of the classroom teacher screening process, the Principal can determine whether to use this tool with all interview candidates, or only with the top interview candidate(s).

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Schedule Interviews

Schedule the interviews with the first round interview candidates.   You may contact the candidate directly to schedule the interview, or use the schoolspring scheduling tool. Inform the candidate of any additional screening requirements.   Ask each interview candidate to arrive 10 to 30 minutes prior to the scheduled interview time to review the job description, and complete any additional testing requirements.     If testing is being used as part of the interview process (e.g. writing sample, computer test, etc.) candidates may need to arrive earlier.

  • Interview candidates must be indicated  on schoolspring by changing the applicant’s status from “review” to “interview”.   This will provide us the necessary record of the candidates who were interviewed for the position.   (Please refer to the Schoolspring User Manual on how to change a candidate’s status from “review” to “interview”, or contact human resources for a tutorial.)

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At the Interviews

Review ground rules with the committee

Before the interviews begin, review the ground rules and process with the interview committee.

  • Issue and review the screening criteria and rating scale.   Each committee must be given copies (one for each interview candidate) of the screening criteria and rating scale, so that s/he can rate each candidate.   Be sure to review the screening criteria and establish it as the focus of your conversations when discussing the candidates’ performance at the interview.
  • Distribute interview questions.   Each committee member must be provided copies (one for each interview candidate) of the interview questions being used.   Be sure to leave spaces beneath each question for notes, comments, observations, etc.
  • Establish who will be asking the questions.   It is recommended that the Principal/Director ask the all the questions while the screening committee focuses on the candidate’s responses, body language, tone, demeanor, etc.   If the Principal/Director asks all the questions, it is important to establish when the committee members can/should ask follow up questions.   It is suggested that all follow up questions from the committee happen after all the questions have been asked, as their question may be answered in another response.
  • Establish roles and responsibilities.  The role of the committee is to provide feedback on each candidate (what did they see, hear, feel during the interview); to rate each candidate using the established screening criteria and rating scale; and using that criteria, inform you which candidates they would be happy with (e.g., recommend for further consideration).  It is the Principal/Director’s responsibility to use the information obtained from the committee along with the reference checks to select the final candidate and make a recommendation to the Superintendent.
  • Review unlawful hiring practices.   If the committee is going to play an active role during the interview, the Unlawful Hiring Practices must be reviewed with the committee prior to the interviews to avoid unnecessary lawsuits.   It is also important to review how to react if a person reveals protected class information without prompting.

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Interview process

Below are recommended best practices for conducting the interview:

  • Allow at least 45 minutes for each interview.   You want to make sure there is adequate time for the candidate to give thorough and thoughtful responses.   Someone from the committee should serve as time keeper to make sure you don’t run late.
  • Greet interview candidates.     Have someone (e.g. secretary) available to greet the interview candidates as they arrive, and to issue the job description and any other required testing.   You may give the candidate a copy of the interview questions at this time so s/he can reference them at the interview.   This is especially helpful when multi-part questions are being used.
  • Try to make the interview candidate feel at ease.   Welcome the candidate, introduce the candidate to each member of the committee (names and positions), explain the role of the committee, who will be asking the questions, outline the timeframe allocated for the interview (which should be no more than 45 minutes).   Use of name tags for the committee members may help put the interview candidate at ease.
  • Interview the candidates using the question set previously established.   It is recommended that only the hiring supervisor ask the interview questions.   Ask follow up questions as necessary for clarification or if more details are needed.   Let the candidate do most of the talking.
  • Take notes during the interview.   Each committee member should jot down relevant notes during the interview.   Be sure not to write anything down that is not job-related (i.e. marital status, number of children, non-work related memberships and affiliations, etc.)
  • Avoid information obtained about a protected class. If the candidate does disclose information that would reveal s/he is in a protected class do not write it down, quickly indicate that the information isn’t job related and move on.   Do not note or consider any information that is protected under discrimination laws.
  • Give the individual an opportunity to ask the committee questions.   Contact human resources for general salary and benefit information prior to the interview.   Refer any specific questions related to salaries and benefits to human resources.
  • Give committee members an opportunity to ask follow up questions.   If the interview committee was not involved in asking the primary interview questions, it is important to give them the opportunity to ask clarifying questions of the candidate.
  • Closing remarks.   Thank the candidate for coming; outline the hiring process and timeline; seek permission to contact anyone who is/was connected to the candidate in a professional capacity, including individuals not listed on the candidate’s application.

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Discuss and Rate the Interviews

It is best practice to allow at least 15 minutes for committee discussion following each interview while information is still fresh in the committee’s mind.   Be sure to curtail any discussions around protected class information unless it is a Bona Fide Occupational Qualification (BFOQ), and to focus discussions around the established screening criteria.   Redirect their attention as necessary.  Have the committee members rate the candidates on the screening criteria and submit the scores after each interview.  General comments the committee member would like the team to consider can be written on the back of the rating criteria.

