Entrepreneurial Hiring: It’s not the son of your Chairman
                     Entrepreneurial Hiring: 
It’s not the son of your 
Chairman
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Global and Media Company
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Skills and Prospective 
 The critical Renaissance, Entrepreneur skills necessary to thrive as an admissions 
professional does not only apply to the Director but ideally to his or her staff as 
well.
 I have always felt that through our formative years we have been born with and 
developed certain talents and as well as certain skills. Essentially, at a certain age 
we have a core package of skills and talents that we present to prospective 
employers. Things like a positive attitude, a kind nature or being a clear 
communicator.
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Skills and Prospective 
 Clearly, many admissions skills are not held by potential candidates for the simple 
reason there is virtually nowhere that one can get a degree in Enrollment 
Management.
 Rather, it usually comes from on-the-job training. Assuming this, there are some 
core skills and talents that will not only allow your potential employee to succeed 
and hopefully thrive in admissions individually but become a crucial component to 
the success of your office.
 Moving forward, you can no longer be satisfied with the limited talents required by 
the admission office needs and structure of the past.
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Skills and Prospective 
 In the past and unfortunately still today, many young people come to admissions almost 
by default. For example, a school may have a need for a part time coach but the person 
needs full time work. 
 Consequently, the Head of School may come to you and say… “I have got this great 
guy, wonderful personality and I know that he would be great for admissions…” or the 
head or a trustee sends you the son of a wealthy donor who just graduated from college 
and needs a job, since his English Literature degree just isn’t opening many doors. 
 Consequently, and they want him to start in admissions, since the English department 
chair is not about take a chance on this rookie…but somehow admissions should.
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Skills and Prospective 
 Lastly, how about the woman who is an alum and just loves the school and wants to 
tell all the prospective parents and students about the school.
 Unfortunately, these alums present a particular challenge as they may love the school 
and teachers deeply, but are many times used to being catered to by faculty as a 
student, and not experienced being in the role of employee and no longer afforded 
special perks that they came to expect as a student.
 I had an experience with one young woman who liked to sleep in and figured it was 
OK just as long as she got her work done at 10 PM…clearly, she was not a fit and 
didn’t last.
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Skills and Prospective 
 Unfortunately, the above personas have been standard paths for admissions employees. Commit 
yourself, as the Director, to develop an awareness for the skills and talents you need for the 
entrepreneurial admission office staff, but also the type of person that would fit needs and 
culture of your office. 
 As a starting point your own faculty is a great place to look as the have an insight into the 
school, as well as someone you can perhaps groom for a future date. It is effective that you let it 
be known that you would like to speak to anyone who is interested in learning more about the 
profession. 
 Keep your eyes open for the teacher who, when you ask for help giving information about 
events at school to promote the school through social media, this teacher responds quickly and 
seems to want more responsibilities outside of her subject matter. You also get a chance to see 
their other attributes.
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Skills and Prospective 
 Additionally, be aware of people you interact in your personal life who might 
present themselves as a potential fit…Also, remember that just because someone 
has come from another admission office, does not mean that they have what you are 
looking for.
 Grooming someone with raw but great potential and willingness to learn quickly 
may be the way to go.
 Regardless of where you ultimately find your next staff person, I feel that the 
following skills and talents are important to have. Clearly, a love of education and 
its benefits to the future life success of students is paramount.
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Skills and Prospective 
 Furthermore, an upbeat person that hits the office with a smile on their face and an 
excitement for accomplishing goals for the day is also important. When promoting 
the school with enthusiasm, is a talent that can never be underestimated.
 Obviously the desire to truly help people and get satisfaction from the end results of 
matriculation is a trait that quickly builds trust and engagement by potential families. 
Additionally, the ability to communicate clearly on paper and face to face, and have 
a basic understanding of the social graces is also a must.
 Furthermore, you must remember that past behavior is the greatest predictor of future 
behavior. Therefore, it is crucial to review and study their past jobs and social or 
athletic involvement. 
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Skills and Prospective 
 For example, if someone was the captain of the soccer team and a member of the 
debate team, they are probably an articulate leader. As far as athletics go, you are also 
looking for a person who is motivated and organized to achieve goals in their own 
life through their association with a team. It is particularly helpful, if they can 
articulate their professional goals.
 For them to have the desire to make more money by achieving results is not a bad 
thing either, as I advocate the discussion of commission and bonuses as part of the 
admission professional’s compensation.
 The persona that I am describing you are probably thinking would be a tough 
combination for talents and skills to find in someone under 25 if not 30… and you 
would be right.
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Skills and Prospective 
 So, if you don’t feel you have the time to intensely mentor a younger person, then 
my advice is to look for someone with proven life and personal skills and truly 
wants to grow in this highly competitive and fulfilling profession. 
 Ultimately, no longer can the personas of the potential admission professionals 
merely be the alum with the great personality, or the son of the trustee, but rather 
they must possess a much wider core of personal and professional attributes, and 
a willingness to learn the additional knowledge necessary to become a true 
admission professional.
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References:
 https://www.dartmouthassociates.com/entrepreneurial-hiring/
Thank You