Recruiting talent in schools requires more than just posting a vacancy on the district website. To build a resilient, innovative, and high-performing team, school leaders must adopt a proactive strategy that looks beyond traditional boundaries. Here are ten tips from CoSN’s Belonging and Inclusion committee members that they have successfully implemented in their school districts.
1. Embrace a “Creative Destruction” Mindset
Adopting a “creative destruction” mindset means willingly stepping out of your comfort zone to introduce necessary new perspectives. Consider candidates from other districts, different industries, or non-traditional backgrounds. This disruption is often the catalyst needed to build a stronger, more adaptable team.
2. Leverage Alumni Networks Early
Don’t wait for candidates to enter the job market—meet them where they are. By becoming an active alumnus at your university or partnering with local higher education institutions, you can build relationships early. Share internship possibilities and career pathways with students before graduation. This creates a pipeline of talent already familiar with your district’s mission.
3. Recruit “Out and In”
Success often comes from looking outside your immediate district. As noted by experienced leaders, industry conferences are prime recruiting grounds. Observe how professionals from other districts utilize technology to support learners. If you see someone doing great work, approach them. Recruiting “out” (attending external events) to bring talent “in” is a proven strategy for infusing new energy into your schools.
4. Redefine the “Quality Candidate”
Broaden the definition of a “quality candidate” by considering experience both inside and outside of education. A candidate may not have traditional teaching experience but might possess invaluable skills from the corporate sector, project management, or community organizing. Look for transferable skills—leadership, agility, and problem-solving—rather than just checking boxes on a standard resume.
5. Create Authentic Recruitment Assets
Your recruitment marketing should mirror the reality of your school culture. HR recruitment videos and brochures should showcase a diverse leadership team from your district – not stock images. Potential hires need to see themselves reflected in your staff to feel a sense of belonging before they apply.
6. Professionalize the Referral Process
Employee referrals are helpful, but don’t just count on these introductions. Collect contacts from conferences and committee meetings. Seek out people whose work you respect intellectually, even if they aren’t in your immediate social circle.
7. Implement Data Tracking and Accountability
You cannot improve what you do not measure. Leaders emphasize the importance of tracking demographics throughout the entire hiring funnel. By tracking the race, gender, and experience breakdown of candidates at every stage—application, screen, interview, and offer—your district is better equipped to diversify your leadership team.
9. Prioritize Mentorship and Champions
Leaders must be willing to seek people with potential, help them build confidence, and educate them on their career trajectory. Note team members who you believe have potential and offer to mentor them and champion their work. Implement frameworks like the “5 Practices of Exemplary Leadership” in bi-weekly meetings with your mentees. This shifts the focus from simple task management to coaching, mentoring, and encouragement.
9. Lead with People First
The most critical element to growing your pipeline is the human connection. We lead people, not the work. We need to provide environments in which it is okay to make mistakes and foster a culture of learning and growth for everyone. It’s crucial to recognize that we don’t expect every employee to work the same way we do. Embracing individual differences and working styles is a cornerstone of an inclusive culture.
10. Intentionally Include All Voices
Review the demographics and “thought diversity” of your hiring committee. If everyone in the room thinks alike, you will likely hire more of the same. Invite different stakeholders into the process and explicitly look for variety. As one committee member advises: “I look for people with different ideas to challenge me and force me to defend my position. It’s not healthy to only have one perspective.”
Recruitment is not a passive administrative task. It’s the strategic engine of your school’s future. By looking in new places, challenging old definitions of “qualified,” and using data to keep the process equitable, school leaders can build teams that are not only skilled but diverse and innovative.
