Chapter 9 Staffing the Center ©2013 Cengage Learning. All Rights Reserved.

Chapter 9

Staffing the CenterStaffing the Center

©2013 Cengage Learning.All Rights Reserved.

Chapter Objectives

• Discuss ways to create a positive climate through:– Modeling– Community building– Communicating

• List ways to motivate staff through:– Encouragement– Job enrichment


• Describe the major sections of an employment policy.

• Write a job description for each position in a childcare center.

• Understand the interview and hiring process.

• Develop an orientation process for new employees.

Chapter Objectives


Personnel Policies

• Purpose

– Reduce procedural errors and free directors for unnecessary involvement in resolution

– Reduce anxiety by helping staff to understand expectations


Personnel Policies

• Effective personnel policies cover:– Job responsibilities– Organizational structure– Reimbursement for services– Evaluation– Grievance procedures– Steps needed to change policies– Conform to ADA


Personnel Policies• Personnel policies spell out rights of employees and

what they can expect from employer– Career ladder– Contract– Employment at will– Job description– Salary ranges– Staff and fringe benefits– Health and safety measures


Personnel Policies

– Daily hours and employment period– Relief periods– Vacations, holidays, and sick leaves– Meeting schedules– Probationary periods– Evaluation and grievance procedures


Career Ladder

• Career ladders defines education and experience and corresponding salaries and benefits for every step in hierarchy


Discussion Questions

1. What kinds of professional development do you think is most helpful for a new teacher? What about a veteran teacher?

2. Do you think professional development is important for teachers, especially those with advanced education? Why?


Contract

• Contract is a bilateral agreement– Signed by both parties that mutually binds

employee and employer to acquire certain rights from each other

– Employee agrees to provide a service (as defined by job description) and employer agrees to reimburse employee at a given rate for specific length of time


Employment at Will

• Employment at will means that either employee or employer may terminate the employment relationship for any reason or without reason.


Job Description

• Job description is a detailed outline of what is expected from the person who fills a specific job opening.


Salary Ranges

• Salary range for each position on career ladder should be indicated clearly and is based on:– Training– Experience with young children– Education– Years of service at the center


Salary Ranges

• Employers must comply with FLSA– Salaried are classified as exempt– Hourly are classified as nonexempt

• Directors should consult labor lawyer to be certain center is in compliance with FLSA


Staff and Fringe Benefits

• Benefits that should be stated clearly in policies:– Retirement plans– Health insurance– Educational opportunities– Reduced tuition for family members– Social Security– Workman’s Compensation– Liability coverage– Family medical leave


Health and Safety Measures

• Requirements in most states:– Health examination– Training on bloodborne pathogens and

hazardous materials – Up-to-date immunizations– Training on child abuse and other child safety

issues– Criminal history background check


Daily Hours & Employment Period

• Typical daily schedules and total employment period (i.e., year-long, part-year) should be included– Daily schedule is dependent upon children’s

schedules– Schedule should include at least two people

to be present at all times


Relief Periods

• Staff should be relieved of their duties to provide time away from the children– Quiet place– Relaxing chairs– Tables and chairs for eating, drinking, and

conversations – Soothing music


Vacations, Holidays, & Sick Leaves

• Statements regarding– Holidays / days center is closed– Time off for sick and personal days– Maternity leaves (FMLA)– Inservice days when center is closed


Meeting Schedules

• Scheduled meetings included in policies– Staff meetings– Parent meetings– Board meetings– Inservice days

• Statement regarding which meetings are mandatory for employees and compensation for attending


Probationary Periods

• Probationary periods are to give the new employee time to demonstrate competency in the new position– Usually a 3 to 6 month period– Probationary practices protect welfare of

children and is an equitable policy for new staff member


Discussion Question

1. Why does a probationary period protect the interests of the children?

2. Why is a probationary period an equitable policy for a new employee?


Evaluation

• Evaluation Procedures– Who evaluates whom– When evaluation will take place– What techniques or instruments will be used– Who makes decision as to whether criteria

are met– What consequences are of not meeting

criteria


Organizational Chart

• Organizational chart enables employees to determine how each position meshes with other positions in the center.


