We came across an informative article written by Dr. David O’Brien, Director of the Sports Management Program at Drexel University (Also a former athletic director at Long Beach State University, Temple and Northeastern University). Dr. O’Brien provides various steps Athletic Directors should use when evaluating Coach and Administrative position candidates.

Pay close attention to the Reference Checks and Screening Applicants sections. These sections repeat ideas that were recently provided by the TSR writing staff. Enjoy the article.

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Planning Effectively for the Hiring Process

By David O’Brien Wed, Jun 01, 2011

As we are all aware the hiring season for coaches and administrators is upon us. The past few months have produced a considerable flurry of job openings, interviews and hiring decisions. Going into this period with a firm understanding of the hiring process is very important.

The hiring process involves many different steps, which should be fully coordinated. Listed below are the various steps in the search and hiring process with some advice to help ensure a successful outcome and a legally defensible process:

Identifying Job Duties and Responsibilities

The first place to start is to clearly define the duties of the position. The best way to do this is to identify the critical responsibilities of the position, which forces you to analyze and prioritize expectations. Try to limit this category to no more than five duties. Of course, most positions will have many more responsibilities, but they can be listed as secondary duties. Doing it this way allows you to stay focused on getting the right match of skills to ensure the critical tasks are met.

Establishing Required Training and Experiencing

Following the identification of critical duties it is important to identify the type of background required for success. What are the specific skills, knowledge and abilities required for success in this position? What are skills or background that may be preferred, but not essential? Is it permissible to substitute experience for training? Are you willing to allow candidates from atypical backgrounds to be considered if there is evidence that they can meet the job duties outlined above? Resolving these questions early allows you to make informed decisions about recruitment strategies.

Selecting Recruitment Methods

The key element in all successful searches is a broad and expansive recruitment and advertising effort. Having already identified what you are looking for in a candidate you can select recruitment strategies that are specific and targeted to that audience while still including other strategies to ensure an expansive search. Types of recruiting strategies include internal announcements, outside advertisements, direct sourcing, soliciting recommendations and nominations, and retaining search firms. The more effort you make in ensuring an expansive search effort the less likely the search will be challenged.

Screening Applicants

The first task in the screening process is to eliminate candidates who do not meet the minimally required credentials. Sorting these applicants very quickly will allow you to spend your time more productively in reviewing resumes. The best approach is to rely on the training and experience requirements you have outlined for the job as your review criteria. By referencing and applying these requirements you ensure that the search is being conducted fairly and legally. A simple scoring system that ranks the candidates can be an effective way to review the applicants and to demonstrate a fair review process.

Effectively Reading Resumes

Reading a resume quickly and effectively is an acquired skill, but there are some tips to keep in mind. Be on the lookout not only for the right training and experience, but also for a pattern of achievement. Assess the career trajectory of the candidate along with job stability. Look for someone whose career choices demonstrate a willingness to work hard and can show substantive accomplishments. Pay particular attention to gaps in employment or career stumbles. Further explanation of these circumstances may be required.

Interviewing Candidates

An effective job interview should be a discussion rather than simply a firing line of previously drafted questions. There is nothing more disappointing than a ten-person search committee each asking one question without allowing for creative follow-up questions or discussion. Nothing is learned in that environment. At the same time it is important that each candidate has the opportunity to address the same categories of questions. This can be accomplished without taking the life and spontaneity out of an interview setting.

Interview questions should focus on education, knowledge, experience, skills and accomplishments. In particular the interviewer should try to ascertain a candidate’s ability to learn, initiative, creativity, flexibility, organizational ability, problem solving skills, work standards and commitment to detail.

Interview questions should never focus on race, religion, sex, national origin, height, weight, marital status, children, age, economic status, medical condition or disabilities.

Reference Checks

Once the interview process is completed the search usually narrows to a small handful of candidates. These candidates are sometimes difficult to separate based on their credentials and their interviews. The only way to separate the candidates is to conduct a thorough background check. As a courtesy to the candidates and to protect you, let them know that you would like their written permission to check on their background. By speaking to not only their listed references, but also other individuals that you may be familiar with who can help you assess their candidacy, you will learn a lot about the candidates. Satisfactory references are crucial for candidates to advance in the job search.

Selection

With a well-run search the final choice among outstanding candidates will be very difficult. It is always important to be able to objectively cite why a particular candidate was selected, but subjective influences are permissible as well. The real test is to be able to articulate why one candidate was selected over another one even if that explanation combines both objective and subjective reasons.

EXTRA: Parker Executive Search, an executive recruiting service (Assists many universities seeking new head coaches) provides information as to the search process used when evaluating candidates.

“We no longer think these documents are relevant when evaluating candidates. It is as obsolete as the Objective Statement”

- TSR Writing Staff

The normal tactic used when producing a Resume/CV is to include the words REFERENCES AVAILABLE UPON REQUEST at the bottom of document. If requested, these references are nothing more than letters gratifying the personality and mannerism of the candidate. This is not the most critical information an employer would need when evaluating a candidate.

The TSR staff believes that Letters of Recommendation and references are no longer an important part of the recruitment process. They are nothing more than artificial enhancements of a person’s character. A candidate would never submit nor contact a person they feel would present any negative tendencies, characteristics, or behaviors to a potential employer. 

Second, Letters… from political officials or other popular figures replicate the content as those written from others. The name on the signature line is the only difference between their letter and those written by others. Candidates are sometimes under the assumption that being affiliated with someone ”popular” somehow enhances their chances of securing employment. (IMP:  Useful when Networking only)

Any employer who excites easily by the author of a Letter of …. should be removed from his/her position. The most appropriate method to evaluate a candidate is to contact his immediate and previous supervisor or manager. Both would have the most current interactions with the candidate, providing the most relevant evaluation of the candidates’ tendencies and proficiencies.

The TSR staff wants to reiterate the importance and purpose of the KEYWORDS Box. This feature is here to ensure candidates are aware of the most relevant “industry” terms related to a specific job description. Potential employers look for certain words and terms on the Resume/CV as a measurement of the candidates knowledge of and awareness of the responsibilities associated with the position.

If there is no obvious connection between the candidate and the job description and responsibilities, one should not attempt to create a nexus by randomly listing relevant keywords throughout the Resume/CV. Such behavior is unethical and dishonest. Also, this behavior which displays a lack of knowledge will be exposed either during the interview or later as an employee.

The TSR staff wants to instill integrity in each candidate or web visitor using our services.  When preparing a Resume/CV or Cover Letter, we can only match keywords with what lies in the candidates previous work and educational experiences. Our mission is to develop (if possible) a relationship between the candidate, the job requirements, and the potential employer. If such a relationship cannot be created, TSR will not attempt to fabricate one.

We remind you that a lack certain background experiences does not disqualify a candidacy. Having a specific educational discipline will many times compensate for a lack of experience.