Sample Interview Questions
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The Group Project Podcast
Considerations for Internal Candidates
Thoughts on Being an Candidate for a Job in One’s Own School
In this article in Independent School, Tim Fisher (Spartanburg Day School, South Carolina) writes about the tricky dynamics involved in being an inside candidate for a leadership position in the school in which one is employed. Fisher had this experience himself, competing with external candidates for an administrative position after teaching at the school for 12 years.
Inside candidates have obvious advantages, he says: they’re a known quantity, which can be comforting if the school is going through other transitions, and they know the school. However, says Fisher, “Familiarity cuts both ways – some on the search committee will want to dig even deeper than they would with external candidates, and some won’t dig deep enough… Familiarity bias can place the internal candidate at a disadvantage.” Some members of the hiring committee may begin with a fixed view on whether the candidate should be promoted. There’s also the question of whether an internal candidate who’s rejected might have hard feelings and leave the school.
Those are reasons for potential inside candidates to have a behind-closed-doors conversation with their school’s leader before applying so they know up front if they’re unlikely to get the job. “Moving forward as a courtesy or a way to protect feelings is not an option,” says Fisher. He has the following suggestions for inside candidates (quoted verbatim):
-Is the position you’re considering a natural continuation of a path you have been on?
-Do you understand the demands of the job, or are you interested in applying because people around you think you should?
-Have you pursued opportunities that will give you the experience you need for the new role?
-Is there a trusted colleague who can give you an honest appraisal of how you are perceived?
-Have you made your desire known to others that you’d like to be promoted?
-During the interview, can you articulate how you will be able to offer change/see the school with new eyes, even though you are not coming from outside of the community?
-What happens if you do not get the job? Will you stay? Will you leave? Are those both realistic choices?
“Inside Story” by Tim Fisher in Independent School, Summer 2019 (Vol. 78, #4, p. 46-51), no link available; Fisher can be reached at tim.fisher@sdsgriffin.org.
In this article in Independent School, Tim Fisher (Spartanburg Day School, South Carolina) writes about the tricky dynamics involved in being an inside candidate for a leadership position in the school in which one is employed. Fisher had this experience himself, competing with external candidates for an administrative position after teaching at the school for 12 years.
Inside candidates have obvious advantages, he says: they’re a known quantity, which can be comforting if the school is going through other transitions, and they know the school. However, says Fisher, “Familiarity cuts both ways – some on the search committee will want to dig even deeper than they would with external candidates, and some won’t dig deep enough… Familiarity bias can place the internal candidate at a disadvantage.” Some members of the hiring committee may begin with a fixed view on whether the candidate should be promoted. There’s also the question of whether an internal candidate who’s rejected might have hard feelings and leave the school.
Those are reasons for potential inside candidates to have a behind-closed-doors conversation with their school’s leader before applying so they know up front if they’re unlikely to get the job. “Moving forward as a courtesy or a way to protect feelings is not an option,” says Fisher. He has the following suggestions for inside candidates (quoted verbatim):
-Is the position you’re considering a natural continuation of a path you have been on?
-Do you understand the demands of the job, or are you interested in applying because people around you think you should?
-Have you pursued opportunities that will give you the experience you need for the new role?
-Is there a trusted colleague who can give you an honest appraisal of how you are perceived?
-Have you made your desire known to others that you’d like to be promoted?
-During the interview, can you articulate how you will be able to offer change/see the school with new eyes, even though you are not coming from outside of the community?
-What happens if you do not get the job? Will you stay? Will you leave? Are those both realistic choices?
“Inside Story” by Tim Fisher in Independent School, Summer 2019 (Vol. 78, #4, p. 46-51), no link available; Fisher can be reached at tim.fisher@sdsgriffin.org.
Negotiation topics to consider (credit to Roark Horn, SAI Director)
- Employment term – three year maximum: rolling contract notification (must notify you by a certain date if it will not be extended or renewed)
- Duties – Executive Officer of the Board, in accordance with Iowa law, outlined in board policy (cite policy)
- Salary: Days of Service – get a fair salary to start – it will be hard to negotiate ‘up’ in the future; have an ‘always up’ annual salary renegotiation clause
- Insurance – full family, long-term disability, life, legal liability
- Holidays; Leaves – list these (usually 10 – 12), X# of personal days, X# of family leave, X# of sick leave (carry some in from previous job), clause that allows leave to accumulate
- Vacation – X# of days annually, allowance to accumulate, pay for unused vacation at end of contract
- Travel – district per mile reimbursement for use of personal vehicle
- Professional Expenses – usually for travel, in line with board policy
- Cell Phone – usually a stipend; $1000/year is not out of line
- Professional Dues – SAI and others
- License – You will keep your license current
- Evaluation – some kind of yearly evaluation (so you have ongoing feedback from the board)
- Indemnification – hold harmless for claims, suits, actions, legal proceedings, etc.
- Termination – Cite Chapter 279, Code of Iowa; “Board shall not arbitrarily and capriciously dismiss the superintendent.” Add clause on final settlement
