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  • New Employee Guide is Here!

    You asked for clear and consistent communication on how we do things here in DCSD – and we heard you! 

    Click here for more information.

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    We heard you!  See how HR is making it easier for you to access the HR information you need.

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  • Vision, Mission & Values

    To be a highly respected and valued District strategic partner that is known for its innovation and high level of service.

    We support and enable those who are impacting the quality of education of students by maximizing their effectiveness.

    We value Customer Service, Integrity, Innovation, Excellence, Continuous Improvement and Commitment to Communication.

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Hiring Made Easy

Our goal is to make our hiring process a simple and straightforward experience for our hiring managers and office support staff. The following information walks through the key steps of our end to end hiring process and provides supplemental training, procedures, and information where available.  

For new employee information to help with your first day, week and year, see our New Employees tab.

Posting a Position

Posting a position is a one-step process in Workday. Click here for instructions to create your requisition for posting.

Once a requisition has been approved in Workday, our Staffing team will get it posted for you. You will receive an email when this is complete.


Managing a Posting

When screening, interviewing and moving candidates through the interview process, it is important to disposition any actions taken with a candidate.  The below trainings will provide instruction on how to navigate your requisitions and review and process candidates:



Checking References and Licensure

Once a final candidate has been determined, reference checks must be completed prior to making an offer of employment. There are two options for completing references checks.  Please note these options provide the minimum requirements. We recommend completing a selection of most recent supervisor along with professional references in order to obtain a more complete understanding of your candidate’s prior performance:


  • Option 1 - Only one reference check is required if you are able to complete a reference check with the candidate’s most recent supervisor


  • Option 2 - If you cannot complete a reference check with the most recent supervisor, then you must complete three “professional” reference checks.  Professional references include former supervisors, other colleagues at a supervisor level, peers, direct reports, etc. Professional references do not include family, friends, etc.  

Completed reference check forms must be uploaded on the “Attachment” tab of the candidate's record in Workday.

At this part of the hiring process, hiring managers must ensure their candidate has uploaded any required information or licenses to be qualified for the position. For instance, all licensed candidates should upload all documents to show as highly qualified for their position (for example, a copy of their CDE License and/or transcripts). 

Sending the Offer Letter

First move the status of a final candidate to “Offer” in Workday. Once the offer is created by Human Resources, the hiring managers will receive an email  confirming the offer is ready.

From the “Offer” task in Workday, click on the "Approve" button. This will automatically send the offer letter to the candidate, so it is highly recommended that the hiring manager contact the candidate to verbally make the offer first, and only click "Approve" if the candidate verbally accepts.

Moving to 'Ready for Hire'

Once a candidate has confirmed acceptance of the position and completes the Offer task acknowledging the offer, move the candidate to “Ready for Hire” in Workday.

The Difference Between Ordinary and Extraordinary is that Little Extra

We firmly believe the growth and development of all our employees will positively impact our students’ and organizational success. To help develop our employee’s knowledge, skills and abilities, we offer a series of talent management programs and tools to prompt rich, ongoing discussions between supervisors and employees, including helpful feedback designed to improve performance and celebrate accomplishments.  

Evaluation Process
The following information will walk you through the year-round evaluation process for classified, administrative (non-building), professional and technical employees.  This evaluation process takes place in Workday.

Goal Setting (due September 30th)

The first step of the evaluation process is Goal Setting and Individual Development Plan. See the below information and instructions to complete the goal setting and development plan in Workday.


  • The goal setting/development plan will be launched to the employee's Workday inbox.
  • The employee will open up the task in Workday and select "Guided Editor".
  • The employee will then select the "Add" button to enter the first goal.  When entering the goal ensure that the goal follows the S.M.A.R.T. guidelines.  It is very important to identify in the goal what highly effective versus effective looks like so there is no confusion.  For example, if the goal is "take a class", you can only measure if you did or did not complete the class.  This would make the rating either "effective" or "ineffective".
  • The employee should enter one or more professional goals for themselves, and any department specific goals assigned to them by the manager.
  • Once the goal has been entered, enter the due date.  If the overall goal spans more than one school year, such as a systems implementation, specific tasks that must be completed in the current school year to achieve the overall goal can have due dates set during the current school year.
  • Enter the goal status.  When entering goals the status should be either "Incomplete" or "Completed Partially".
  • At this point, the employee can either select "Add" to create a new goal or select "Next" to move to the Development Plan.
  • The Developmnet Plan is a series of 5 questions.  Select the pencil to the right of each question to enter information.
  • The Development Plan is an important tool in your professional development.  You should complete all areas that apply to you.  If there is an area that does not apply to your job, you may skip it.
  • Once you complete the Development Plan, hit the "Next" button to review the Goal and Development Plan.
  • Once you have reviewed the template, hit the "Submit" button.  The plan will now go to the manager to enter deparment goals or additional goals if the employee has already entered the department goals.
  • Once the manager enters information into the Goal and Development Plan, he/she will hit the "Submit" button to complete the process.

