Running head: AN INTERVIEW

An Interview with the Administrator of Human Resources

Following the definition provided by dictionaries, an interview refers to a process of
asking questions and getting answers during a private meeting between individuals. However,
the value of an interview with relation to questioning a high-qualified expert in a particular
area is of great significance for a growing specialist in the same field of professional interest.
Thus, absorbing the knowledge from an informative conversation with Stephanie Crosby, an
Executive Director of Human Resources at Robbinsdale School District, bestowed the
significant implications of the best practice wisdom upon the interviewer. This paper offers
an insight into a broader scope of the principals occupation from the human resource
management perspective and importance of practical experiences in better understanding of
the profession as a whole.
To start with, the competence of the interviewee in the field deserves prestige, respect
and honor only due to the rich demographics which the one manages. Specifically, an
executive director informed that she is responsible for establishment of well-shaped relations
of the population of about 12,000 students speaking 68 languages, with more than 40 percent
of them being representatives of different ethnicities. Following the response provided, 40%
of the students qualify for free and reduced lunch application. At the same time,
approximately 2,100 staff members are employed in different areas of the school district
performance. All aforementioned facts underline the large-scale workload to be performed by
the HR executive in order to ensure that an array of operations aimed at well-organized,
smooth and sustainable functioning of the entire Robinsdale school district. Of course, it
might have appeared that the scope of professional duties of the HR executive director should
be linked to managing solely the school-based social capital in the district. However, this
specialty is the way more complicated as it seemed at first glance.

AN INTERVIEW

Indeed, the above-indicated demographical diversity implies a necessity of equally

diverse approaches to different aspects of the operations with regard to staffing that is capable
to sustain productivity within the district. As noted by Mrs. Crosby, the HR department of the
Robinsdale School District Administration incorporates a variety of the factors that are
directly linked to employment in the area. To be more precise, the department coordinates
and oversees recruitment, hiring, staff assignments, benefits, contract negotiations and
contract implementation among the main responsibilities (S. Crosby, personal
communication, January 16, 2015). In order to align the issues related to employment and
needs of the community in light of schooling in the Robinsdale City, the analyzed department
applies specific ratios, such as building and district information. To illustrate, the relevant
data concerning vacant or open positions that need to be filled with qualified specialists can
be used in such cases to ensure resilient and well-shaped environment and smooth
performance in the district.
In terms of the process of hiring personnel, it is complex as well. After the applicant
has met all specified criteria to a certain job opportunity, ones admission is arranged along
with the legal standards developed in the field. The staffing process is outlined based on
contractual obligations using a respectful procedure of recruitment and selection of properly
licensed and highly qualified staff members in the appropriate position to meet the needs of
the students in particular and the district in general. Apart from that, the newly hired
employees are presented with the models of induction and orientation developed specifically
to ensure their smooth adaptation to the new working conditions. These frameworks are
implemented by competent existing staff members for all new staff to provide an overview of
the district and offer the benefit options to the new employee.
Further implications of HR management within Robinsdale School District are linked
to ongoing staff development. Specifically, this function is practiced through the prism of

AN INTERVIEW

constant monitoring of employee needs in line with the requirements of contemporary

education. This option is related to the scope of duties of the Teaching and Learning
Department, which also ensures that the professional trainings and educational seminars are
arranged in accordance with the vision of the district on the general principles of education.
At the same time, the process of staff terminations is established in a well thought out
manner as well. In particular, this procedure is the policy of the district to regularly evaluate
employee performance. In most cases, the immediate supervisor clearly states the
performance expectations at the initial stage of their planning and objectively assesses the
efforts of the staff members in terms of commitment and achieving the goals and objectives
posed. Moreover, the evaluation process may vary depending upon the job classification and
the individual job assignment. In any case, supervisors need to provide employees with
succinctly and explicitly outlined expectations and an opportunity to improve unsatisfactory
performance or inappropriate behavior. By the same token, discipline-related issues have to
be taken into account when developing any performance-based strategies as a threat for a
potential misconduct. Serious misconduct may prevent the personnel members from
advancing careers and being promoted to a higher level in the organization. Steps in this
process of progressive discipline are oral warning, written reprimand, and suspension-with
or without pay, and termination (S. Crosby, personal communication, January 16, 2015).
It follows that the entire process of employment is a multidimensional and wellstructured process that involves a variety of aspects. Besides the aforementioned factors and
opportunities within the HR unit itself, the task of the HR executive director and ones
subordinates and assistance is to work collaboratively with the building principal. In this
interconnected way, it is possible to attract and retain the best teachers and support staff to
perform the duties in the district both dedicatedly and professionally. Apart from that, the HR
department is responsible for all contract management for all collective bargaining

