Together, character, culture, and community set camps up for strong staff recruitment and retention success — two things many camps struggle with. The Cs provide a solid foundation and become part of a camp’s identity, its brand. Individually, each C has its own strength, and together, they become a powerful force.

To start, let’s consider each of the Cs separately, beginning with character. Character development is one thing that camps have been “doing” since the industry began in the mid-1800s. Now, however, we’re taking a scientific look at its impacts.

Almost every source (e.g., dictionary) provides at least two definitions for character: the “mental and moral qualities of a person” and character is “deeply ingrained and defines someone’s true nature.” Note the focus on the inside of an individual. Character is embedded in who we are and is enacted through our thoughts, words, and deeds.

While definitions of character point to what/who a person is, we believe that collectively, camps also possess a character, one that is typically viewed as camp culture. Camp culture exists whether a camp was intentional in its creation or has simply allowed it to develop organically. It might be thought of as an amalgamation of the individual characters we have at camp (staff and campers). And it is supported by camp values as well as a camp’s mission and vision statements.

Definitions of culture typically mention two elements: 1) culture exists within shared values, beliefs, and traditions; and 2) culture encompasses social behaviors, institutions, and norms. Camps that are aware of their camp culture often keep it at the forefront, and design recruitment and hiring practices to find staff who “fit.” But perhaps it’s time to go beyond hiring staff solely for fit.

For the past five years or so, HR specialists have been advocating for a shift from cultural fit to cultural add (Carignano, 2024). With cultural fit people think alike and are comfortable with the status quo. If everyone fits, there is no reason to grow or evolve; in fact, the very act of not fitting in might result in some pushback. Cultural add, on the other hand, means finding applicants who will bring new, fresh, and different ideas to the organization. While their character fits within the existing culture, such people are more likely to challenge and stretch the organization in new ways. For a cultural add approach to be beneficial, camps must know their culture as well as what they want the culture to look like in the future.

Staff we hire bring character traits with them; those traits can enhance, detract, or have little impact on the desired culture of camp. When we find staff whose traits contribute to (and perhaps extend) the intended camp culture, we set the stage for community to develop. Community includes a sense of fellowship, belonging, acceptance, cohesion, joy, and other attributes that provide a sense of oneness. A feeling of community is achieved via shared attitudes, interests, and goals (spoken and unspoken). It is based on intertwined individual character traits and is a powerful reflection of camp culture.

Community is easily recognizable internally (to staff and campers) as well as externally (to parents and vendors). It is expressed through attitudes, thoughts, words, and deeds, and it is one of the reasons that staff and campers return year after year. One of the first steps to success, then, is to be able to clearly articulate the desired camp culture. This means being able to name it, describe it, and identify specific behaviors that contribute to and enhance it.

For example, a camp in Wisconsin publicly states that community is a core value/critical component of their camp. They define it: “Community is where everybody knows more than your name.” Going one step further, the camp specifically names action words that help guide staff in ways to create community. “Community means inviting others, building each other up, and working through conflict.”

Once the desired culture is clearly articulated, creating a list of character traits that support and will enhance that culture (e.g., compassion, honesty, justice) can help define the staff recruitment and hiring processes. Camps can intentionally seek individuals with strengths that will amplify the desired camp culture, bring new perspectives that are based on shared values (camp and candidate), and seek to grow in ways that lift up other individuals and the camp as a whole.

Before the Summer

Hiring, of course, begins with recruitment, and we commonly employ a passive (they will find it on their own) approach using the camp website, staff hiring webpages, and social media posts. Conspicuously presenting mission and vision statements and identifying behaviors that manifest camp values within this information will help potential staff determine whether their own values align with the camp culture. Sharing camp values in job postings, initial applicant interest forms, hiring applications, and other camp communications helps to reinforce desired individual and organizational matches.

The interview — whether by phone, virtual, or in person, and whether it’s the first or one of a series — is clearly an opportunity to learn about a candidate’s character. Situational interview questions based on past performance can expose how a staff prospect might impact the camp culture.

