General Staffing Considerations

The coaching and administration staff is the foundation of your club. Their actions largely determine the experience of your skiers and riders and their decision to return. Staff members are also one of your most valuable sources of feedback and “keeping the pulse” on your program. Hire them carefully and treat them well!

Great skiing and riding skills alone do not make great coaches. Coaching involves teaching and leadership skills, professionalism and the desire to work on a team. These are some qualities of a great staff:

• Enthusiastic

• Team players

• Available to parents

• Well-trained

• Safety-conscious

• Integrity

• Committed to goals

• A positive influence and role model for children

• Reliable

• Motivated

• Good communicators

• Professional

   

  Hiring Practices and Considerations

   

  Remember that your staff is your most important and visible resource. Take the time to invest in your club’s future – hire the best, train to your expectations and evaluate in order to stimulate better performance.

   

  When writing a job description, list the expectations and essential skills for the position. Keep it simple yet comprehensive (see position description guide above) – details can be discussed in the interview. Written application questions can include information about the applicant’s skiing/snowboarding coaching and education background, employment history, legal right to work in the United States, coaching philosophy and any other topics relevant to the program. The director should request a resume and at least two non-familial references.

   

  Interview questions: Directors should create a list of standard interview questions to discuss in person after the applicant has completed a written application. Recommended topics include:

• Why the applicant is interested in the position and what he/she feels he/she can contribute to the organization.

• Perceived strengths and skills most in need of development.

• Certifications – coaches and officials should be certified and current with the USSA, including background screening.

• Educational background – degrees, coursework, institutions and other honors.

• Coaching background – years coaching, training or seminars attended, certifications obtained, achievement records of athletes.

• Employment history

• Attitudes toward children and coaching.

• Ability to work with others – children, parents, other coaches.

• Professional attitudes

• Communication skills

• Leadership skills

   

  Though there are no magical interview questions to predict a coach’s performance in your organization, behavioral interview questions can give you a strong idea of past performance and problem solving skills. Behavioral interview questions are scenario questions that ask about past or hypothetical actions in scenarios they may face on the job. This will also help avoid candidates simply telling you what you want to hear. Vary the scenarios from easy to extremely difficult to get a good feel for how the candidate would truly perform in real situations. Getting written answers to these types of scenarios may be another effective way to analyze a candidates true potential.

   

  The big picture: Be sure you assess a candidates understanding of and relative fit with the organization and mission as a whole. Candidates that are too focused on just their job/position without a good understanding of all the other organizational elements may be cause for concern.

   

  The perfect candidate: Be wary of the candidate who says they can do it all. Remember that the most important in part of a successful hire is building your team. Candidates that are candid about their strengths and weaknesses may be better candidates than ones who claim to have no weaknesses.

   

  Attitude and enthusiasm: When evaluating applicants, a good rule of thumb is to hire for attitude and train for skills. Good coaching is much more than just credentials. Someone may look good on paper but not be a good fit for your club. As a club leader, you can train teaching skills and technique, but you cannot as easily train personality and attitude. Ask if this person will bring new skills to enhance the organization. Is he/she qualified for the position and will he/she fit in with staff and club members? Does this person have a history of teamwork? Does he/she demonstrate understanding and alignment with our values and goals?

   

  Background screening: USSA recommends that all staff and volunteer members of a club be background screened. All USSA coach and official members must be screened as a requirement of membership. In keeping with the standards of many youth sports organizations, schools and recreational programs in America today, the USSA has implemented a strict policy on abuse, molestation and sexual harassment. To support this policy, the USSA has implemented a background screening process to help ensure that the environment in its athletic programs at every level is as safe as possible.

   

  The process screens for past convictions for sexually related and violent crime, as well as DUI or other drug offenses. Once screening is complete and the USSA receives a green light from our screening partner, memberships will be finalized and a USSA membership card will be activated.

   

  Other Considerations for Staffing

   

  Establish the professional culture: Trust and strong working relationships among the staff and between the director and staff are essential. Your staff needs to feel valued and part of the club. Your leadership sets the tone and it is up to the director to sustain a culture based on integrity, strong communication and mutual respect. This is where leading by example and being straightforward about your expectations will go far.

  Upholding your policies and stepping in quickly and professionally in the case of breaches is an important aspect of maintaining trust and respect as a leader.

   

  Uniforms: All staff members should be required to wear an identifiable uniform with your club’s name or logo, so that participants can identify whom to look for when there are questions. The USSA suggests that for non- nordic sports, all staff members, coaches and participants wear a properly fitting helmet whenever on the hill.

   

  Use Variety: Just as you would expect your coaches to do in their group, consider your team’s varied learning styles: visual, auditory and kinesthetic. Invite a guest speaker, read through handbooks, and do mock training on the mountain or practice lesson planning in small groups. Keep in mind that the skill learning that has the most impact involves doing. Allow your team to role play and problem solve rather than just listen, this will create meaningful exchanges between more experienced and less experiences coaches as well as building ownership throughout your staff.

   

  Involve Your Team: If you have coaches who are great with adults or especially talented at leading sessions, give them a chance to share their knowledge. As a club leader, it is important to remember that you are just one member of a highly skilled group. Encouraging your staff to work together can create unity within your club.

   

  Formal Mentoring: More advanced clubs will establish formal mentoring and observation programs among staff.

   

  Involve the Athletes: Involve the athletes to better understand what learning styles they represent and which teaching styles are most effective, according to them. Remember the old adage that we can learn as much from our children or athletes as we can teach. Getting input directly from your athletes regarding coaching and learning styles can be very eye opening and helpful.

   

  Stimulating innovation: Staff members do not need to be involved in every decision but brainstorming improvements or getting their input on policy decisions can supply you with great ideas and generate win-win solutions. Input increases the staff’s commitment and loyalty and helps you keep abreast of the issues at hand.

   

  Tips for maintaining a positive and productive working environment

• High expectations plus support and mentorship equals enabling people to develop to their full potential.

• Make your goals and expectations clear.

• Consistently recognize improvement and strong performance.

• Have a coach liaison on the board of directors of the club.

• Be in charge, not a friend.

• Lead with compassion and help people develop.

• Self-awareness – which leadership skills can you still develop?

• Seek input in formal evaluations and informal discussions at meetings.

• Follow through.

For assistance contact: education@ussa.org