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School Teacher Job Interview Questions

A school teacher’s job is a perfect job. You get good benefits and an easy work schedule compared to other jobs. This is even not effected by recession and there is complete job security.

Even if you have the right qualifications for a teacher’s job, you may not be well prepared for the interview. The school teacher’s job interview is a bit complex and you can lose a nice opportunity if you are not prepared to answer all those weird questions by the school management.

You may be asked the following questions:

-What will you do if a student refuses to do what you ask him to do?
-What will you do if a student never seems to complete his homework?
-Why did you choose this particular school?
-Explain about your classroom management style?
-Describe a model classroom.
-What kind of interesting techniques have you used in a classroom?
-What do you think students mean by a “fair teacher”?

Examples of some basic computer knowledge related questions:

-Do you have any computer knowledge?
-Do you know how to run an excel presentation?
-Tell us about any instructional software used by you?

See all detailed Teacher Interview Questions.

There are various types of questions you may be asked. Certain situational questions are quite popular with such job interviews. Many times, you may find it difficult to decide what to say if you are not prepared for it. If you give a wrong answer, you lose the opportunity. It helps a lot if you are fully prepared for all those questions. Now you can be sure that you will confidently answer everything they ask.

Establishing a Stabilization Fund at a Regional Vocational School in Massachusetts

State law in Massachusetts allows regional schools, including regional vocational technical schools, to establish a Stabilization Fund for capital projects. The governing statute is Massachusetts General Laws c.71, §16 G½.

Not all regional schools have attempted to create such a Stabilization Fund. This article is written to assist those who wish to try.

From my experience, the process is straightforward but can also be long and frustrating.

Here are the basic steps to follow:

1. Educate Yourself. Read the law. Talk to others who have gone through the process. Ask questions. Contact me. Reach out to your professional association. The Massachusetts Association of Regional Schools (MARS) and Massachusetts Association of Vocational Administrators (MAVA) are both excellent resources. Talk with your School Business Manager to make sure the two of you are united on this. You need to march together. Make sure that everyone knows, right from the very start, that it isn’t easy to use money from the Stabilization Fund. Any money placed into such a Stabilization Fund could only be used for capital projects and could only be used by a vote of two-thirds of the regional School Committee. It is not a piggybank to be opened at will by the School Business Manager or Superintendent

2. Educate Your School Committee. If you have a Finance or Budget Subcommittee, that is probably the best place to start. Talk with the Subcommittee chair first, to make sure there’s at least general support for the idea. Then bring it to the full Subcommittee. Make a presentation. Let them ask questions until they can’t think of any more. (The questions are the same ones you will hear from town and city officials later.) Once you have strong consensus on the Subcommittee, ask that group to make a recommendation to the full School Committee.

3. Seek a Vote from Your School Committee. Once you have support from the Subcommittee that handles money matters, put the item on the Agenda for the full School Committee. In the meeting package, include a memo outlining the reasons why you are seeking to establish a Stabilization Fund. In the memo, address any major concerns that were raised at the Subcommittee level. Remember that it is highly likely that your memo will find its way into the hands of Mayors and Selectmen in your district. Make sure it is strictly factual. Make sure all later correspondence to your member communities uses the same or very similar language.

4. Notify Your Member Communities of the Vote. After your School Committee takes a vote to establish a Stabilization Fund, the fun is just beginning. Now you need to mobilize support in a majority of your member communities. If you have 9 member communities, you need positive votes from 5 of them. If you have 18 member communities like I did, you need a positive vote from 10 of them. The first step is to notify the Boards of Selectmen and City Councils in your district of your School Committee’s vote. Make sure Mayors and Town Managers are notified, too.

Here’s part of the letter we sent to our 18 member communities:

“On January 2, 2013, the District School Committee at Montachusett Regional Vocational Technical School voted to establish a Stabilization Fund in accordance with the provisions of Massachusetts General Laws c.71, §16 G½. The law requires that district communities be notified and vote to approve the action by the School Committee.

The Monty Tech School Committee requests that an article be placed on an upcoming Town Meeting Warrant/City Council Agenda seeking approval to establish the Stabilization Fund.

We suggest the following wording:

That the Town/City of ______________vote to approve the establishment of a Stabilization Fund according to Massachusetts General Laws c.71, §16 G½ for the Montachusett Regional Vocational Technical School District.

5. Educate Your Member Communities. Use the letter to member communities as an opportunity to explain why you are making your request.

