Do's and Don'ts of Teacher Evaluation

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DO'S AND DON'TS

consultants in a single location if possible. This will increase inter-rater
and allow for on-the-job training.

·'thelocation with computers, phones, copy machines and file cabinets.

(,'r-rr"", .. "n the program with a joint union-management board. Rotate the
,LrU'~uO),uv' between teachers and administration. ,


attention to hiring consulting teachers. It's not easy to fire someone.
with adults is different than working with children. And consultants must be
"·Write.

uire every consulting teacher to report on every intern and intervention case to
board. Quality assurance costs money and time.

;.lU,:l.L','"

the reporting day(s) stressful for the consulting teacher. Their work must
to a high standard. They get plenty of recognition and support the rest of the

"'''L.I''''''~ an employment decision for interns at the end of two semesters. That's
, . Employment decisions tend to be made at the end of whatever time
,npr,nrl]S established.

an appeal procedure for even the worst performers. They can go to court,

assume that a peer review program on paper is the peer review program you
" "This is a hands-on process, and some top management and union officials'
,"must be on.

T get two fingers in the stew. As soon as you get two opinions about a
.u,........",.. your chances of ending up in court just doubled.


, extend the peer evaluation work of a consulting teacher beyond three years. ~
need to teach. Besides, three years is close to the burn-out stage.

""" '" 'T assume university people know more about evaluation than you do. If they
"'intern programs wouldn't be necessary.



DON'T use an evaluation form that has the option "Needs Improvement." It
invariably triggers avoidance.


. DON'T accept uncertain consultant recommendations about future employment status
of interns. If in doubt, someone hasn't been doing his job.

DON'T set a time limit on interventions. Experienced teachers take longer to
improve. Your consulting teachers will know when to end the mentoring relationship.

DON'T require consulting teachers to "check-in" or report daily to management. The
ultimate test of excellence and competence is to try it.



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