SportsTurf provides current, practical and technical content on issues relevant to sports turf managers, including facilities managers. Most readers are athletic field managers from the professional level through parks and recreation, universities.
Issue link: https://read.dmtmag.com/i/266752
24 SportsTurf | March 2014 www.sportsturfonline.com T he process for hiring a new employee can be difficult and time consum- ing, usually takes a lot of preparation and work, and depending on the position it can have major ramifications for your staff. Hav- ing a plan and outlining the steps will go a long way to- ward being successful. I have outlined some steps that will hopefully cause you to think about the hiring process a lit- tle differently and provide assistance. DETERMINE WHAT YOU NEED What are your strengths? How do you spend your time? What are your weaknesses? Try not to duplicate your weak- nesses in a new hire. Hire someone that is strong in areas that you are weak. Hire capabil- ities, not credentials or qualifi- cations. "This guy must be good; he worked at major league ball club and has a mas- ter's degree from Penn State." Should you use a job de- scription as part of the hiring process? You are hiring a 3D person, so be careful about using a 2D resource. How im- portant are the qualifications? How do qualifications, certifi- cations, prior education, etc. fit into the role you are looking for the hire to fulfill? How important is the attitude? Maybe the key is, "It's not what you know, but what you are willing to learn." Be very clear about your expectations. What role are you look- ing for this person to have on a day-to-day basis? Is hiring Superman really possible? Move from the conceptual to re- ality. Are you looking for the right person, or a resume? How do character, personality, prior education, etc., rank in importance in a new hire? What do you think the future goals should be of the person you are looking for? Is this a long-term position, transitional or career-building? Make a list of the capabilities you are looking for. Things like qualifications, certifications, prior experience, attitude, commun- ication skills and teachability might be some areas to look at. Prioritize those capabilities. DETERMINE HOW TO INTERVIEW Select the interviewer(s): In addition to the immediate supervisor, there may be individuals with whom the candi- date will interact who should also be part of the interview and selection process. Identify selection criteria: The interviewer(s) should re- view the responsibilities of the position and reach agree- ment on what education and experience requirements are necessary, as well as the required behavioral qualifications (e.g., communication skills, teamwork, customer service). Review cover letters/resumes/applications: Using the se- lection criteria, the interviewer(s) should carefully review the application materials to determine which candidates should be interviewed. Develop appropriate questions: The interviewer(s) should develop job-related questions that will be asked of all applicants to probe their education, level of related experi- ence, and other attributes required for the position. One great strategy is to look at other companies that have top performers and learn what makes them top performers. We network with our peers about other practices, why not hir- ing? What are the key factors you are trying to discover? Se- lect and prioritize the key things you are looking for in a new hire. What are the key factors you need to disclose? What are the key things about your organization and you that you need to disclose to endure a good fit? ASKING THE RIGHT QUESTION Here are some good general questions: • What do you expect from a manager? What can a manager do to help you stay motivated? • Tell me about a situation where you were able to have a positive influence on the actions of another person? What did you do? • How do you motivate yourself to do something you don't find enjoyable or really don't want to do? • What do you do when you make a mistake? How do you handle it? HIRING THE RIGHT PERSON Facility & Operations | By Bill Griffith Bill Griffith, Walla Walla CC, Walla Walla, WA