To get the very best teachers for your school or district, you have to hire the best. Unfortunately, most educators have had very little--if any--training in how to screen potential employees and ensure that only the best available candidates are ultimately chosen. Here's a guide with all of the steps and strategies you need, including *Six principles of good teacher hiring. *Basics of creating a selection committee and ensuring a broad diversity of candidates. *Stages of the screening process. *Sample recruitment flyers, contracts, and interview questions. *Legal issues related to hiring. An innovative teacher selection framework provides for checks and balances at every turn and guarantees students and parents a voice in the process. The framework is flexible enough to use in school systems large or small.

In the late 1800s, missionaries and government officials stationed along the south coast of Papua New Guinea began to observe large fleets of indigenous Motu sailing ships coming and going out of present-day Port Moresby. Each year the women of nearby villages manufactured tens of thousands of clay pots to be loaded onto the ships that men built, then sailed with their cargos westward some 400 kilometers. Upon arrival at prearranged destination-villages in distant lands to the west—lands populated by peoples speaking foreign languages—the pots together with the shell valuables were exchanged for hundreds of tons of sago flour. While in those villages, the men dismantled their ships and built them anew, literally from the bottom up, because trees of sufficient size to make large sailing ships did not grow in the landscapes of their home villages. Both the Motu of the Port Moresby region and sago producers of the Gulf of Papua to the west knew of these ventures as hiri. Through first-hand archaeological research at recipient villages, archaeologists Robert Skelly and Bruno David investigate the origins of this indigenous maritime trade system, from ancient roots in the famed Lapita culture of three thousand years ago up to the present. They offer details from archaeological digs that led them from the first ceramics of the south coast of Papua New Guinea to pottery with unmistakable signs of the ethnographic hiri. Along the south coast of Papua New Guinea, the maritime endeavor that is the hiri is revealed in historical perspective, including stories of its colonial past.

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

Now Hiring allows readers to consider their individual biases - as well as organizational employment practices and processes - and assess how these factors may be altered to increase hiring for individuals with a criminal history, prompting conversations surrounding current hiring systems.