Objectives
To better understand the chapter’s performance/approach to recruitment efforts.
To aid advisors in isolating concerns/obstacles chapters face in recruitment processes.
To empower alumni members and promote skills to the chapter in recruitment efforts.
To establish a structure of communication and transparency between the recruitment chair and the advisor.
Abstract
The purpose of this resource is to aid advisors in inquiring, coordinating, and reflecting on a chapter’s recruitment processes. This resource consists of an inquiry guide, a breakdown to isolate and address recruitment concerns of the chapter, a recruitment data checklist, an overview of our values-based-selection criteria, and best practices for advisors. As an advisor of your chapter, this guide is meant to serve as a starting point to assist chapters in their efforts and is by no means comprehensive of all tactics and strategies provided by the Executive Offices. If you would like to pursue further resource options or analyze means of further aiding your chapter in strategy and recruitment operations, please contact the Executive Offices.
Chapter Recruitment Inquiry Guide
Addressing Concerns Guide
1. IFC Rush has been slow. |
a. How many names have come from IFC interest list? b. What methods/pipelines are we using outside of IFC interest lists? c. How can we use other campus organizations to help recruitment pipelines? d. Is the chapter conducting events visibly on campus?
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2. Most guys don’t have the time/money. |
a. Has the chapter broken down the cost in a way that new members understand? b. Is the chapter articulating the benefits well? c. Are there opportunities available to lower cost/ payment plans? d. How are members articulating the time management? e. Are members involved in multiple aspects of student life?
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3. Greek Life has a poor reputation on campus. |
a. What impacted the view of Greek Life? How can it be countered? b. How does our chapter differ in experience from other chapters on campus? c. How does our public relations campaign demonstrate the full picture of the chapter experience? d. What activities and relationships help demonstrate the non-stereotype of Greek Life?
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4. We can’t compete with the bigger fraternities. |
a. What do bigger fraternities offer that our chapter does not? b. What does our chapter offer that bigger fraternities do not? c. How can we strengthen our articulation to compete in chapter experiences? d. How are we developing authentic relationships with PNM’s?
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5. We are focusing on quality, not quantity this semester. |
a. How does the chapter measure quality? Does it utilize STARS in making decisions? d. Does the chapter understand how a funnel system uses quantity to drive quality? |
7. Our members aren’t social enough with PNM’s. |
a. How can members help build each other's confidence? c. Is the event space somewhere our members feel comfortable and can thrive at?
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9. We are struggling to get members to participate in recruitment events. |
a. How does the chapter balance incentives and disincentives for recruitment? b. Do members understand the purpose/need for recruitment?
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10. We are struggling to keep PNM’s in the door/ have return attendance at next event. |
a. How are members acting and interacting at events? c. Are members building genuine relationships or are they lecturing PNM’s?
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Critical Data Point Guide
Quantitative Data Points: | Purpose: | Timeframe |
Current Chapter Size | To understand the current budget, manpower, culture and competitiveness of the chapter. | Beginning and end of every semester. |
# Graduated Previous Semester | To understand the budget changes, and the minimum goal to grow the chapter size. | Semesterly. |
# Graduating Upcoming Semester | To understand the context of the chapter after recruitment processes end and plan long term sustainability. | Semesterly. |
# of PNM’s on list | To understand outreach, opportunity, and pipelines for the chapter. | At the conclusion of pre-recruitment and formal recruitment, if applicable. |
# of PNM’s Attending Events | To understand how the chapter conveys messages and invites, to understand reputation, and to see the return on investment for events held. | After each event or at the conclusion of a week of events. |
# of PNM’s Offered Bid | To determine how members are vetting candidates, and to visualize how PNMs are moving through the process to find gaps. | At the conclusion of bid day. |
# of Bids Accepted | To understand how the chapter is interviewing, how they compare to other organizations, and how many associates the class will have. | At the conclusion of bid day. |
# of Initiated Associates | To see the retention of associate members through the new member orientation process. | At the conclusion of initiations. |
Historical Average | To understand how the chapter is performing compared to previous years, and to determine long term sustainability within chapter trends. | At the beginning of every semester (check with Executive Offices). |
Campus Averages | To understand the context in which chapters are recruiting compared to IFC, and to understand the reputation of the chapter. | At the beginning of every academic year (via the University Grade Reports). |
Qualitative Data Points: | Purpose: | Timeframe: |
Written Recruitment Plan
| To understand the thought-processing of the recruitment team, and to analyze the organizational level of the process. | Semesterly. |
Housing Context | To understand the spaces in which the chapter is working with, and to better understand the competitive nature of fraternity recruitment on campus. | Beginning of every academic year. |
IFC Rush Schedule | To understand the formalized recruitment process, campus regulations, and opportunities for the chapter to perform visibly on campus. | Beginning of every semester. |
Type of Communication/ Cadence of Communication | To understand how members are communicating about tasks, processes, and candidates and to better understnad the structural component of recruitment. | At the beginning of every semester. |
Mediums used for PR | To better understand how the chapter is promoting its culture, and what opportunities for name generation are available via each format. | Monthly. |
Committee Structure and roles | To better understand how the committee is delegating tasks, staying on top of outreach, and continuously updating systems. | Monthly. |
Pipelines for candidates on campus | To better understand the culture of the chapter, how members are meeting new people on campus, and how the chapter is engaging with the campus community. | Semesterly. |
Expectations of Members/Associates | To better understand what the chapter is pitching to PNM’s, how members are expected to participate, and how members are held accountable to their roles. | Semesterly. |
STARS: Value-Based Selections
Purpose: To guide conversations with potential new members in recruitment and provide guidelines on qualifying potential candidates for associate membership. S.T.A.R.S. is a quantifiable yet customizable way to ensure that quality candidates are offered membership and will continue to contribute to the legacy of Phi Kappa Tau. While all chapters have slightly different cultures and characteristics among our members and we pride ourselves on this fact, S.T.A.R.S. is the baseline standard set by all chapters, regardless of difference.
