“In selecting teachers we should use every precaution, knowing that this is as solemn a matter as the selecting of persons for the ministry” (Testimonies for the Church, vol. 6, p. 200). The superintendent is responsible for ensuring that the process of teacher selection meets this divine directive and other personal and professional requirements. The following checklist, although not exhaustive, will help the superintendent in the important process of employing personnel.
Confirm the opening by a Letter of Resignation or Teacher Intent Form.
Notify Human Resources of opening.
Post opening on appropriate site.
Receipt of completed local conference employment application and resume.
Respond to all applicants; proposed timeline helpful.
Verify work eligibility.
Verify church membership.
Verify certification(s), licensure(s), and degree(s).
Check references (i.e., previous employer, union registrar, pastor).
Verify move authorization with administration, if required.
Check on any possible unamortized expenses from previous Seventh-Day Adventist employer.
Be sure expenses involved with the interview have been approved, if required.
Principal or superintendent conducts the interview.
Personnel committee reviews principal’s/superintendent’s recommendations and interviews, if needed.
School board confirms the personnel committee’s recommendation and presents it to the conference board of education.”
Submit all pertinent forms to Human Resources Department (HR).
Contact interviewees to inform them of the decision.
Communicate the decision of the candidate(s) to the school board.
Organization is essential to successful educational leadership. Scripture admonishes that “everything should be done in a fitting and orderly way” (I Cor. 14:40). Admirable intentions mean little in utter chaos. By planning well in advance, the superintendent can avoid a leadership based on doing the urgent rather than the essential.
Many of the responsibilities of the superintendent are recurring, and over time become relatively routine. By developing a working calendar, the superintendent may address recurring duties while leaving time to meet the challenges that may come.
The normal operational responsibilities have been listed by monthly occurrence and can be used as a guide to create a conference office/department of education working calendar. The lists as provided are not exhaustive, and the superintendent may complete some responsibilities earlier or later than shown.
The forms listed are designed to be a representative sample of what might be needed in administration. Forms provided under each general heading are not intended to be exhaustive in number. Examining conference, union, and NAD Web sites will provide helpful information and additional forms that may be of value. Check with Treasury and Human Resources to find forms that will be required.