Consider the difference between asking, “Can you tell me about a time you were exhausted and yet kept going to follow through on your commitment?” and using a hypothetical scenario, such as, “Imagine you’re in the middle of the summer and exhausted; you teach five activity periods every day — how would you keep going?” Learning about the strategies and behaviors an individual used in the past is an indicator, based on performance, of their character. Asking someone about a situation that they may have never faced commonly leads to responses that demonstrate positive traits yet may not be accurate. After all, we really don’t know how we’ll react to something until we experience it.

In addition to the interview, another opportunity to infuse core values into the hiring process is to design a staff reference/recommendation form that aligns with camp values. First, be sure the form includes the camp mission, vision, and values. Provide a one-to-two-sentence blurb about the camp’s culture, then ask the writer to address the applicant’s specific character traits that will support and enhance that culture. For instance, if inclusion and belonging are critical elements of the camp culture, then ask questions that specifically address those applicant attributes.

It is important to remember that not only does a camp seek staff who will positively contribute to the desired camp culture, but staff seek positions in camps that share and support their personal values. For example, open communication is a desired character trait in almost every organization. Camps want (and expect) potential staff to respond to inquiries and instructions in a timely and professional manner. Camps, then, should model these expectations. One way to do so is to share a clear map and timeline of the hiring process (infographics work well), be timely and respectful when communicating with staff, and follow through and follow up on interactions with applicants.

Once you’ve hired people you believe will enhance the camp culture, it’s time to focus on community. The earlier an applicant is hired, the longer the on-ramp to summer and the more time there is for the prospective staff member to rethink their decision to work at camp. Ideally, the onboarding process begins immediately with each individual. There is no need to wait for all staff to be hired to further build connection and trust between the employee and camp.

Kendra Perkins, a member of the ACA Staff Recruitment and Retention Committee, developed an onboarding program a few years ago that is both intentional and engaging. It utilizes a “drip” system of communication to foster community through relationship building and information sharing in the weeks leading up to camp. A group-chat platform is designated, and all staff, new and returning, are invited to join.

Important details are shared each week, such as:

• Individual introductions
• Camp values (which should be infused before and throughout the camp season)
• What to bring/pack
• Areas of interest in the local community (e.g., stores, coffee shops, time-off hangouts)
• How to communicate with family and friends back home
• Travel to camp (Perkins, 2024)

In addition, inserting question polls, videos, and other methods of engagement encourages participation and connection in a variety of ways.

Encouraging veteran staff to share camp knowledge and traditions with new staff can provide opportunities for new staff to be “experts” once the campers arrive. In addition, this type of exchange is an indicator that the contributions of all staff matter, regardless of how long a person has worked at camp. Forming relationships well in advance of campers’ arrival gives staff a leg up on building a cohesive team before onsite orientation begins. Such early relationship building forms a solid foundation, and connections can continue to be cultivated throughout the camp season. This level of intentionality is a great validator to choosing camp for the summer; it is also a key to staff retention.

During the Summer

Nurturing community once camp is in session includes ensuring that all staff (counselors and support staff) feel valued and appreciated. Just as individuals have unique character traits, each staff member may have a different view on what recognition looks like for them. Showing appreciation in a way that is meaningful to the individual speaks directly to that person and shows a genuine effort is being made to demonstrate that they are valued for who they are.

A nod of appreciation may be a shout-out, a written note, an offer to help with something, or a hug. Some staff prefer public recognition, while others are embarrassed by it; a quiet comment to the side is most meaningful to them. Others might like to receive something in hand as a form of recognition. For example, when a Diet Coke appears (fountain drink with the right amount of ice for Deb and a 20 oz bottle for Kim), that is a true sign that our efforts are being rewarded in a personal way. The important thing to remember is that what is meaningful to one may not be so for another.

One source for ideas to acknowledge the value of others is a book titled The 5 Languages of Appreciation in the Workplace. The authors offer five categories of appreciation:

• Words of affirmation
• Quality time
• Acts of service
• Camp “love”
• Tangible gifts (Chapman & White, 2019)

Building, creating, and nurturing community begins with doing so for each individual. This necessitates truly knowing each staff member’s:

• Needs
• Strengths
• Openness to coaching
• Reasons for being
• Personal values
• Values alignment with camp

Empowering staff to appreciate and acknowledge their peers’ (and campers’) contributions creates a culture of appreciation that strengthens the entire camp community.