Amending and Changing Policies

• Include details about how policies will be changed.

• Policies are drawn up and shaped to unique needs of each center– Should be constantly evaluated– Should be changed to meet ever-changing

and growing needs of program for which they are written


Written Job Descriptions

• Provide a clear definition of each role

• Retain personal freedom of all personnel

• Define required knowledge and skills


Job Descriptions• Well-written job descriptions provide framework

within which an individual can function– Job title– Person to whom responsible– People for whom responsible– Qualifications (education, experience, physical

abilities, personal health)– Duties and responsibilities– Salary schedule– Work schedule


Recruiting• Advertisement should include:

– Affirmative action statement– Job title– Brief job description– Essential qualifications– Method of applying

• Email

• In person

• Letter / mail – Contact information


Interviewing

• Interviewing is a three-step process1. Preparing for the interview

2. Interview

3. Follow-up -Teaching interview

-Second interview


Preparing for Interview• Become familiar with candidate

– Review resume, references, correspondence– Establish questionnaire that determines how applicant

will fit into your organization– Have an interview plan

• Structured/Unstructured interview?• Group interview?

– Organize the environment for everyone’s comfort• Seating arrangements• Reduce distractions (cell phones)• Adequate time


Preparing for Interview

• Questions to avoid (Civil Rights Act, ADA, EEOC)– Date of birth or age– Marital status– Spouse’s occupation– Pregnancy issues and number of children– Child care arrangements– Religious affiliation– Memberships in organizations (except pertaining to

the position)– Union memberships– Disabilities


Interview

• Inform candidate of process (length, time for questions)

• Present information about philosophy, job, and center

• Maintain eye contact• Let candidate do most of the talking• Look for candidate who plans to stay with center• Note taking should be done after the interview


Teaching Interview

• Teaching interview provides candidate the opportunity to present her skills and knowledge in the classroom setting– Consider having candidate read a storybook– Ask to see sample lesson plans, resource

files, or picture files– Invite candidate to join children at the snack

table to view social interaction with a group


Second Interview

• Second interview can be helpful when considering two candidates with similar experiences and education, especially as a comparison tool

• Prepare additional questions – Focus on candidate’s opinions – Determine personal style – Revisit questions from first interview to obtain

deeper insights


New Employee Orientation

• Director is responsible for introducing new employee to work environment– Philosophy of center– Personnel policies– Job responsibilities– Policies and procedures for children’s program– Copies of forms used by center– Information about community the center serves– Information about the staff– NAEYC Code of Ethics


Turnover

• Turnover is costly (approximately $3,000/person)

• Consider goodness of fit– Does candidate fit with center culture?– Does candidate fit with teaching staff?– Does candidate fit with support staff?– Does candidate fit with administrative staff?

• First step to reducing turnover is to hire the right people


Employee Turnover• Careful consideration and attention to the hiring

process can help reduce the high cost of turnover rate in the child care industry

• Reasons for turnover– Poor hiring decisions– Low wages/no or few benefits– Scarce resources– Poor-quality staff development– Little opportunity for career improvement (career

ladder)©2013 Cengage Learning.

All Rights Reserved.

Reducing Turnover

• Director’s responsibility is to reduce turnover by attending to variables that can be adjusted and changed– Flex time– Treats in staff lounge– Token gifts for birthdays and other special days– Opportunities to attend conferences and

professional development events– Job embedded training– Positive work environment


Chapter Summary

• Personnel policies and procedures are important to reducing anxiety and staff turnover

• Decisions about recruitment, interviewing, and hiring should be based on specific job requirements and job descriptions

• A key to turnover is hiring the right person in the first place

• Opportunities for professional development and a positive work environment help reduce staff turnover


Date post:	25-Dec-2015
Category:	Documents
Upload:	irma-roberts
View:	219 times
Download:	3 times

Chapter 9 Staffing the Center ©2013 Cengage Learning. All Rights Reserved.

Documents