Building Exceptional Teams

PURPOSE

Maryville City Schools is committed to recruiting, developing, supporting, and retaining exemplary teachers and support staff who are dedicated to continuous improvement and student success. Recruitment and retention efforts are aligned with the MCS Strategic Plan, including: 

Goal 2: Build teams of exemplary teachers and support staff who embrace continuous improvement. 

Objective 2.1: All staff will effectively employ best practices to maximize student learning. 

Objective 2.2: Attract and retain high-performing professionals by providing competitive compensation and a supportive environment. 

RECRUITMENT PROCEDURES

MCS maintains a rigorous recruitment and selection process designed to identify highly qualified candidates for instructional and support positions. Vacancies are advertised through SchoolSpring, the district's employment system and may also be promoted through external recruitment sources such as Indeed, the Blount County Job Board, social media, professional networks, colleges and universities, and community partners. 

The district maintains strong partnerships with colleges, universities, and educator preparation programs and regularly provides placements for student teachers and interns. These experiences allow future educators to gain practical experience within MCS while providing the district opportunities to develop relationships with and recruit prospective employees. 

MCS also partners with the University of Tennessee, Knoxville's UT-PLAYS program, which provides pathways for individuals, including current school employees, to pursue teacher licensure. Several MCS paraprofessionals are currently enrolled in the program, supporting the district's efforts to develop an internal pipeline of future licensed educators. 

For positions that are difficult to staff, district and school administrators utilize additional outreach and professional networks to expand the applicant pool. Community and business partnerships are particularly valuable in recruiting for Career and Technical Education (CTE) positions, where individuals with specialized industry knowledge and experience may be strong candidates for teaching positions. 

Applicants are screened based on the qualifications and requirements of the position, and school and district administrators participate in the interview and selection process. Appropriate licensure and endorsement requirements are verified as applicable. 

EMPLOYEE SUPPORT

MCS recognizes that successful recruitment must be accompanied by intentional efforts to support and retain high-performing employees. Consistent with the district's Strategic Plan, MCS provides school-level structures and supports, including mentoring and coaching for new teachers and employees, opportunities for collaboration, professional learning, and ongoing administrative support. 

Professional learning is informed by student and district data, school improvement priorities, employee feedback, identified instructional needs, and district initiatives. MCS provides opportunities for teachers and administrators to develop leadership capacity and contribute to strong leadership teams. 

The district also supports employee retention by regularly examining salary and benefits, promoting employee wellness and work-life balance, and recognizing and celebrating the accomplishments of employees, schools, and students. 

CONTINUOUS REVIEW

Recruitment and retention practices are reviewed by district leadership as part of the district's ongoing strategic planning and continuous improvement processes. MCS considers staffing needs, vacancy and recruitment trends, employee feedback, compensation and benefits, professional learning needs, and other relevant information when determining opportunities to strengthen recruitment and retention efforts. 

These procedures support the following strategies identified in the MCS Strategic Plan: 

2.2.1 Conduct salary and benefits studies to prioritize funding needs. 

2.2.2 Maintain a rigorous interview and diverse recruitment process for all positions. 

2.2.3 Provide school-level structures and support such as mentoring and coaching. 

2.2.4 Celebrate and recognize school, staff, and student successes. 

2.2.5 Promote work-life balance and wellness in our employee community. 

2.2.6 Develop meaningful opportunities for administrators and teachers to build leadership capacity and strong leadership teams.