Staffing

The ability to hire and retain excellent staff -- with appropriate education and experience, who enjoy working with young children and are dedicated to their well-being -- is a vital part of running a quality child care program. Managers who know how to praise sincerely, encourage and motivate their staff, and deal with problems quickly, directly, and respectfully, can build a strong and dedicated staff.

Staff Roles and Responsibilities

The Director should have training and experience in early childhood education, a knowledge of child development, and the ability to manage all aspects of the center. While minimum educational requirements for teachers and directors are determined by state regulations for child care site licensing, additional requirements are determined by your preferences and goals for the center.

The Director's Role:

• Hire and supervise all staff members
• Keep all records and reports, including financial, personnel, medical, individual child and family files
• Purchase supplies and equipment
• Communicate with parents, and serve as facilitator between teachers and parents
• Organize and delegate tasks in the center on a daily basis
• Involve the community in the center.
• Work with teachers on developing curriculum (if there is not an Education Coordinator)
• Facilitate staff, parent, and Board meetings, and center-wide events
• Plan for staff development and training
• Oversee compliance with all state and federal licensing regulations

The Teacher's Role:

• Provide a nurturing, secure environment for children
• Communicate with parents daily, and prepare for and participate in parent-teacher conferences
• Create and implement curriculum and daily activities for children
• Maintain records of each child's development and progress
• Attend staff meetings
• Participate in ongoing professional training and development

Some centers hire Teachers' Assistants or Aides (to assist teachers in the classrooms) and Educational Coordinators (to focus on the learning program and supervision of teachers) if the director does not have experience in early childhood education. Some centers employ consultants (e.g., social workers, nurses, or physicians) whom they can call upon for staff or parent training, or for consultation on particular issues.

The Selection Process should be conducted by the director and/or educational coordinator; Involvement of parents and members of the governing Board should be an option. Notes for the personnel file should be kept at every stage of the screening and interviewing process, which should include a phone screening interview, a candidate's visit at the center, a personal interview, and a reference check. As an employer, you will need to be familiar with the state and federal laws regarding equal opportunity, affirmative action, and sexual harassment.

Salary and benefits offered to candidates should be based on several factors, including community norms for this type of position, minimum federal and state legal requirements, your center's financial resources, the local demand for qualified personnel, and the candidate's qualifications. Additional benefits you may offer include dental coverage, flex-time arrangements, retirement program, Employee Assistance Program, disability insurance, paid or unpaid leaves, and a child care discount.

Good staff management and supervision will help your center attract and retain talented teachers and other staff, and includes setting clear expectations and goals for your staff, both individually and as a team. In addition, plan for regular observation, feedback, and evaluation of your staff. It is sound business practice to have written personnel policies for all your staff. You may wish to have written job descriptions as well. Most employers will have an introductory period of three to six months, to determine if the employee is a good fit for the job.

Staff retention can be a serious problem in the child care field, due to relatively low pay-scales and staff "burn out" from often stressful work. Frequent turnover disrupts children's ability to form strong attachments to their caregivers, and has a negative effect on program quality, whereas a stable teaching team allows children (and their families) to feel secure. It behooves the center's manager to encourage long-term retention of good staff by practicing the 3 R's: Raises to affirm that your staff are valued professionals; Recognition, both official and spontaneous, for the good work they do; and new Responsibilities, to allow your staff to learn new skills.

Annual reviews should be a formal part of your staff management program. It is a time to go over progress, goals achieved during the past year, any training or educational achievements, and other contributions the staff person has made to the center. The employee should understand the criteria for review and know, in general, how he is performing. There should be no surprises in an annual review. If your center's raises are merit-driven, note on each review the raise's dollar or percentage amount, and how it was determined. A written evaluation should be given to the employee, and the employee should have a chance to respond and add to the evaluation.

Training and Development opportunities should be provided to staff on a regular basis. Staff should receive both in-service trainings and have the opportunity to attend outside trainings and conferences (e.g., Early Childhood Development; Communicating with Parents; Cultural Diversity; CPR).

If termination of a staff member is necessary, be sure you have kept all records of proof of poor performance (e.g., annual written evaluations) or misconduct (e.g., statements by eyewitnesses) in a secure file. If you need to follow up a termination with a criminal prosecution, this proof will be vitally important. Many employers offer employees the option of resigning rather than suffer the humiliation of being fired. Depending on how your center is governed, you may need to obtain approval from your board or parent members before terminating any employee.