SPIRIT Hiring and Evaluation v. 2.0

1. SPIRITHiring and Evaluationv. 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

2. 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 13 professional staff 3 GA’s 170 Student Employees Our Programs Fitness Outdoor Program Intramurals Aquatics Rec Clubs Adaptive – (’10-’11)

3. 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 Deep belief in the value of our activities as social change agents Differences 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

4. 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 Here are our assumptions: Great skills are wonderful but…

5. 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

6. What is SPIRIT? Learning Outcome 1 Recite the six values identified in the SPIRIT acronym Skills • Method to hire and evaluate staff • Uses common language that is easy to remember • Consistent process • Value Driven Passion Initiative Reliability Interaction Trainability

7. SPIRITAttributes • 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

8. Learning Outcome 1 Recite the six values identified in the SPIRIT acronym • Skills • Passion • Initiative • Reliability • Interaction • Trainability

9. So, How do you find your team players using SPIRIT? Before we tell you, some basics to review • Who are on your hiring committees? • How do you intentionally get beyond the resume? • Do you interview the same for every position? • Is it fun?

10. Drafting Your TeamTenant 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”

11. 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

12. 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 mini-class, 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

13. 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 Three - Get beyond resumes

14. 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

15. 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 Let’s practice finding SPIRIT Learning Outcome Two Learn three specific techniques for creating fun interview processes

16. 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

17. Interview Evaluations Students/Outsiders Skills still 28% of our rubric Initiative Asking Questions Clarifying Adaptability Following/Provide Directions Teach

18. 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 Learning Outcome Three Demonstrate an understanding of the necessity to create a comprehensive management technique for consistency

19. 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 Be providing similar feedback patterns we can communicate more clear expectations Comprehensive, cont. • Want to provide people clear, concise, consistent way to measure staff involvement • Make sure that people doing evaluation know what they are evaluated on; provide them job descriptions, SPIRIT attributes, and any other relevant material if they need it • 360 degrees – spheres of influence

20. Performance EvaluationStudent Team Members New for v. 2.0

21. Performance Evaluations Professional Staff New for v. 2.0

22. 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?

23. Conclusion Alex Accetta alexa@pdx.edu Todd Baucht bauchtm@pdx.edu www.campusrec.pdx.edu "There's nothing greater in the world than when somebody on the team does something good, and everybody gathers around to pat him on the back." ---Billy Martin