III. Recruitment

Recall once again that SUIS is a network of schools sharing one name and central management. The ultimate goal of the company is to make quality education scalable so that each new school can operate as successfully as the previous one.

And yet over and over, ambitious education companies have demonstrated that even with a systemized set of procedures, a rewarding curriculum, and updated facilities, a school cannot succeed without the foresight of a strong and capable leader. That is why education companies everywhere have trouble consistently replicating the desired results of their first schools. Charismatic leaders, crucial to success, are uncommon and difficult to find. This dilemma seems to refute the possibility of bringing scalability to a school design.

However this has not stopped SUIS and others from trying. Knowing how to select the right people for the right job is crucial to the success of any enterprise and since its inception, SUIS has had detailed recruitment procedures and human resource strategies in place. Additionally, the company follows the interview and selection guidelines established by The Academy for International School Heads (AISH). Taken together, the entire process from CV screening to salary negotiation is very thorough and seemingly durable to consistent application.

The purpose of this section is to further explore the idea of bringing scalability to a school design by seeking methods that would help companies such as SUIS locate strong leaders more effectively. In the previous section I defined the type of leader that would best suit a SUIS school environment. Now I will discuss where such leaders can be found and how SUIS can make smart decisions about recruitment.