Supervision: Build the Model Staff: Hiring the Right Person When I was hired at the University of Michigan Health System (UMHS), I was one of two speech-language pathologists in two separate departments. Twenty-six years later, I manage 20 speech-language pathologists, as well as three support staff members. In addition, I am responsible for staffing and directing an interdisciplinary ... Article
Article  |   June 01, 2002
Supervision: Build the Model Staff: Hiring the Right Person
Author Affiliations & Notes
  • Elaine Ledwon-Robinson
    Speech-Language Pathology, Health System Division, The University of Michigan, Ann Arbor
  • Nancy LeflcowitzColumn Editor
Article Information
Professional Issues & Training / Supervision
Article   |   June 01, 2002
Supervision: Build the Model Staff: Hiring the Right Person
SIG 11 Perspectives on Administration and Supervision, June 2002, Vol. 12, 16-18. doi:10.1044/aas12.2.16
SIG 11 Perspectives on Administration and Supervision, June 2002, Vol. 12, 16-18. doi:10.1044/aas12.2.16
When I was hired at the University of Michigan Health System (UMHS), I was one of two speech-language pathologists in two separate departments. Twenty-six years later, I manage 20 speech-language pathologists, as well as three support staff members. In addition, I am responsible for staffing and directing an interdisciplinary pediatric brain injury program, with a staff of physical and occupational therapists, social workers and psychologists, a teacher, and a therapeutic recreation specialist. Having hired many people during the course of my career, I have always viewed myself as a fairly good judge of potential employees. The speech-language pathology staff is highly experienced, with a mean of 13 years of experience; several staff recently celebrated 20-year anniversaries. One recent hire, however, did not work out, leading me to reflect on the hiring process. Simultaneously, I was asked to present a paper at the 2000 Division 11 Leadership Conference in Chicago, on the topic of “Building a Model Staff.” This article will explore a portion of that presentation, hiring the right staff person, to be followed by an article in the next newsletter (October 2002), examining the use of emotional intelligence principles in building one’s own managerial skills and improving team functioning.
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