A College President’s Role in Hiring Employees

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Introduction

An individual chosen for the interview is a college president. Their responsibilities include overseeing all operations from academic to administrative and ensuring that the institution runs smoothly and achieves its intended objectives. Jason Brad is a college president in a medical school and is responsible for ensuring that the institution is effective. In the interview, Brad stated that he plays a crucial role in hiring and retaining employees by developing policies and standards that guide the operation.

Recruiting, Selecting, Orienting, and Retaining Teachers and Staff

As a college president, I play an integral role in the hiring, selection, orientation, and retaining of teachers and staff. I participate in developing performance standards, and I am responsible for evaluating all academic and classified college personnel. For example, I take part in developing policies and regulations that guide the hiring, orientation, and retention of employees in the school.

Laws and Regulations When Evaluating Teachers

Education Reform Act of 2010 provide guidelines for the evaluation of teachers. The legislation demand that non-tenured certificated employees get annual evaluations based on set criteria for evaluating performance. The local boards are required to develop performance evaluation criteria that are mutually agreed upon by local school systems and the sole employee representatives for teachers and principals.

Methods of Assisting Marginal Teachers

As a college president, I have facilitated development techniques to help marginal teachers. Firstly, we offer constructive coaching and good professional growth and development direction. Secondly, we give teachers with personal issues a few important and sincere words of encouragement, support, respect, and love. Lastly, teachers who have a bad attitude are informed clearly and directly about their incompetence.

Counselling and Progressive Discipline

Our institution uses a four-step process in counselling and progressive discipline. The first step is verbal counselling to bring the problem to an employee’s attention. The second step is a written warning containing warning information, feedback, and commitments made in the previous step. The third step is suspension without payment, which depends on the situation and considers the employment act. The final step is termination if the issue is not resolved after an appropriate warning.

Determination of Salary

Employees’ salary is based on experience, expertise, and education. Individuals with high experience receive higher pay than those with little experience. The institution uses employees’ education levels to determine the pay rate for full-time arrangements. For example, highly educated individuals receive more pay than others. A person’s expertise in a given area determines the amount they receive as salary.

How Classroom Data Used to Measure Teacher’s Performance

The information collected from the classroom plays an integral role in measuring teachers’ performance. Firstly, a teacher’s extent of engagement with the students is used to determine whether they are teaching effectively or not. A good teacher engages all the students in a classroom. Secondly, learners’ test scores in the classroom show teaching effectiveness. A high test score is an indication that the teacher is performing well.

Selecting Teachers and Staff

As a college director, my duty is to ensure that the school selects the best teachers and staff. Based on this, we often look for the level of intelligence, subject matter expertise, pedagogical abilities, emotional intelligence, cultural intelligence, and requisite educational experience. In addition, we uphold a reputation to protect the institution’s image and the ability to communicate effectively.

Orientation of Teachers

Firstly, new employees are introduced to all staff and informed about their roles and positions in the institution. They are then shown their respective departments and offices throughout the compound. Secondly, the employees are given a booklet containing the school’s mission, vision, and values. Thirdly, the new staff are trained for about 14 days on the organization’s culture and informed what is expected of them when delivering services.

Challenges of Dealing with Personal Issues

There are several challenges that come with the management of personal issues. Firstly, the inability to share due to fear of being judged and perceived as weak. In most cases, individuals are likely to keep the issues to themselves. Secondly, personal problems have a serious impact on a person’s life. As a result, they take a lot of time to be solved effectively. Thirdly, personal issues require relevant skills for an effective solution.

Conclusion

A college president is important because they assist in managing the school. As the leader of a college, one of the crucial tasks is to ensure that the best candidates are hired, trained, and retained (Anderson et al., 2019). A president sets performance standards and judges the work of all academic and classified college staff (Gearhart et al., 2020). In the medical school, Brad’s main role is to set a vision for the college and provide continuous leadership and direction for running all the programs and services in line with board and State law (Banks, 2019). The president is responsible for the day-to-day operations of the institution. They oversee prepared policies that guide employee recruitment, orientation, and retention (Boggs et al., 2022). For example, during the termination of employees, the president created a culture where the standard of just cause is followed to avoid lawsuits (Erdogan & Demirkasimoglu, 2016). Therefore, Brad is a good leader due to his commitment to ensuring that the school runs smoothly.

References

Anderson, M., Woods, A. D., & Walker, R. (2019). The linkage of ethics and leadership to the decision making process of hbcu college presidents. Academy of educational leadership journal, 23(1), 1-11. Web.

Banks, C. E. (2019). Going the distance: An examination of HBCU presidents’ leadership styles and mentoring experiences. Trevecca Nazarene University.

Boggs, G. R., Dukes, C. M., Hawthorne, E., Railey, C. A., & Zdravkovich, V. (2022). Responding to an Educational Imperative: The Community College Presidents’ Initiative.Leadership, 35(5). Web.

Erdogan, C., & Demirkasimoglu, N. (2016). Marginal Teachers from the Eyes of School Principals: Concept, Problems and Management Strategies.Journal of Education and Training Studies, 4(4), 77-92. Web.

Gearhart, G. D., Nadler, D. P., & Miller, M. T. (2020). The effectiveness and priorities of the American college president: Perceptions from the faculty lounge. Journal of Research on the College President, 4(1), 9. Web.

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