Describes how to conduct a successful effort to hire university faculty and administrators. Discusses using the school's mission statement, the search committee, the charge to the committee, involving the appropriate community, selection criteria, the position description, candidate evaluation, and making the appointment. Concludes by summarizing…

Superintendent describes the factors that define the fit between a candidate and a particular superintendency. Concludes that the most important factor is chemistry. Advises candidates to rely on intelligence, information, and instinct when deciding whether a new superintendency is a good fit. (PKP)

Offers superintendents advice on how to conduct themselves in job interviews with boards of education. Suggests that candidates clearly articulate to the board who they are and what they believe in educationally. (PKP)

Kentucky's 1990 Education Reform Act instituted new governance structure creating school-based councils composed of parent and teacher representatives who participate with principals in decisions involving eight major areas. School councils' role has remained ambiguous in personnel matters. Model presented here enhances principal's decision-making…

Provides an overview of campus search committee roles, responsibilities, and selection processes. Discusses the benefits of utilizing a professional search firm and outlines the qualities of an efficient and successful search process, such as establishing realistic expectations, a clear timeline, a disciplined recruiting strategy, and an organized…

Although the principal is critical for the success of the school and the school district, many school districts lack a structured and systematic means for identifying and selecting principals. This paper presents a collaborative model for principal selection, which is based on a valid job description, advertisement of the position, interview…

The effectiveness of university administrative units are examined in terms of their communication, matches between objectives at different levels, matches between objectives and methods, and approaches to cost-effectiveness. Significant defects were found in relation to each criterion, suggesting that staff selection and training at all levels are…

Discusses the advantages and disadvantages of being either an inside or outside candidate for a superintendency. (PKP)

Examines some of the most common presidential transitions and the mistakes that are made before and during the search process, then describes a nationwide registry of experienced academic presidents who are available to guide an institution through chief executive transitions. (EV)

Provides advice to superintendents considering a position with another school district; includes suggestions from search consultants and other superintendents. (PKP)

Presents nine questions to use when interviewing administrative candidates for the school library. Questions focus on: challenges facing the district/school; implications of increased independent study; prioritizing reading achievement; technology role; Internet filters and use policies; dates of materials; evaluation criteria; prioritzing…

The recent selection of a new president of the University of Florida, which, because of Florida's Sunshine Laws, was the most public search process ever conducted by a major university is described. The negative effects of public openness on the selection process and the candidates are explored. (MT)

Staff selection and hiring in the Jamestown (Rhode Island) Public Schools includes two unusual elements: Teachers, administrators, and the community are involved in the hiring procedure and the superintendent negotiates with teachers hired to determine their first year salaries. During the district's recent selection of an elementary school…

Describes how the University of Rhode Island conducted its search for a newly configured position of Vice Provost for Information and Dean of University Libraries. Discusses the search committee members, the two professional "cultures" representing libraries and academic computing, degree requirements, job responsibilities and…

Discusses why institutions of higher education should seek presidents with demonstrated skills honed within large non-profit organizations, government, or corporations. Asserts that these "out-of-the-box" leaders are well versed in the administrative, fiscal, and community-building skills so desirable in an academic president. (EV)