Many parents who choose to hire someone to provide child care in their home find that locating the right person to provide reliable and loving care can be difficult and that understanding their tax responsibilities is a major challenge. This booklet, directed to parents, details guidelines for selecting an in-home child caregiver and for meeting…

Employment practice can be shaped to open meaningful employment opportunities to the handicapped and, at the same time, aid business by opening up a previously untapped recruitment resource. (Author/MLF)

Principals claim the authority to hire teachers; however, central office personnel specialists, who are trained to make balanced, legally sound hiring decisions, also have a role to play. In an introduction to three articles on this topic, practices at three organizations outside education that demonstrate a partnership approach are cited. (MLF)

A principal praises a collaborative method of selecting teachers that involves a personnel interview and a background check followed by an interview with the building principal. Several candidates are then interviewed by a team of at least three staff members to ensure that the prospective teacher shares the school's philosophy and vision. (MLF)

In districts committed to site-based management, principals expect to have a great degree of authority in staff selection. A principal maintains that, if district administrators must make the occasional staff selection decision, then the principals should at least be consulted before the final decision is made. (MLF)

Due process in employment practices is guaranteed to school employees to the extent that they have constitutionally protected liberty and property interests in their employment. This paper reviews the responsibilities of school business officials at every stage in the employment process, from the original application for employment through…

By providing more accurate and complete data, a personal exit interview is superior to an exit questionnaire; however, separation interviews in the field of education are not common. To optimize the benefits of an exit interview for both the district and the departing employee, a formal, oral interview should be scheduled within the last 4 weeks…

This manual is intended to aid in the investigation of sexual harassment complaints by providing information specifically addressing special considerations and the analysis of sexual harassment complaints in the employment context. Although primary focus is the investigation and analyses of cases in the State civil service, the principles of…

A model for employing graduate assistants is presented based in part on a survey of employment conditions during 1980 for graduate assistants at 56 major institutions in all 50 states. Responses were received from 46 or 82% of the institutions. The model is designed to offer directions to institutions that seek to develop or revise assistantship…

Intended to be used by employers, this guide is an informal survey of Wider Opportunities for Women, Inc.'s experience with a number of employers who have successfully placed women in non-traditional jobs. Employers' stories of successes and failures are presented in four sections: (1) personnel plans and administrative commitment; (2) recruitment…

Provides a basic orientation for employers who are considering hiring a person with a physical disability for the first time. Topics discussed include attitude, interviewing, reasonable accommodation, and resources. (CT)

Illinois libraries and library districts should be aware of the employment "at-will" doctrine in their hiring, firing, and employment policy decisions. Because changes in the law require greater scrutiny of employment manuals and policies, recommendations are made for reducing administrative burdens, record keeping, reviewing employment…

Presents some guidelines and strategies that college professors who feel that they have been victims of discrimination should consider before they decide to pursue litigation. Exhausting internal appeals, gathering evidence carefully, and looking critically at one's goals are advocated. (SLD)

According to a personnel director, principals should be able to specify the critical knowledge, skills, and attitudes they require of prospective teacher candidates. Personnel officials should be able to identify candidates who meet those criteria. (MLF)

When written clearly and distributed correctly, employee handbooks often represent the first line of communication between employers and employees, and serve as a resource for employees' questions. This article discusses how handbooks can be unnecessary liabilities for Head Start programs and offers suggestions for the development of satisfactory…