Appendix A

Hiring Practices and Guidelines

Whether you are using paid staff or volunteers to be in charge of children, you should approach the selection and "hiring" in the same manner. Do not be put off by the applicant or volunteer who objects to your inquiries and interview processes; you probably have saved yourself from a lot of grief later on. A person who is mature and able to deal with children in an appropriate manner will be understanding and not offended by what you are doing. While these processes can inconvenience an adult, failure to implement them can damage a child.

1. Have an application form. The form should list the essentials that any employer would ask an applicant whether paid or volunteer. (See sample in Part II Resources, Document C, page II-19ff)

2. Ask for references from unrelated sources, preferably ones that have seen the applicant in action with children.

3. Make certain that you check the references. An efficient way to check references is to send out a form (See Appendix B), which should be kept on file for at least seven years. The written form offers the opportunity for the person to contact the interviewer by telephone. Some suggest that a telephone check is more valuable than a written response, because people are more likely to be candid with you on the phone than in writing. You can also sense reluctance, or hesitation about certain questions that gives you a clue to ask further questions that may help you to get a better picture of the individual.

4. Have a form to record the referee’s answers.

5. While interviewing the applicant or volunteer you should be looking for:

• Openness: a genuine interest in and concern for young people

• Dependability

• Self-confidence and assertiveness

• Self-awareness

• Good health and a high energy level

• Sense of humor and the ability to relax

• Ability to tolerate conflict and discord

• Cooperative team spirit: ability to express viewpoints honestly, and accept compromise

• Emotional stability and good impulse control

• Ability to make quick, sound decisions, often independently

6. Establish a list of questions that you would ask all applicants or volunteers. Keep notes on how they respond.

7. When observing and interviewing an applicant, watch for possible indications of or a potential for abuse:

• Unresolved, negative childhood experiences

• Unrealistic expectations of young people

• Poor ability to plan ahead or to anticipate the need to intervene

• Inflexibility

• Low self-esteem, isolation, or a tendency to internalize problems

• Punitive tendencies

• Difficulty in expressing emotions appropriately

• Inability to relate to youth except as peers

• Lack of personal support system

• Over investment in children for personal needs

Processing the Applicant

Prior to the applicant or volunteer being accepted for the position, you should request that the applicant give you:

1. Copies of his or her degrees or credentials that they have listed on the application. You may be surprised at the number of individuals who claim to have credentials that they do not have. This is one measure of the applicant’s integrity.

2. A copy of his or her driver’s license. Even if they are not going to be driving for you, this is another form of identification that is useful to have on file.

3. A copy of his or her driving record. This should be done within 10 days of the time of employment or start of the volunteer job. The applicant can obtain a motor vehicle license record by going to the closest DMV and requesting it.

4. A copy of his or her proof of insurance.

5. The applicant should sign a form that states that they have received a copy of the policies and procedures of the organization.

6. You should go over child abuse reporting obligations with your incoming staff or volunteers. At this time you should give them a copy of the prevention of child abuse handbook and have them sign the statement for your files.

7. The applicant should receive a job description that lists the general duties of the job, the specific responsibilities, who they report to, and the requirements for the job. There should be a job description for paid employees, as well as for volunteers.