We added this:

“Stabilization Funds are commonplace throughout the Commonwealth of Massachusetts and in the cities and towns throughout our region. Most, if not all, of our 18 district communities have utilized Stabilization Funds for many years.

Monty Tech wishes to establish a Stabilization Fund in order to help address its many capital needs. As you may know, the district maintains and regularly updates a Five-Year Capital Plan which identifies the major structural and equipment needs of our school district. While we do our very best to keep school facilities and equipment updated, and stretch every dollar through the use of faculty and student labor, we have found that funds allocated for capital projects in our annual budget are not sufficient to meet the district’s needs.

We believe that setting up a Stabilization Fund is fiscally prudent.”

6. Expect Questions, Rejection and Delays. The school district is comprised of 18 member communities, including two cities and 16 towns. In some of the communities, we were invited to speak to the Board of Selectmen, Finance Committee, Financial Advisory Board or City Council. In others, we heard nothing. In those cases, I guess our letter explaining the Stabilization Fund was sufficient. The elected officials in those communities simply voted to put the matter on the Town Meeting Warrant. In five of the Towns, however, nothing happened at all. They either intentionally left the matter off the Town Meeting Warrant – or simply forgot to put it on. In one community, we entertained a long series of questions and I followed up with a letter further clarifying our position.

7. Expect Some Unfair Questions and Comments. During our meetings, we heard several unfair questions, some which appeared designed simply to get us upset. They never did. But you need to be ready. The length of this article prevents me from going into great detail, but the questions fell into five main categories: the potential size of the Stabilization Fund, concerns about unmet capital needs at municipal school districts, claims that approving a Stabilization Fund would automatically result in increased assessments to member communities, suggestions that a Stabilization Fund is something “new” or “special”, and claims that the vocational school looked so good it didn’t need any capital improvements. Finally, we heard the terribly unfair and inflammatory phrase “slush fund” tossed around more than once. Be prepared to address these issues. By reading the law and noting the severe limitations placed on the use of a Stabilization Fund, you should be ready.

8. Don’t Give Up. When we started the approval process at Monty Tech, the very first vote from a community was a rejection. To make matters worse, the vote was unanimous. And it was from our second largest community. The Budget Subcommittee chair and School Business Manager took the defeat badly. I was disappointed, of course, but knew that we had 17 other chances to get 10 votes in our favor. In another community, we showed up for a Town Meeting on a Saturday morning to discover that the Finance Committee had voted not to recommend approval. Again, I was disappointed but not defeated. When given the opportunity to speak to Town Meeting, I thanked townspeople for always supporting our school and reminded them that their Town had a Stabilization Fund which their municipal school district had the chance to tap from time to time. We didn’t. In the end, Town Meeting voted solidly in our favor, over the objections of the town’s Finance Committee.

9. Celebrate Your Success. In our case, the School Committee voted 17-1 to establish a Stabilization Fund. That vote took place on January 2, 2013. Our ninth and tenth positive votes from member communities were secured – separated in time by just two or three minutes-on the evening of June 18, 2013. We didn’t exactly pop open any champagne, but we did congratulate one another on achieving success. We saw it as another small step to improve our ability to respond quickly to small- or medium-size capital needs in our school. It’s a small step that you, too, can take with some planning and some work.

10. Spread the News and Help Others. Though not required by the statute, we notified the Massachusetts Department of Revenue and the Department of Elementary and Secondary Education of the vote taken by our School Committee and the names of the ten communities that supported us, and the dates they cast those votes. I also testified in Boston on a bill that would simplify the way Stabilization Funds are created and answered questions from one or two other districts trying to set up a Stabilization Fund.

Book Summary: Human Sigma – Managing the Employee-Customer Encounter By John Fleming and Jim Asplund

Jim Clifton, the chairman of Gallup wrote a great book called the Coming Jobs War. In the book, he describes that one thing moves a society forward and that is people’s willingness to work and the creation of jobs. There are 7 billion people in the world today and the economy is global. This is a huge competitive stage. I am an Entrepreneur at heart and my job is to start and grow companies that create jobs. I really want to understand and harness human performance.

One thing that grows companies is employee and customer engagement. Human Sigma talks about this interaction specifically.

Why is this important to me?

