SPIRIT
Hiring and Evaluation
v. 2.0
“On a good team there are no superstars. There are
great players who show they are great players by being
able to play with others as a team. They have the
ability to be superstars, but if they fit into a good
team, they make sacrifices, they do things necessary
to help the team win.”
– Red Holzman
What we have at Portland State
Campus Rec Programs Run Through Student Affairs
Funded By Student Fees and a Rec Center Fee
Urban with a capital U – located in the heart of Portland, Oregon
28,000 Students
Approximately 1800 residential students
Undergraduate student average age = 25.2
Opened 100,000 sq ft Student Rec Center in January, 2010
Our Staff
Our Programs
13 professional staff
Fitness
Outdoor Program
3 GA’s
Intramurals
Aquatics
170 Student Employees
Rec Clubs
Adaptive – (’10-’11)
Why is this v. 2.0?
Developed concept in 2003
Started with one person using it
Originally used for student hiring only
In response to watching Career Opportunity Center
Differences
Deep belief in the value of our activities as social change agents
Identified weaknesses - acronym has changed a bit
Refined our rubrics
Have 11 staff using it
Professional staff interviews
Evaluations now part of full-circle SPIRIT process
Here are our assumptions:
Great skills are wonderful but…
•
Ultimately our job is to teach
– We can train most students for their positions – that is what we do…
– "Leaders are made, they are not born. They are made by hard effort, which is the price which
all of us must pay to achieve any goal that is worthwhile." Vince Lombardi, Football Coach
•
We believe that skills need to be demonstrated, not told
• Certifications
• Portfolios if requested; other supplementary goods
•
Having an effective team is sometimes more powerful than having great
individuals
•
A strong team is developed through identifying potential employees who
demonstrate values and characteristics we have identified as important
•
It is possible to have fun during an interview
What Do You Look for In Your
Employees?
• Imagine the players from a basketball team…who
do you want to employ?
• The Hot Shooter – Great Skill, Narrow Focus
– But, might want limelight
• All Around Player – Good Skills, Good Focus
– Good. How do we get to great?
• Team Captain – Good Skills, Good Focus, Leadership
– Measured and sought after intangibles
The most Skilled person is not always the best employee for
your team
What is SPIRIT?
Learning Outcome 1
Skills
•
Method to hire and evaluate staff
Recite the six values identified in the SPIRIT acronym
• Passion
Uses common language that is easy to remember
• Consistent process
• Value Initiative
Driven
Reliability
Interaction
Trainability
SPIRIT Attributes
•
•
•
•
•
•
Skills
What do they know? How do they apply knowledge?
Passion
Wanting to be there; lifetime interest; invested in what we do
Initiative
What do they improve? Who is a leader? Who solves the problem?
Reliability
Can you count on them when it gets tough? Will they show up?
Interaction
Team player; getting other people involved; customer service
Trainability
Give Directions; Take Directions; Learn Skills; Self Reflection
Learning Outcome 1
Recite the six values identified in the SPIRIT acronym
1. Skills
2. Passion
3. Initiative
4. Reliability
5. Interaction
6. Trainability
So, How do you find your team
players using SPIRIT?
Before we tell you, some basics to review
1) Who are on your hiring committees?
2) How do you intentionally get beyond the
resume?
3) Do you interview the same for every position?
4) Is it fun?
Drafting Your Team
Tenant One – Engage all-staff levels in hiring
Involve Your Current Employees
• Empowering current employees by giving them
voice in new hires will breed more investment
• Inviting students to participate is a tremendous
leadership opportunity
• Employees often know what is REALLY going on
in the trenches – “I’ll tell you how supposed to
work…they’ll tell you how it really works”
Who is the Hiring Team?
• At Least Three People Involved
One Full Time Leader
One Student Leader
One Entry Level Student
• For Example
Intramurals Staff Interview
• Intramurals Director
• Student Coordinator
• Referee
Drafting Your Team
Tenant Two – Acknowledge some differences
Web-Developers, Accountants, HR Specialists, Graphic Designers,
Lifeguards, Instructors, Pro-staff, etc
• Skills are essential – BUT, these are not separated from the other
attributes we are seeking. We need to have similar expectations
• Try and get demonstrations of skills – telling is not same as
showing
– Portfolios, prior work, writing samples, tests, quizzes, Group X miniclass, Staff Dev. Workshop, Climbing
Front Desk, Building Managers, Room Monitors, Intramural Staff
• Passion, Interaction, Reliability, Initiative, Trainability
– Skills can be taught or learned depending on training ability of
department
» Basketball refs
» Supervisory roles
» Member Services
» Fitness Attendants
Drafting Your Team
Tenant Three - Get beyond resumes
Create Positive, Relaxed Atmosphere
• Relaxed interviews help interviewees give
truthful responses
•
•
•
•
Imagine a basketball game between friends…
Now imagine the Career Opportunity Center
Conversation
“30 Minute Rule”
Drafting Your Team
Tenant Four – Have fun
Have Fun – With a purpose!