AN INTERVIEW

agreements, including negotiations, administration/ implementation and grievances for all

employee groups (S. Crosby, personal communication, January 16, 2015). Thus, this factor
evidences that HR unit of Robinsdale School District Administration aims to ensure multiple
collaboration relationships with its staff members in a variety of domains focused on
schooling in the area.
Finally, the above rationale was found as a determinant of the greatest professional
value and joy provided by a position of an HR administrator. Specifically, as Mrs. Crosby
amply noted, this advantage is concentrated on being a continuous source of assistance,
providing quality, individually focused service and support to all employees (personal
communication, January 16, 2015) are the most valuable incentives of this occupation. At the
same time, the overwhelming diversity among the targeted audience and staff members,
which was indicated at the beginning of the discussion, creates a background of a serious
challenge. In other words, the interviewee underlined ensuring that all provisions of all of the
contracts are not violated as the most challenging part of her duties and responsibilities
ascribed by this occupation.
Summarizing the findings of the interview conducted, it is more than relevant to
accent on the significance of this experience in terms of professional growth of the
interviewer in the intended area. Moreover, this contribution to the authors leadership
development was made through the practical examples of how the educational has to be
managed within different but equally important paradigms.
First and foremost, the greatest lesson learned from the interview is based on a more
precise understanding of the leadership concept. Similarly to the statements made by the US
President Lincoln, when describing a perfect government concept, a true leader has to do
ones best of the people, by the people, for the people. Undoubtedly, the strategic
approaches towards managing a variety of spheres operated by HR management

AN INTERVIEW

administration are aimed at maintenance of multi-level and well-shaped relationships

between the leader and teammates. Only the environment, where an employee feels own
significance and respect from the entire staff, where performance is grounded on
interconnectedness, trustworthiness and collaborative efforts, is likely to succeed by
following the leader willingly. Moreover, such atmosphere of a holistic approaching of
employment-related issues underlines a necessity for a leader to have an explicit vision of
perspectives of organizational development. Indeed, when the followers work in the
environment where care, empathy and the sense of worthiness are revealed towards any staff
member, commitment with regard to achieving organizational goals and objectives should be
undoubted. This issue is especially relevant concerning diverse community, such as that of
the Robinsdale School District. Therefore, positioning of a leadership framework as the one
for the people and by the people, the way it was done by the HR executive director, is the
best model to nurture for a true leader.
In terms of surprises which were evidenced in the interview process, this factor is
connected with all-embracing complexity of this field. To be more precise, the fact that HR
managers have to take into account such a huge number of issues linked to employment, its
different phases, and elements, is practically beyond the scope of general understanding.
However, this factor seems to be both a logical one and win-win if to consider over it
concisely. On the one hand, the leader cannot transform into a master and simply give orders
to subordinates and rest on laurels all the time. On the contrary, one has to inspire others on
changes and entice them to act in order to make the outcomes of these actions mutually
beneficial for all and the organization as a whole. Thus, this conclusion can be drawn as a
logical result of properly implemented leadership. On the other hand, only permanent
willingness to update and evolve is a way for the leader, employees, and the organization to
ensure their sufficiency and prosperity as a single unit. Hence, addressing all needs of

AN INTERVIEW

employees and constant monitoring of this aspect of organizational performance is the most
appropriate way to achieve the above-indicated goal.
At the same time, it is hard to disregard the potential challenge within an HR field as
it has been identified by the interviewee, which is dealing with legal dimension of this area
and ensuring that all possible violations in this regard are eliminated and addressed
immediately. Supposedly, this part of HR obligations requires advanced level of knowledge
and sufficient practice in order to allow one to be confident in performing this role
dedicatedly. As a result, a number of steps could be undertaken to enhance ones knowledge
and skills to evolve as an educational leader with respect to HR field. First, in-depth
exploration of interpersonal relations is required to be capable to understand the needs of the
followers. Second, creation of monitoring systems would be advisable in this regard that one
could maintain the previously discussed atmosphere of care and trust with own teammates.
Third, thorough awareness of legal issues related to schooling and HR management relations
has to become another focus for improvement. Finally, none of the factors considered in the
scope of the paper should be overlooked, whereas the centerpiece of the well-reasoned and
shaped leadership strategy is to be mediated through for the people vs. by the people
concept.