This is the final article in the Beyond the Application – Hiring Christian Educators series. The three parts are:
What Happens After They’re Hired? (this post)
We’ve explored how to identify the right candidates and how to structure interviews that reveal more than surface-level answers. But the real work begins after the contract is signed. Hiring is not the finish line—it’s the starting point of discipleship and mentorship.
Onboarding as Formation, Not Just Orientation
Too often onboarding is reduced to paperwork and introductions. But in Christian schools, it should be a formative season that sets the tone for mission alignment.
Orientation should be sufficient in length and robust in content. It must cover the school’s mission, statement of faith, and lifestyle expectations, and also explore how the school is actively carrying out its mission. Each new teacher and staff member should reflect on how God is calling them to live out that mission in their unique role.
A strong orientation process should also:
Provide significant time for teachers to spend with peers or mentor teachers.
Build in both “scripted” time (logistics, procedures, training) and unscripted time for questions, answers, and relational support.
Ensure new staff are not just oriented to tasks, but welcomed into the community and culture.
Mentorship and Growth
Even the best hires need continued guidance. Mentorship shouldn’t end after the first semester. Leaders should:
Check in regularly. Asking not only about job performance but also spiritual health.
Provide professional development that integrates pedagogy with biblical worldview.
Create opportunities for questions on faith, culture, and teaching.
Celebrate mission-oriented outcomes, not just test scores or academic outcomes.
Schools can also establish formal check-ins with new teachers and staff through mentor relationships, coaching sessions, and scheduled school events. One practical tool is a survey 6–10 weeks into the year to ask what training has been most helpful, what additional support is needed, and how the overall experience has been so far.
Finally, pay close attention to how all new employees perform in their first-year summative evaluation. This isn’t just about compliance—it’s an opportunity to encourage growth, identify needs, and strengthen mission alignment.
When staff are discipled and supported, they become stronger disciple-makers. As Paul reminds us, “And God is able to bless you abundantly, so that in all things at all times, having all that you need, you will abound in every good work” (2 Corinthians 9:8, NIV). That’s the heart of mentorship and growth—trusting God to supply what is needed so His people can be a blessing in everything they say and do.
Final Word
Hiring in Christian schools is never just about filling positions. It’s about advancing a mission. That mission requires us to disciple our staff with the same seriousness we disciple our students.
Bottom line: a teacher or staff member’s first year at a new school—whether novice or veteran—is always a huge undertaking. New processes, systems, and relationships all compete for space at once. Depending on the orientation, size, and culture of the school, it can take months—or even a year or two—to feel fully integrated into the community.
New hires are a vital part of the growth trajectory of the organization. They bring energy, ideas, and experiences, and compare those to the current school environment. Take time to listen to them, and not only will you improve your onboarding, but you will also build a stronger culture where both staff and students flourish.