Make the Best Hire through an Effective Coaching Interview Tim Graham, CMAA Tumwater High School...
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Transcript of Make the Best Hire through an Effective Coaching Interview Tim Graham, CMAA Tumwater High School...
Make the Best Hire Make the Best Hire through an Effective through an Effective Coaching InterviewCoaching Interview
Tim Graham, CMAATumwater High SchoolTumwater, Washington
QUICK THOUGHTSQUICK THOUGHTS
Your success as an Athletic Administrator is simply the result of how good you are at hiring and mentoring the people around you.
Finding the right people is one of the biggest challenges in athletics today.
Hiring outstanding coaches has great impact on our students, school and community.
“You win with people” – Woody Hayes
Sampling of What We Look For Sampling of What We Look For When Hiring CoachesWhen Hiring Coaches
Great Teacher High Character Proven Winner Role Model Promotes Academics Promotes Team College Placement for All Players Builds Programs Builds Pride in Program, School & Community Promotes Sportsmanship Supports Other Sports Knowledge of Strength Training & Conditioning Works Well with Athletic Administrator Coachable
Steps to Hiring the Right Steps to Hiring the Right PersonPerson
Job DescriptionJob PostingThe Candidate PoolThe Interview CommitteeThe InterviewReview and Selection
Job DescriptionJob Description
Should Include the following:1. Skills2. Abilities3. Education4. Experience5. Reporting relationship6. Program priorities and expectations7. Responsibilities and duties8. How performance will be measured9. Compliance statement
- Equal Opportunity Employer
Job DescriptionJob Description
An accurate, detailed job description leads to a full understanding of the job requirements, qualifications and expectations.
The stated qualifications will provide the basis for the selection criteria used in the final decision.
Job descriptions will help avoid wasting time describing the position during the interview.
The Job PostingThe Job Posting
Internet Postings – Facebook, Twitter and other Social Media
State Department of EducationState Athletic Association College Placement OfficesReferrals from other professionals –
Principals, Athletic Administrators, CoachesClinics and Coaching AssociationsDirect Mailing of Job Posting & Job Description
The Job PostingThe Job Posting
Sell Your ProgramCandidates are checking up on your program, school district and community.
1. Materials from city, Visitors Bureau and Chamber of Commerce
2. School district information3. Athletic program information4. Website – District, Athletic and Team
The Candidate PoolThe Candidate Pool
Develop a reputation for hiring great coaches, training them and promoting them.
Referrals are the best source◦From current employees◦From other professional contacts◦From friends
Recruit all of the time◦Don’t wait until you have an opening. Know who is
looking for jobs and who the future stars are.
The Candidate PoolThe Candidate Pool
You are identifying most suitable candidates and rejecting unsuitable ones.
Screening conducted by Principal, Athletic Administrator, Human Resources, etc.
Must meet minimum standards set in job description. Talk to as many people as possible on the telephone to briefly
assess qualifications. Look for “red flags” – but don’t jump to conclusions – probe
deeper1. Unexplained gaps in employment – account for all time2. Excessive “job hopping” – want stability3. Is their current position described accurately by title?4. Typos, misspellings and grammatical errors5. Overly ambiguous phrasing (“familiar with”)6. Lack of professional advancement or growth 7. Resume clear concerning education
The InterviewThe Interview
Objectives of a selection interview1. To assess competencies and skills that
fit with the situation and program.2. To assess personal chemistry and
cultural/values fit.3. To identify past behavior as an
indicator of future behavior.4. To predict success in job and district.
The InterviewThe Interview
“Major” sport vs. “Minor” sportMultiple interviews
◦One person◦Committee◦“Hometown” visit
Interview committee and training◦Board members◦Superintendent◦Principal◦Athletic Director◦Coaches◦Parents◦Students◦Community Members / Boosters
The InterviewThe Interview
Things that need to be explored in an interview1. The name of employer, the location and
the dates of employment.2. The job title.3. Starting and final levels of compensation.4. Responsibilities and accountabilities.5. What was going on when you arrived?
What challenges did you face?6. Results, successes and accomplishments.7. Major mistakes: What would you like to
be able to do differently?
The InterviewThe Interview
Things that need to be explored in an interview8. The most enjoyable and rewarding aspects of the
job.9. The least enjoyable and least rewarding aspects.10. Talents you inherited and changes you made.11. Reasons for leaving.12. Supervisor’s name, title and contact information.13. What was it like to work for this person?14. What were his or her major strengths and
shortcomings as a supervisor?15. What would your supervisor say about your strengths, weaknesses and general performance?
The InterviewThe Interview
Things that need to be explored in an interview16. What do you want in your next job?17. What other jobs are you considering and why?18. What is your ideal position?19. Rate this job in terms of your ideal position.20. What are your strengths, assets, and things you
do well and like about yourself?21. What are your shortcomings, weaker
points, and areas for improvement?22. Describe your leadership philosophy.23. How do you think your subordinates view you?24. How might you modify your approach to dealing
with subordinates?
The InterviewThe Interview
Five major mistakes when interviewing job applicants
1. Too Busy.2. “Winging” the interview process.3. Talk too much – 20% is too much.4. First impression – appearance,
credentials.5. Ability to “read” is great, but don’t
seek out subconscious meaning.