After all the interviews are completed, review the scores and comments for each candidate and have another discussion about the candidates.  Ask each committee member to state whether or not they would recommend each candidate for further consideration.  If at least 80% (+/-) of committee members recommend a candidate for further consideration, the candidate will move on to the next stage.  (The Principal/Director can elect to use a different percentage depending on the number of committee members.)  Ideally, at least two candidates would move forth to the next level, otherwise, the percentage may need to be adjusted or the position be reposted at the Principal’s discretion.

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Retain Rating Records

The committee ratings must be summarized onto one rating sheet for each candidate interviewed, and attached electronically to the applicant’s schoolspring application.   This information serves as necessary documentation should a legal suit of discriminatory hiring practices arise.   Only one summary rating sheet should be attached to each candidate rather than each committee member’s ratings (to avoid the potential for inappropriate comments or remarks being part of the official record. (Please refer to the  Schoolspring User Guide on how to attach documents to a candidate’s application, or contact human resources for a tutorial.)

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Destroy Committee Notes

Once the committee ratings for each candidate interviewed has been summarized (#4 above), individual rating scales, interview notes, and copies of applications from the committee members must be destroyed as this information is no longer necessary or relevant.   Sometimes committee members inadvertently write down information about an individual that was disclosed during the interview that is irrelevant to the selection process (e.g., “married, 3 kids”), but may be harmful in the event of a discrimination lawsuit.

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Schedule Classroom Observation

If applicable, schedule the classroom observation with selected candidate(s).   If observations are conducted, it is highly recommended that the  CCSU Focused Walk and/or the  CCSU Integrated “Look-fors” Checklist are used as part of the candidate screening process.   A copy of the  CCSU Focused Walk and/or the  CCSU Integrated “Look-fors” Checklist document (or other tool used) outlining the committee’s observations must be attached electronically to the applicant’s schoolspring application.   This information shall also serve as necessary documentation should a legal suit of discriminatory hiring practices arise.

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Background Checks

Principals/Directors must complete the required background checks as outlined in CCSU Procedure G7A-R: Employment Screenings.   These are outlined below:

Reference Checks

References must be checked on final remaining candidate(s) before a conditional offer of employment can be made.   Below are the best practices and requirements related to checking references:

  • Be sure to obtain the names of prior supervisors to contact (rather than peers or personal references) if available.
  • Obtain permission (verbal or e-mail will suffice) from the candidate to contact anyone who is/was connected to the candidate in a professional capacity, including individuals not listed on the candidate’s application.
  • Establish a standard set of reference check questions to be asked of all references to maintain consistency throughout the process.   (See Sample Reference Check Questions.)   Specific applicant related questions may be added.
  • Per CCSU Procedure G7A-R, the Principal/Director must  contact a minimum of three references.   It is best practice to have the hiring supervisor conduct all the references to ensure thoroughness of the questions and proper notes are taken.
  • If the candidate was previously employed within the CCSU, call HR to review the individual’s personnel file, and contact the candidate’s supervisor at the time (if available) for a reference.
  • Reference checks should minimally cover the candidate’s most recent five years of work history.  Keep in mind that most people will have a difficult time remembering the specifics about an individual’s performance outside of five to ten years.  In addition, people to mature and change over time, so talking to a reference from early on in a person’s career might not give you an accurate picture of their present capabilities.
  • When you speak to the references provided, it is best practice to try to obtain the names and phone numbers of other individuals you should contact regarding their candidacy, and call them.   This will provide you with additional names that were not specifically selected by the candidate.
  • Ask about past performance and accomplishments: past performance is the best indicator of future performance.  Ask why set the person apart from others in regards to performance.  Ask for specific examples of individual and team accomplishments.  Describe some of the performance-based requirements of the position to the reference and ask their opinion on the person’s ability to achieve these objectives.
  • Ask open ended questions during the reference: the goal of the reference is to learn as much about the person as possible and in order to do that you must engage the reference in discussion.
  • If references refuse to talk or cite a company policy against providing information, put the burden on the prospective employee to come up with appropriate references who will talk or to convince reluctant references to open up.
  • A written record of all reference check responses must be electronically attached to the candidate’s schoolspring application. Information maintained must minimally include name of individual contacted, relationship to the candidate, date information was obtained, questions asked, and summary of responses. (Please refer to the  Schoolspring User Guide on how to attach documents to a candidate’s application, or contact human resources for a tutorial.)
  • Copies of previous performance reviews may be requested from the candidates, but if requested, must be requested consistently from all candidates for the position in which you are considering.   Keep in mind, however, that not all employers/supervisors perform regular written performance reviews.   Any documentation submitted as part of the screening and reference process must be electronically attached to the candidate’s schoolspring application.