Value | Description | Considerations |
(S)cholarship | Does he value academic achievement? | • 2.8 minimum GPA • What type of classes is he taking, and how does he bet study? • What is his long-term career/academic ambitions? |
(T)one/Temperament | How does he fit/contribute to the chapter dynamics?
| • What is he most passionate about? • Does he have a firm handshake and make eye contact? • How does he behave around a small group of brothers? |
(A)ction | What is he involved with now? What has he been involved with in the past? | • What achievement is he most proud of? • Has he ever been a team captain or held a leadership role? • Has he been involved with a church youth group or done service/missions work? |
(R)eciprocity | How can he be resourceful and useful to the Fraternity and how can the Fraternity be useful to him? | • What specific skills does he have that are relevant and will strengthen the chapter? • What does he hope to gain from becoming a member? • Has he expressed any concern with being able to commit financially to the fraternity? |
(S)tandards | What are his personal values and beliefs, and how does he portray himself? | • Are there two people that are willing to recommend him? • Is he presentable in public situations? •How would his social media represent the chapter? |
Recruitment Advising Best Practices
Growth Mindset. One of the biggest issues with Fraternity recruitment is often the complacency of members. This complacency stems from burnout of recruitment processes, a strong associate classes the previous semester, or consistent failure to compete with other fraternities on campus. To continue to build chapter size, it is imperative that members frame the context of their recruitment processes in a way that encourages consistent growth, learning from mistakes, and implementing effective change semester after semester. Accountability is often a struggle amongst chapters, and often just some motivation will incite positive change.
Regular check-ins with the recruitment chair. Outside of the president, the second most time-consuming role is often the recruitment chair. Conduct regular check-ins, both regarding recruitment and personal morale. Make sure the chair has an active committee around him, and that tasks are delegated to ensure that the chair can see the big picture without burning himself out.
Continue asking questions. This guide provides more questions to ask than answers to give for a reason. Advisors often struggle to understand where to best guide the chapter, and chapter leaders struggle to identify where gaps in processes exist. As an advisor, it is your job to help the chapter shine light on processes that need to be changed, and being properly informed will guide you to provide advice based on your experiences.
Understand the technology available. As newer generations enter college and admit themselves to membership, the processes in which they recruit change dramatically. The Executive Offices are committed to staying ahead of this change, particularly regarding how technology can improve our recruitment processes. Chapters should be utilizing Chapter Builder to organize these processes, and as an advisor, you also have access to observe these processes in real time. By logging into your Phi Tau Portal, you can access your chapter’s account and begin to directly aid in organizational efforts via the system. If you have questions, feel free to refer to the advisor training module via Phired Up, or scroll their large database of help videos.
Business vs Brotherhood. The single most important aspect of our organization is the spirit of brotherhood. However, too many chapters utilize brotherhood as an excuse to shy away from business-related operations. In recruitment, it is imperative to conduct operations via a business lense while demonstrating the quality of brotherhood to PNM’s. It is imperative that both sides of the organization are considered when reviewing recruitment processes.
Additional Resources:
Advisor Training via Phired-Up: http://grow.phiredup.com/phitauadvisors
Active Member Certified Training Module: http://grow.phiredup.com/phitaurecruits
Phi Kappa Tau Website/Portal: https://portal.phikappatau.org
Chapter Builder/Phired Up Website https://www.phiredup.com/chapterbuilder