Mid-year Review (due January 19th)

Our goal in this process is for employees and their evaluators to be in continual contact about their performance.  Mid-year evaluations provide an opportunity for employees to get some formal feedback and guidance to ensure they reach goals and performance expectations by the end of the school year and final evaluations.
Managers meet with their employees to review current performance and goal status.  Once the meeting is complete, the manager will follow the steps below in Workday.
  • Open up the mid-year evaluation task and click on "guided editor".
  • Click on the overall rating box, and select a rating from the drop down menu.  This rating represents the employee's current performance level.
  • In the comments box, enter a few comments based on the meeting with the employee.
  • Select the "next" button.
  • Select the "submit" button. 
  • Select the "done" button. 

Note that if you have not completed your Goal(s)/Individual Development Plan, the goals will not appear on the mid-year evaluation template.  

Final Evaluation (due May 2nd)

The final evaluation template will be launched to the employee's Workday inbox.

Managers, work with your employees and let them know when you want their self-evaluations completed and submitted to you, so that you will have sufficient time to complete your portion of the process.  

The final evaluation process will be the same process as last year.

There is NO Substitute for a GREAT Substitute Teacher!

Our program is dedicated to delivering a 100% fill rate for our schools, teachers and students by hiring, developing, engaging and retaining a top notch substitute workforce!

More to Come!
We are continuing to build this site with information and resources to support our substitute’s success.  This includes more communication, resources for development and on the job success and other pertinent information and our substitutes want to know.  Check back regularly to see what’s new and how we are growing!

Aesop Access

Welcome to Douglas County School District!

You have joined a collaborative team of innovative professionals who are driven by our passion for student success.  

Please sign up and join us for New Hire Orientation to learn more.

Before You Start

We understand that the first days, weeks and months of employment are filled with many questions.  To that end, we’re here to provide you with the help and support you need to be successful in your new role.

Expect a call from your manager to:

  • Confirm your start date, arrival time, dress code, etc.
  • Complete key tasks on Workday
  • Sign up for new hire orientation
  • Schedule your fingerprinting
  • Schedule a physical if required
  • Complete I-9 information
  • Complete W-4
  • Complete Direct Deposit Information

Your First Day

Partner with your manager to identify your initial assignments; how your work fits into your department or school's overarching goals; and how you can begin making immediate contributions. Clarify your first week’s schedule, and confirm required and recommended training.



  • Set up your personal workspace.
  • Ask your manager for an overview of the functional area – its’ purpose, organizational structure, and goals.
  • Review your job profile in Workday, outline of duties, and expectations. Ask how your job fits in the department, and how your job and department contribute to the department/school. 
  • Review hours of work. Ask questions about policies and procedures for overtime reporting, and use of vacation or off-track time, sick time, holidays, as well as any flexible work policies or procedures.
  • If you haven't already, submit your completed I-9 documentation to your manager.


  • Be prepared to meet co-workers on the first day.
  • Introduce yourself to others in the workplace.

Ask your manager about:

  • Employee key(s) and building access card.
  • Parking.
  • Department-specific safety and emergency information.
  • Taking a tour of your building.
  • How to get supplies.


  • Ask about your computer and setting up voicemail.
  • If you have trouble with computer access, contact the IT Support Center at 303-387-0001.

CLICK HERE to view the Douglas County School District Leadership Organization Chart


Your First Week

As you settle into your new environment, your comfort level will increase each day as you meet more people, gain familiarity with your new surroundings, and begin your work projects. Debrief with manager after attending initial meetings and trainings.