I am not doing this summary to waste your time. It is my vision to provide concise action steps that you can adopt right now to enhance your life. According to Gallup, 9% of employees are ENGAGED, 71% are DISENGAGED and 20% are ACTIVELY DISENGAGED. To put this into perspective, let’s do some simple math. Let’s suppose your company does $50 million in revenue per year and there are 5 million impressions. Impressions are calls, emails, website hits or anything where your people touch a customer, lead or prospect. Each impression in this example is worth $10. Remember that 20% of your people are ACTIVELY disengaged which means the impressions will be negative. The lost business potential of the 20% negative impressions is $10 million in lost revenue per year. The math looks like this: 5 million impressions x 20% Negative x $10.

As you can see there is a real need to improve these stats and smart companies are doing just that. If you want to have some laughs then watch the movie Office Space. The movie is funny in a painful sort of way because plenty of the actions really happen in the corporate world.

Human Sigma is broken down into 15 plus chapters and is packed with detailed information. Since there is so much information and limited time, I would like to outline the What, Why and How for improving customer and employee engagement based on the research in this book.

1. What – Terminator Management- What is the problem? Human Sigma talks about the Terminator School of Management. If you consider the industrial revolution then you will understand the problem that transcends from left brain repetitive tasks and right brain creative work. Henry Ford mastered MASS Production. He needed physical labor. At the time this called for tight management control and reduction in freedom for the workers. I can attest to this because I worked in a car factor for 4 months and it is NOT easy work. The shift starts at 6am; you get two 10 minute breaks and a lunch. This work is highly repetitive and left brained in nature.

2. Six Sigma – This is a process to improve processes. This has worked magic in manufacturing because you are dealing with machines, tolerances and supply chain. The improvements garnered in the last 25 years have been staggering but this does not work for human engineering.

3. Right Brain – Information Age work is creative by nature. According to Gallup, 89% of the Fortune 500 value consists of intangible assets. This means things like talented people, intellectual property, good will and customers. These things cannot be managed the old way. Have you ever wondered why Van Halen or Guns and Roses had problems? Managing creative talent with old school management tactics does not work.

Let’s dive into the Why and look at four impacts.

1. Why – Let’s now dive into more detail and why this needs to change and why customer-employee engagement is crucial for competitive advantage. An important factor is the fact that companies with more engaged team members grow 2.6 times faster than their counterparts. This advantage overtime compounds to staggering results. Every organization needs to master this if they want to be alive in the future.

2. Why – It’s impossible to legislate genuine human interaction. Have you ever called a company to have an overseas representative answer? They proceed to tell you their name is John which you know is not true. This simple act puts the customer in a dis-trust mode right from the beginning. How about being stuck in voicemail hell for the first 10 minutes of your call not counting hold time. Once you do encounter an agent to help, they are so scripted that the help does not leave you feeling good about the company.

3. Why – Cost Centers. I never understood why companies that generate billions of dollars would view the front line team members as a necessary evil. These people interact with customers. Customer service call centers are still notoriously bad after all these years. They should be given tools, autonomy and directional freedom.

4. Why – Financial Impact. As stated above, improving and focusing on employee-customers engagement together is positively correlated to impact the bottom line. Increase engagement and organizations grow faster and are more profitable.

Let’s examine four things you can do right now.

1. How – Maslow’s hierarchy of needs. Customers and employees have the same hierarchy of needs. Companies that tap into this can transform engagement. Human beings have a need for self-actualization. Achieving this from a company perspective is doable once the frontline is given the freedoms and the training to do it.

2. How – Do unto others. Treat customers and employees the way you want to be treated. Here is a simply test you can use to magnify problems. It is called the Grandma test. Compare these two statements: “I’m sorry but that is our policy, no refunds after 10 days” to “I’m sorry but this is our policy, no refunds after 10 days Grandma.” Using Grandma at the end of your company policies shine light to how stupid they really are.

3. How – Customers want relationships. Customer satisfaction is not enough. To build true engagement you need customer loyalty and for that you have to build relationships. People do not want relationships with actively disengaged employees so you need to empower your people for engagement.

4. How – Hire Right. This really is the staple move for any organization. If you are staffing for customer facing people then you need to find bubbly, friendly, nice and smart people. If you take the time to hire right then the how becomes more of an organization change instead of trying to change people.

Human Sigma is a great book that really sheds light on the customer-employee engagement model. This needs to be required reading for organizations that want to scale and grow.

I hope you have found this short summary useful. The key to any new idea is to work it into your daily routine until it becomes habit. Habits form in as little as 21 days. One thing you can take away from this book is performance is tied to engagement. Focus on employee and customer’s engagement and make it your mission to improve it. If you do this then the money, growth and company success will follow. You will see results like more customer advocates, less employee turnover and more referral business.