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 Registrars 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.
Use of I instead We Heavy focus on skillset instead of character Unable to share a true personal unflattering story Unable to state what their fault was in a past experience Stating weaknesses as strengths 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. 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. 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 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. Probe to see what they do that annoys others and then expect these same behaviors in your work environment. 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? Interview in a non traditional way to see the person in a setting that would not be expected in an interview process. The Model n Hungry Sl
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e bl va Lo The Ideal Team Player
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Sk ill Humbl e Bu lld 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 Dont 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 dont respond, this could indicate they arent 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 doesnt? Remind the employee if he/she is not yet doing what is needed When you step up to this challenge/commitment of reminding the employee one of two things will almost always happen The Employee settles into the reminding with no intent of changing or leaving. 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
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