  • Begin work on first assignment.
  • Complete any outstanding Onboarding tasks in Workday.
  • Ask for additional information about the department/school and organization to increase your understanding of it’s goals and initiatives.
  • Request time to go over the performance review and goal-setting process with your manager.
  • Review the process related to your probationary period.


  • Plan lunch with a co-worker.
  • Check out the THINK newsletter to learn about activities and events that may be of interest to you.

Your First Months

Settling In and Making Meaningful Contributions


As you continue to develop in your new role, learn about the organization, build relationships and ensure you’ve met your deadlines for benefits enrollment. Sign up for required professional development training courses.


  • Schedule regular one-on-one meetings with your manager.
  • Feel free to ask questions about the performance management process and compensation system.
  • Discuss performance and professional development goals.
  • Take on an additional assignment.


  • Continue introducing yourself to those inside and outside your department.
  • Attend DCSD events of interest to you.


  • Sign up for necessary training.  The links to required training are a part of your onboarding tasks in Workday.

In your first three months, you should become fully aware of your role and responsibilities, begin to act independently and produce meaningful work.


  • Continue meeting regularly with your manager.
  • Prepare for an informal three-month performance check-in. Write down any questions or concerns you may have.
  • Develop performance goals and professional development goals.


  • “Shadow” your manager and/or co-workers at meetings to gain exposure to others and learn more about the department/school and organization.
  • Plan lunches with someone you have met from another department or school.


  • Ask your manager if you need to complete additional training.
  • Seek information about continued learning opportunities through the Professional Development Website.

As you gain momentum in your work and take the lead on some initiatives, this is a great time to assess what you have done well and what you could have done differently in your first six months. As your work moves forward, continue to develop relationships with peers as go-to partners.


  • Review progress on performance goals and professional development goals.


  • Plan to attend or be involved in an activity outside of your work area.

Your First Year

From Six to Twelve Months
At this point in time, you should feel fully engaged in your new role. You’re able to utilize your skills and knowledge, make sound decisions, contribute to team goals, and understand how your assignments affect others in the organization. You’ve developed effective working relationships and have a strong understanding of DCSD’s mission and culture.



  • Celebrate the successes of your contributions.
  • Continue to seek regular informal feedback; prepare for formal feedback during the annual review.
  • Are your skills and knowledge being fully utilized and are there ways to better utilize them? What’s working well, what could work better?
  • Do you need additional support or resources?
  • Begin discussing the year ahead.


  • Consider participating on either a committee or cross-functional team.
  • Provide feedback to your manager on ways to improve the environment/culture, or operations within your department/school or with the District overall.


  • Discuss your professional development goals and identify relevant learning opportunities.

Your Benefits


Explore this site to learn more about the complete depth and breadth of  DCSD benefits.  And remember, you must sign up within 31 days of starting your job, so you'll want to get acquainted with your options as soon as possible.  After this 31 day window, you may only elect or change your Benefits during open enrollment or if you have a life status change.  Log into Workday to elect your Benefits.

DCSD also provides a nationally recognized wellness program with programs focused on physical, emotional, social and financial well-being.  Click the link below to learn more about Benefits and Wellness programs DCSD offers.

DCSD Benefits

Human Resources Professional Learning

Professional Training for all Employees

Did you know that there are a number of professional development opportunities available here in DCSD for our employees district-wide? Visit our website for more information on the programs listed below. Click here for a catalog of classes offered throughout the year.

                            Visit the HRPL Website


Leadership Institute

This is a comprehensive professional development program for leaders. The program's focus is leadership knowledge, skills, and development for leaders of all work groups. Learn more

Classified Mentor Program

A mentor supports and helps employees feel they have a point of contact for information and expertise. Mentors assist in the orientation of new employees and provide two-way communication to and from the District for all classified staff. Learn more

Essential Skills

Essential Skills classes are designed to improve the job specific skills of employees. Many of these classes are designed to support the various information systems used by the District. Classes include Infinite Campus modules, Workday trainings, New Employee Information, and Technology Orientation. Learn more

Management Seminar

The definition of seminar is “a meeting in which you receive information on and training in a particular subject.” In the Management Seminar program, classes will be offered on a variety of subjects pertinent to staff members in the district that supervise others. Learn more



Contact Information

Director of Human Resources Professional Learning
Administrative Assistant


Human Resources Professional Learning Coordinator
Human Resources Professional Learning Coordinator
312 Cantril Street
Castle Rock, CO 80104