IGNORING THE RED FLAGS THE COST OF A BAD HIRE

By Dana Ezell

Late for the interview without apology, negative comments about previous employers, exaggerations on the resume, unexplained gaps in employment history, lack of enthusiasm for working with students, clothing that would not pass the student dress code, an abnormal number of questions about drug testing requirements, lack of progress on a certification pathway — the list of red flags in an interview is endless! Yet despite these clear warning signs, many administrators ignore them and make a bad hiring decision. The consequences of doing so can be significant. So, why do we do it, and how can we avoid it?

While the cost of recruiting, hiring, and training a new staff member is concerning, the cost of hiring a bad candidate goes beyond financial implications; it can have far-reaching effects. One bad hire can have a lasting impact on morale within the building and damage the school’s reputation with parents and the community. It can impose undue strain on educators who are required to assume additional responsibilities in providing support. A bad hire also demands more time and effort from administrators in addressing questions and concerns, documenting issues, and finding ways to resolve the situation. Even more concerning, a disengaged or unqualified teacher can disrupt instruction, create a negative classroom environment, and require additional resources to address gaps in student learning. So why do we do it? Administrators ignore red flags for a multitude of reasons. One is the great sense of urgency to fill a vacancy. Another is the shortage of qualified candidates, leading to the belief that any candidate is better than no candidate. A less obvious reason is a lack of training in conducting interviews, which can result in failing to uncover the necessary details to identify problems and select a great employee. Without a structured approach, administrators may fail to ask probing questions or recognize concerning patterns in a candidate’s responses.

Avoiding bad hires benefits everyone. It is crucial that administrators take steps to ensure they select the best possible candidate for their schools.

As one of our principals is known for saying, “Having a vacancy is far better than wishing you had one!”

Ignoring red flags during the hiring process might save time initially, but the long-term consequences often outweigh the short-term convenience. By investing in a careful, strategic approach to hiring, administrators can ensure they bring on employees who are worth the investment. ■

Dana Ezell is the Chief Human Resources Officer for Jenks Public Schools.

Steps To Avoid A Bad Hire

Define the Need: It is critical for everyone involved to understand the attributes, skills, and experience required to perform the essential functions of the open position.

Identify the Stakeholders: Ensure the interview committee includes the right stakeholders who offer diverse perspectives but share the common goal of finding the right fit.

Use a Structured Interview Process: Interview questions should be carefully crafted to reveal qualifications and characteristics without bias. The same set of questions should be asked of every candidate by the same committee.

Check References: While some are wary of calling past employers, these calls are worth the time and effort. At the very least, verifying employment history and eligibility for rehire can prevent costly mistakes. Wait for the Right Candidate: There is often a sense of urgency to fill a position, but waiting for the right candidate is worth it. In the meantime, consider using substitutes, temporary coverage, or other interim measures—all of which are preferable to making a permanent bad hire.

Oklahoma school administrators and education policymakers attended the OASA Legislative Conference Jan. 22-23, 2025, in Oklahoma City.