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License/Certification Verification

For any position that requires licensing/certification by the state of Vermont, the Principal/Director shall verify that the prospective employee holds a valid license sufficient and lawful to perform such duties as may be assigned under his/her contract.   These positions shall include:

  • For positions that require an educator license as regulated by the Vermont Department of Education (VT DoE), the Principal/Director shall confirm the candidate’s license/certification status with the candidate prior to recommending the candidate for hire/appointment.
  • For positions that require a professional license regulated by theOffice of Professional Regulation (e.g. Athletic Trainer, Cosmetology, Dental, Nursing, Optometry, OT/PT, Psychology, Social Worker), the Principal/Director shall verify licensure through the Vermont Secretary of State website found at http://www.vtprofessionals.org.  The Principal/Director shall also review any unprofessional conduct decisions against the individual, which can be found at http://www.vtprofessionals.org/conduct/decisions.asp.
  • For positions that require a license/certification regulated by the Vermont Department of Public Safety (e.g. electrician, plumber), the Principal/Director shall verify licensure through the Vermont Department of Public Safety website found at https://www.sec.state.vt.us/professional-regulation/licensee-lookup.aspx.
  • For positions that require a license/endorsement regulated by the Vermont Department of Transportation (e.g. driver’s license, CDL, school bus endorsement), the Principal/Director verify with the candidate that s/he holds the appropriate license prior to recommending the candidate for hire/appointment.

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Licensing Disciplinary Actions Check

The Principal/Director shall perform a screening of the applicant against the Disciplinary Actions Against Licensed Vermont Educators found on the Vermont Department of Education website found at http://education.vermont.gov/new/html/licensing/disciplinary.html.   Any candidate who appears on this list shall not be eligible for hire.

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Recommend Candidate

Prior to completing and submitting the On-line New Hire Report, the Principal/Director shall:

  • Discuss any licensing issues or other concerns with the Executive Director of Human Resources (EDHR)
  • Notify the selected candidate that their application will be forwarded to the Superintendent as a recommendation for the position.   Since all professional educator positions need to recommended by the Superintendent and approved by the board, as such  DO NOT  make a formal offer of employment.    For all other positions, please be sure to connect with Human Resources about your recommended candidate prior to making a formal offer of employment as these positions need to be approved by the Superintendent (or his/her designee)
  • Inform the candidate that someone from the human resource office will be contacting him/her
  • Ask the candidate whether or not s/he is willing to accept the position if appointed/approved
  • If position is a mid school-year hire, ask the candidate when they would be available to begin work
  • Refer any and all questions related to salaries and benefits to Human Resources
  • Inform the candidate that any offers of employment shall be conditioned upon acceptable background check results (e.g., criminal background, DCF and DDAIL registry checks, VT DMV checks, 21 V.S.A. § 307, etc.)

If the candidate indicates s/he would accept the position if appointed/approved, the Principal/Director shall recommend candidates for hire to the Superintendent using the On-line New Hire Report. This form must be completed for all educator, administrative, and support staff positions.  (Please refer to CCSU Procedure G8A-R)

  • The Principal/Director’s shall submit all supporting materials (e.g., screening criteria, interview questions, references, etc.) to the EDHR in compliance with applicable state laws and regulations, and CCSU policy, procedure and hiring process rules.  (See Record Keeping below for more details.)
  • Once the on-line New Hire report is completed, the EDHR shall change the candidate’s status in schoolspring from “interview” to “offer made”.
  • For professional educator positions, the EDSSS and/or EDCIA shall review the application and supporting materials prior to forwarding the recommendation to the Superintendent.   For specialty paraeducator positions, the EDSSS and/or EDCIA shall review the application and supporting materials prior to approval of the hire.
  • Once appointed/approved, human resources will contact the individual to schedule a time to complete the required paperwork and sign a contract (if applicable).   The candidate should not begin until all the required employment paperwork has been completed.

Once the individual has been appointed to or approved for the position, it is recommended that the Principal/Director notify other candidates who were interviewed, but not selected. This can done through a phone call/e-mail or by using the schoolspring notification feature. The Principal/Director may also reject all remaining applicants who were not interviewed by changing the status of the position to “filled” and using the schoolspring notification feature. Be sure to change the status of the appointed/approved candidate to “hired” before sending a global notification to all candidates, otherwise the hired candidate will also receive a rejection letter. If this process is not completed by the time the hired candidate signs his/her contract or letter of intent, human resources will automatically change the candidate’s status to “hired”, change the status of the position to “filled”, and send out a global notification to the remaining candidates.

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Record Keeping

In order to help avoid costly unlawful hiring lawsuits, the following documents must be attached to the interview candidate’s schoolspring application. (Please refer to the Schoolspring User Manual on how to attach documents to a candidate’s application, or contact human resources for a tutorial.):

  • Copy of the application screening criteria (if not included in the posting).
  • Copy of the interview questions used.
  • Copy of the interview screening criteria and summary of the rating.
  • If observations were performed, CCSU Focused Walk  and/or the CCSU Integrated “Look-fors” Checklist or other documentation of the committee’s observations.
  • All reference check information obtained.   This must be attached to each of the candidate’s schoolspring application in which references were contacted.

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Hiring Tools/Resources

Below are some tools for hiring supervisors to assist you in the hiring process:

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