– Play Games
– Role Play – “I hate role plays” -TMB
– Real Examples; theoretical answers not always appropriate
Let’s practice finding SPIRIT
Learning Outcome Two
Learn three specific techniques for creating fun interview processes
Sport Games
•
•
•
•
•
Double Table Tennis
Badminton
Billiards
Bowling
Baggo
Trick Games (Can be
utilized in one-on-ones)
• Rubik’s Cube
• Cards
Pointless Games
• Finger Trampoline
• Shooting Toucans
Hiring Evaluation Tools
New Student Employee Hiring
Important to utilize a tool that all participants can
use
• Want to provide people clear, concise, and
consistent way to measure potential staff
engagement
• Make sure that people doing evaluation know
what you are seeking; provide them job
descriptions and any other relevant material if
they need it
• Pre-interview meeting
Interview Evaluations
Students/Outsiders
Skills still
28% of our
rubric
Initiative
Asking Questions
Clarifying
Adaptability
Following/Provide
Directions
Teach
Comprehensive
Learning Outcome Three
Demonstrate an understanding of the necessity to create a
comprehensive management technique for consistency
• Need to use language that is consistent and
easy for people to use; apples and apples
• By linking evaluations to hiring we are able to
be clear and articulate about what we value
• Provide similar feedback patterns we can
communicate clear expectations
Comprehensive, cont.
• Want
provide
peoplethat
clear,
• Need
totouse
language
is concise,
consistent and
consistent way to measure staff involvement
easy for people to use; apples and apples
• Make
sure
that people to
doing
evaluation
• By
linking
evaluations
hiring
we areknow
able to
they
are
evaluated
on; provide
them
job
be what
clear
and
articulate
about
what
we
value
descriptions, SPIRIT attributes, and any other
material
if feedback
they need itpatterns we can
• Be relevant
providing
similar
communicate more clear expectations
• 360 degrees – spheres of influence
Performance Evaluation
Student Team Members
Employee Evaluation Form
New for
You are being asked to review ________________________ in the position of ___________________________.
As part of your responsibility, you are asked to review your employees on their performance working for Campus Recreation.
The performance criteria for this position are based on our SPIRIT program - Skills, Passion, Interaction, Reliability,
Interaction, and Trainability. Please fill out both sides. Your honesty is appreciated. If you have any questions, please feel
free to talk to your direct supervisor about filling out this form.
Skills: Mastery of position responsibilities and Department protocol and procedures
1
v. 2.0
2
3
4
5
N/A
Score (x2)______
1 - Doesn't seem to know the requisite skill for the position.
3 – Understands basic practices and policies. Sometimes forgets minor details. Could use some improvement in knowledge of job.
5 - Knows all procedures and performs work accurately, takes pride in quality/quantity of work performed, does not need to ask for
help.
Passion: Enthusiasm for position, department, and wellness
1
2
3
4
5
N/A
Score _______
1 – Shows no or little interest in mission of Campus Recreation.
3 – Understands mission of Campus Recreation, gets involved in some activities.
5 – Embodies mission of Campus Recreation, participates in events, sets standard for being involved in programs and services,
supports what we do as an area.
Initiative: Ability to take charge of situations and direct change appropriately
1
2
3
4
5
N/A
Score _______
1 - Doesn't cooperate with co-workers in getting jobs done, tries to get out of doing the work.
3 - Does things when asked, is responsible for his/her own work.
5 - Self-starter, positive, reacts to difficult situations with spontaneity, takes pride in work.
Reliability: Accountable for work schedule and effectively completing tasks
1
2
3
4
5
N/A
Score _______
N/A
Score _______
1 – Repeated no-show shifts, doesn’t effectively complete tasks.
3 – Late once or twice, overall feel you can count on them.
5 - No missed shifts, consistently on time, shows willingness to sub for others.
Interaction: Works well with others and engages customers
1
2
3
4
5
1 - Does not interact with patrons or co-workers, spends a lot of time on homework, rarely helps when there is a need to interact
with customers.
3 - Interacts with patrons on a regular basis, helps customer with problem, gets along with co-workers, demonstrates some interest in
well-being of customer.
5 - Friendly and courteous with patrons, greets patrons, deals well with difficult situations, interacts great with customers and coworkers, clearly invested in making this place a great place to be.
Trainability: Willingness to be active in the learning opportunities presented
1
2
3
4
5
N/A
Score _______
1 – Does not make an effort to learn new skills or implement new policies.
3 – Understands new policies, does not always enforce policies, and attends staff meetings.
5 – Implements new policies, acquires helpful new skills, learns new practices, and strives to grow through constructive feedback.
Total Score _________
Performance Evaluations
Professional Staff
New for
v. 2.0
Things we are pondering
•Are we too homogeneous?
•What happened when we did not do it
•Are we judging compassion?
•Does our own staff understand the value of
this tool?
Conclusion
"There's nothing
in the world
Alexgreater
Accetta
than when somebody on the team
alexa@pdx.edu
does something
good, and
everybody gathers around to pat
Todd
Baucht
him on the
back."
---Billy Martin
bauchtm@pdx.edu
www.campusrec.pdx.edu