On the Same Page

The University of Chicago Laboratory Schools

On the Same Page

On the Same Page: Toward a Shared Vision—Part 5

April 1, 2005
David W. Magill, Director

"Ladies and Gentlemen: As a school administrator, your most important responsibility is to hire good people."

And so began a lecture on the first class meeting of my graduate school course, Personnel Administration, nearly 30 years ago. The professor's words of wisdom continue to guide me today. However, experience has taught me that there is more to this responsibility than just hiring "good people." In fact, I can add my own declaration by stating that a school administrator's legacy is in large part determined by whom he or she hires.

From my observations, the Laboratory Schools have done a very good job in hiring good people. I believe that all of our employees are proud of their profession, genuinely care about children, and want to do what is right by them regardless of their job descriptions.

A person's character should be among the most important variables considered when filling vacancies, but it is only the beginning. Content knowledge, creativity, demonstrated pedagogical skills, ability to sustain respectful adult relationships, quality of previous experiences, and diversity must also be considered.

Since diversity is a term used quite frequently at Lab, allow me to share my thoughts on this variable as it relates to hiring. I begin with the strong belief that we should always hire the best candidate. In so doing, we must also consider the context in which we are filling the vacancy. Good places become great when there is a real mixture of people working together who represent the environment to which we contribute. Good places become great when opinion differences are not viewed as a threat to the organization but are viewed as being a catalyst for growth and improvement. The children attending the Laboratory Schools do not come from a single cookie cutter mold, nor should the people working here.

Identifying and hiring are only the beginning of our administrative responsibility to good people. We must also be sure that they are oriented to our Schools' culture and that we provide adequate opportunities for continued growth. In the past, these were identified areas of concern at Lab, and we are taking measures to correct them.

As many of you know, Catie Bell has been assigned to coordinate a new teacher orientation program as well as to assist faculty in finding appropriate activities for professional growth. Since some of these activities do add to our operational costs, I was delighted that the proceeds from Connections 2005 were designated for this purpose. The professionals in our Development and Alumni Relations office are seeking individuals who may create permanent endowments with a focus on lifelong learning. Investing in the skills of teachers pays large dividends in the classroom.

It is the time of year when we are looking for candidates to fill the positions of known vacancies. In conjunction with a new application process through the University, we have modified our own hiring process to include a mandatory meeting with the Director. If indeed hiring determines our legacy, we must make this process a top priority, opening doors to strong candidates beyond immediate geographic boundaries and not limiting our selections to people with past or present connections to the Lab Schools.

We are a people business—one in which the quality of our business is directly related to the quality of those entrusted with the education of children. Nothing is more important than making the right hiring decisions, acting responsibly if mistakes are made, and ensuring opportunities for professional renewal.

David W. Magill
Director

Acting upon the core of our mission statement and remaining an "experience centered, rigorous, and well-rounded education for a diverse community"

Having high expectations for student achievement

Placing high value on our partnership with parents and the community by providing extended-day and year-round programs

Creating and maintaining a school culture and climate in which character and leadership are promoted

Identifying, hiring, and retaining quality faculty and staff

Being introspective and continually seeking improvement