After the Summer

When the camp season comes to a close, camps return to the activation phase of the recruiting and hiring processes for the next season. This typically begins with making decisions about retention. Which staff do we want to bring back? Which staff do we absolutely not want to invite back? For these decisions, we recommend going back to the beginning and looking at individual character traits.

It would be easy to make use of a simple yes/no checklist. Does this person contribute to or enhance the desired camp culture? Are they active in developing and maintaining community at camp? If yes, keep them. Or send them on their way if the answer is no. We know, however, that people are complicated, and that young adults are very much in the midst of “becoming.”

They need our support and coaching, assistance in recognizing behaviors that demonstrate their character and how their character contributes to the camp culture. By being curious rather than judgmental — I wonder why they engaged in this behavior? instead of They don’t know better, or they lack the skills to stop that behavior. — we can help staff to grow and evolve.

The Character–Culture–Community approach to staffing offers an actionable path forward to recruitment and retention. Camps that know who they are, what they stand for, and how they want their people to grow create a magnetic pull. People want to work in places that feel consistent, values-driven, and supportive. They want to be more than an employee — they want to belong and feel like they are contributing to a greater good. The key is to hire people whose character traits align with our values, cultivate a culture where those traits can thrive, and foster a community that supports every individual. When we accomplish these things, we increase the likelihood that staff will return, refer others who may be “cultural adds,” and continue investing in our mission.

Three Cs Strategy

Character:

Seek staff with character traits that will enhance the camp culture.

Use situational interview questions rather than hypothetical questions.

When doing reference checks, ask questions related to desired character traits or that align with camp values.

Review character traits when making decisions about retaining staff.

Culture:

Identify growth points, pivot points, and critical points that influence your camp culture.

Ask those directly related to camp — full-time, part-time, and seasonal staff, as well as campers and their caregivers — to describe your current camp culture.

Ask external vendors, local community members, local emergency services, and others connected to camp to describe your current camp culture.

Integrate feedback and be intentional about creating and evolving the camp culture you envision.

Community:

Begin to develop community the moment staff are hired.

Include all staff (e.g., program, administration, support) in the community-building process.

Provide staff with tools to create community among campers, peers, and other camp staff.

Appreciate staff in ways that are meaningful to them.

Make the Cs Visible

Whether online, in print, or on swag, clearly and boldly place the following information in job postings, reference forms, job fair banners, employee handbooks, social media posts, and other messaging channels:

• Mission, vision, and values statements
• A description of the camp culture
• Desired character traits of staff
• How community is built and nurtured at camp

References

Carignano, P. (2024, October 1). Culture-add: The future of hiring. LinkedIn. linkedin.com/pulse/recruiting-culture-add-just-culture-fit-why-its-future-carignano-vfsle/

Chapman, G. & White, P. (2019). The 5 languages of appreciation in the workplace: Empowering organizations by encouraging people. Chicago, IL: Northfield Publishing.

Perkins, K. (2024, February 19). Couch to camp: Help your staff better prepare for your program’s summer marathon! American Camp Association. ACAcamps.org/blog/couch-camp-help-your-staff-better-prepare-your-programs-summer-marathon

Kim Aycock, MST, equips emerging leaders with skills robots are unable to do. While blending the talents of a master teacher with the knowledge of a seasoned camp expert, Kim ignites learning for varying levels of camp pros worldwide through her interactive and innovative presentations. Kim speaks at regional and national conferences, contributes regularly to Camping Magazine, and serves as cochair of ACA’s Staff Recruitment and Retention Committee/Staffing Summit. Contact Kim via [email protected] or kimaycock.com.

Deb Jordan, ReD, has a background in camping and a goal of enhancing the camp experience. Deb gets great joy from sharing her expertise with camp professionals. A professional educator, she has written textbooks and articles and presented to groups for 40+ years. Her focus is on all things human — relationships, behaviors, thoughts, and attitudes. She works with the camp community in areas such as leadership, staffing, group dynamics, and evaluation, as well as diversity, equity, inclusion, and justice.