Week 13: Human Resource Management

According to the International Society for Technology in Education, we must be prepared, as future #EdTech leaders, to "recruit and retain highly competent personnel who use technology creatively and proficiently to advance academic and operational goals." This objective, outlined in Section Four of ISTE's standards for administrators, means that EdTech leaders should have a firm grasp of effective human resource management and the ability to hire and direct professional, well-suited, and highly skilled individuals. In this post, I will outline a series of tips and pieces of advice from Mike Daugherty's book for hiring and managing staff as an administrator.

KEY TRAITS

Daugherty begins by describing three key traits that administrators and EdTech leaders should look for in prospective employees:

• Confidence: Applicants should demonstrate confidence in problem-solving and troubleshooting along with the desire and ability to ask for help when they do not understand.

• Personality: Applicants should understand the importance of authenticity and prioritize the establishment of meaningful relationships that will ultimately foster a supportive, team-building workplace environment.

• Patience: Applicants should exhibit patience with colleagues and an intrinsic willingness to help others, despite inevitable frustrations.

It is imperative that prospective employees illustrate these key character traits because they demonstrate that the individuals not only possess the technical training to effectively perform the job but also the interpersonal skills needed to positively encourage and interact with staff members.

INTERVIEWING

Daugherty also highlights a series of tips for interviewing candidates and potential red flags of which administrators should be aware:

• Spelling/grammar errors: As Daugherty explains, spelling and grammar errors in applications demonstrate a severe lack of investment, consideration for the reviewers, and preparation for the interview. If applicants do not take the time to proofread a job application, how serious are they about obtaining the position?

• Incorrect software names: Many people embellish their resumes with various soft/hard skills (e.g. software programs like Microsoft Office), but they should still have enough knowledge about these subjects to correctly list them. Bottom line: Know what you're talking about.

• Experience in service positions: Educational technology is a service profession, so candidates with previous experience in service positions likely have already developed the three key character traits interviewers should watch for. They have also probably been exposed to high-stress situations in which they were expected to adapt to changing circumstances and spontaneously problem-solve difficult issues, which is helpful when working with volatile, ever-changing technology.

• Appearance: Candidates should arrive to the interview in professional attire and with a note-taking device in hand. This shows careful consideration with regard to appearance and first impressions, as well as respect to the interviewer.

• Conversation: Candidates should also be able to converse well with the interviewer. It is imperative that prospective employees be able to communicate their thoughts and ideas clearly and effectively with others.

Above all, Daugherty advises administrators not to settle when hiring new staff. Every new employee will help establish and influence the workplace environment and staff relations, so interviewers should be confident that the candidate they accept will be an asset and a catalyst for growth and positive evolution within the team. It is better to wait for an appropriate candidate than to settle for someone who doesn't quite fit the position.

WORKING WITH DIFFERENT PERSONALITIES

Daugherty notes that working with diverse personalities can create problems between employees. In order to reconcile these different personalities and create a supportive team, he suggests that both administrators and employees:

• Make the best of the situation: Oftentimes, we do not have the privilege of selecting the people with which we work. Personalities will undoubtedly clash, and conflict will inevitably arise at some point. The best thing you can do is simply make the most of the situation you have been given.

• Start a direct conversation: For perceived issues like laziness, rude/unprofessional attitudes, and the lack of a team mentality, Daugherty advises administrators to initiate a direct, non-confrontational conversation with the employee regarding the issue and necessary changes in behavior. This allows the administrator to present evidence of the behavior and provides the employee with the opportunity to justify or apologize for their actions.

• Motivate their staff: Determine what motivates your staff and have one-on-one conversations with them about their desires and aspirations. This will likely lead to improved work productivity.

Daugherty also advises administrators to document every encounter/evaluation and provide all employees with clear performance objectives and expectations in order to hold them accountable for their actions. This information is also necessary for the process of termination, should an employee fail to satisfy or comply with these work standards.

Overall, I think this advice can be extended to human resource management in any career field, not just education, and I hope it was beneficial for you!

-Miss Hennings