SPIRITSPIRIT 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

Our Staff

13 professional staff

3 GA’s

170 Student Employees

Campus Rec Programs Run Through Student Affairs

Funded By Student Fees and a Rec Center Fee

What we have at Portland State

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, 2010Our Programs

Fitness Outdoor Program

Intramurals Aquatics

Rec Clubs Adaptive – (’10-’11)

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

Why is this v. 2.0?

Here are our assumptions:

• 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

Great skills are wonderful but…

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

Trainability

Initiative

Interaction

Reliability

Passion

Skills• Method to hire and evaluate staff

• Uses common language that is easy to remember

• Consistent process

• Value Driven

What is SPIRIT?Learning Outcome 1

Recite the six values identified in the SPIRIT acronym

• Skills What do they know? How do they apply knowledge?

• PassionWanting to be there; lifetime interest; invested in what we do

• InitiativeWhat 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

SPIRITSPIRIT Attributes

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 TeamTenant One – Engage all-staff levels in

hiringInvolve 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 LeaderOne Student LeaderOne Entry Level Student

• For Example

Intramurals Staff Interview• Intramurals Director• Student Coordinator• Referee

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

Drafting Your Team Tenant Two – Acknowledge some differences

Drafting Your Team Tenant Three - Get beyond

resumesCreate 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

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

Learning Outcome Two

Learn three specific techniques for creating fun interview processes

Hiring Evaluation ToolsNew Student Employee HiringImportant 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

• 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

Learning Outcome Three

Demonstrate an understanding of the necessity to create a comprehensive management technique for consistency

Comprehensive, cont.

• 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

• 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

Performance EvaluationStudent Team Members

Employee Evaluation Form

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 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 _______

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 N/ A Score _______

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 co-workers, 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 _________

New for

v. 2.0

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 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

Alex Accetta

alexa@pdx.edu

Todd Baucht

bauchtm@pdx.edu

www.campusrec.pdx.edu