Hungry Smart Humble 3 Key Elements to Finding

Hungry, Smart, Humble 3 Key Elements to Finding the Best Fits for Your Team, a Different Way To Interview

Previous Selection Criteria • • Skills to competently perform the job functions Attention to Details Higher Education Experience Go-getters, ambitious (bubbly personalities) Employment History Previous salaries Can you multi-task?

The “Aha” Moment • Registrar’s Office interview process changed drastically in 2016 when two key players (Registrar and Associate Registrar) joined a book club and read The Ideal Team Player • Self-evaluation • We identified with the characters in the book • Reflection of the past: • What pain points did have over and over again? • Why did we select those staff, what drew us to them? • Bad choices lead to current employee hurt/damage/ – hard to regain trust with employees therefore hard to repair damages.

The Interview Transformation • HUNGRY • SMART (this is not IQ!) • HUMBLE

Humble • Humble people: • Great team players lack excessive ego or concerns about status • Humility is the single greatest and most indispensable attribute of being a team player

Identifying Humble People Key words, phrases, and cues during an interview which might indicate lack of HUMILITY. Ø Use of “I” … instead “We” Ø Heavy focus on skillset instead of character Ø Unable to share a true personal unflattering story Ø Unable to state what their fault was in a past experience Ø Stating weaknesses as strengths Ø Struggles to identify a person (other than family) who made a profound impact in their life

Hungry • Hungry people: • Are always looking for more • Constantly think about the next step and the next opportunity • Have a manageable and sustainable commitment to doing a job well and going above and beyond when it is truly required

Identifying Hungry People Ask questions which will prompt your candidate to clearly reveal signs of hunger for growth and/or knowledge. Ø Work ethic is generally established early in life … ask questions that lead to conversations that identify a time when there may have been difficulty in learning, hardship in achievement, or sacrificing of self in order to reach a desired goal. Ø Candidates who focus on expected work hours may reveal a team player who will not be committed. One who will work the 8 – 5 with no intention of ever giving more for the good of the team.

Smart people: • Possess a common sense about other people • Tend to know what is happening in a group situation and how to deal with others in the most effective way • Ask good questions, listen to what others are saying, and stay engaged in conversations intently

Identifying Smart People Smart people know themselves and find it interesting to talk about their behavioral strengths and weaknesses. Ø Probe to see what they do that annoys others and then expect these same behaviors in your work environment. Ø Asking probing questions about what annoys them and discern how they handle those annoyances. Is there self-awareness and self-control in knowing how to handle them? Ø Interview in a non traditional way to see the person in a setting that would not be expected in an interview process.

The Model Hungry r ian tic Po li ul r ke ac Sl illf e bl va Lo The Ideal Team Player Sk Humble Bu n lld w Pa Accidental Mess Maker oz e Charmer Smart

The Ideal Team Player

Things to Consider as you Develop an Interview Process that looks for Humble, Hungry and Smart Candidates • Stop being generic • Debrief Each Interview as a Team • Consider Group Interviews • Make Interviews Non-traditional • Ask Questions more than once • Ask Candidates to Do Some Real Work • Don’t Ignore Hunches • Scare People with Sincerity

Candidate Reference Checks • Put the Reference Provider at Ease • Explain that the purpose of your call is not simply to ask if the candidate was a good employee, but rather whether he/she would thrive in your environment • Describe the culture of your team to the reference provider and ask if they believe this would be a match. • Spend your time asking about specific behaviors and about how the candidate compared to other people the reference has managed or worked with • Any areas of doubt that you had during the interview, focus on these with the reference • Pay attention to references who don’t respond, this could indicate they aren’t enthusiastic about the candidate • Ask reference what others would say about the candidate

Assessing Current Employees

Manager Assessment • There are 3 outcomes of this evaluation: • Confirming that the employee is an ideal team player • Helping the employee improve and become one • Deciding to move the employee out

Employee Self Assessment • Allows employees to take ownership for their areas of development. There is a brief questionnaire in the book. • Allowing Self Assessment will minimizes the possibility of defensiveness and denial

Developing Employees Who Are Lacking in One or More of the Virtues • What is the key to making development work? And what do you do when it doesn’t? ü Remind the employee if he/she is not yet doing what is needed ü When you step up to this challenge/commitment of reminding the employee one of two things will almost always happen ü The Employee settles into the reminding with no intent of changing or leaving. ü The manager has to own this responsibility of reminding the employee constantly or no improvement will be seen

Embedding the Model Into an Organizations Culture • Be Explicit and Bold • Catch and Revere • Detect and Address

Credits

Teresa Ringo Associate VP for Enrollment Management and University Registrar tringo@shsu. edu Maria Busby Associate Registrar mariabusby@shsu. edu Questions?