The InterviewThe Interview
Do your prep work◦“If I had eight hours to chop down a tree, I’d spend
six hours sharpening my axe” – Abraham LincolnAsk the right questions and vary style
◦Open, closed - factual, hypotheticalPay attentionRephrase questions to get complete answersDon’t rush to judgment – wait until end of
interviewTake notesEnd on a positive note
The InterviewThe Interview
Problems with interviews
1. First impressions2. Stereotyping3. Comfort with similar people4. Situational influences5. Interviewer differences6. Tendency to be unstructured7. Tendency to forget8. Tendency to remember only negatives9. Pressure to hire10. Interviewing order in which applicants appear11. Interviewer’s mood
The InterviewThe Interview
Solutions
1. Attentiveness (privacy, no interruptions).2. Objectivity (suspend judgment).3. Active listening (encourage applicants to
talk).4. Arrange setting to put interviewee at ease.5. Structure the interview.6. Take notes.7. Ask the same questions in the same order.8. NEVER hire after one interview;
ALWAYS get several opinions.
The InterviewThe Interview
Interviewing Strategies◦Don’t talk too much◦Put candidates at ease, be friendly◦Probe for specific, detailed answers◦Ask situational questions◦Concentrate on past successes and skills, not on
experience or education◦Do not respond to negatives – keep an open mind◦Look for strengths – not shortcomings◦Find out why applicants want to DO, not HAVE, the
job◦Don’t clone yourself
The InterviewThe Interview
Competencies to look for in the interview◦ Intelligence◦ Motivation◦ Past performance success◦ Job skills, knowledge, and experience◦ Positive self-image, confidence, and optimism◦ Emotional maturity, realism, and self-control◦ Integrity, honesty, and dependability◦ Energy and personal impact◦ Conscientiousness (work ethic)◦ Flexibility and adaptability◦ Chemistry and cultural fit◦ Action oriented, proactive
The InterviewThe Interview
Competencies to look for in the interview◦ Organization, planning and discipline◦ Teamwork and cooperation◦ Independence◦ Passion◦ Curiosity, need to understand◦ Coachable◦ Communication skills◦ Listening skills◦ Strategic, long-term thinker◦ Team oriented (“we” not “me”)◦ Persuasive◦ Efficient◦ Analytical skills◦ Attention to detail◦ Persistence
The InterviewThe Interview
Other thoughts:◦Prepare an itinerary for multiple interviews in the
same day, tours of facilities, meetings with various groups (boosters, support staff, faculty, students, etc.).
◦Give each candidate ample time to share his or her philosophy of sport and to ask any questions that he or she may have for any of the groups.
◦Reference Check – begin at the interview, do it yourself, ask the right people. Confirm employment history, job titles, responsibilities,
strengths and weaknesses, interpersonal skills, work ethic, ask who else you can talk to about candidate, would you rehire the applicant.
The InterviewThe Interview
Other thoughts:◦Watch your expression – you are evaluating the
candidates words, gestures, hesitations, etc., but you must not show any reaction to those things.
◦Don’t interrupt – listen carefully and don’t break the flow of the applicant’s words and thoughts as long as they are relative.
◦Pay attention – most people tend to let their mind wander while someone talks – sit UP and listen.
◦Be consistent – Ask all candidates the same questions.
◦Control silence – it is okay to let silence build as most candidates will fill the void with a second thought which could prove valuable.
The InterviewThe Interview
Other Thoughts:◦ Use yes and no questions sparingly.◦ Use direct questions that deal with what, where, when ,
how and why.◦ Open-ended questions are useful in finding out how well
applicants organize their thoughts.◦ If using situational questions, make sure the question
doesn’t require knowledge of specific operating procedures that they may not be familiar with.
◦ Avoid “run of the mill” questions as candidate will probably have a stock answer ready.
◦ Avoid leading questions which suggest proper responses.◦ Structure the interview so that you have a measurable
yardstick for comparison.
The InterviewThe Interview
Other Thoughts:
◦ The interview process is pure communication.
◦ 7-38-55 7% from spoken word. 38% from how the message is sent (intonation, inflection, etc.). 55% from the associated facial expressions and body language.
◦ You can glean a ton of information being sent by the interviewee that is beyond the words actually being spoken.
◦ The interviewee gleans the same from you.
Review and SelectionReview and Selection
Go back to the job requirements. Intangibles count.Beware of the “halo effect” – don’t be so impressed
by one aspect that it changes overall perception of candidate.
Don’t let first impressions form biases.Trust your instincts.Track record of accomplishment and growth is a much
better indicator of future success than just experience.
If your candidates are NOT up to your high standards, it is better to re-open the position than accept a candidate with whom you are not completely satisfied.
Review and SelectionReview and Selection
Should you hire internally?
◦ Advantages: Familiar with school district, its function, stakeholders and
culture. Proven track record – no guesses on experience or work ethic. Training time may be minimal due to experience in district. Less complex hiring process. Person is likely dedicated to school district – less likely to leave. Demonstrates districts commitment to employees.
◦ Disadvantages Salary may be out of alignment. More emotionally difficult to turn down someone internal. Familiarity with school district may limit creativity and
innovation.
Review and SelectionReview and Selection
The Ultimate Hiring Rule
◦Everything else being relatively equal, always hire the smartest person. You can teach people almost anything, but you
can’t teach them to be smart. The only thing that can overcome a deficiency in
intelligence is MOTIVATION (but you can’t motivate people, they come motivated, and all you can do is provide an atmosphere that unleashes their desire to succeed, their need for mastery).
THE ENDTHE END
THANK YOU FOR ATTENDING THIS WORKSHOP SESSION.
THIS POWER POINT WILL BE AVAILABLE ON THE NASPE WEBSITE.
CONTACT INFORMATION:
Tim GrahamTumwater High School
700 Israel Road SWTumwater, WA 98501