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Assembling workforce

Assembling workforce. Sandra Harris an executive director of Parent/Child Stress Services Parent/Child Stress Services To prevent child abuse through parental counseling Is undergoing a shift toward increased professionalism(p85). Sandra’s dilemmas.

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Assembling workforce

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  1. Assembling workforce Sandra Harris an executive director of Parent/Child Stress Services Parent/Child Stress Services To prevent child abuse through parental counseling Is undergoing a shift toward increased professionalism(p85)

  2. Sandra’s dilemmas • She needs to decide on the types people to hire for particular job. The people have a strong empathy for the field of child abuse. the board members urging her to hire individuals with specific management expertise. • She doesn’t want to lose the loyalty of her volunteers.(p85)

  3. The purpose of this chapter • The challenges associated with assembling a workforce. • How to combine salaried staff, volunteers and other kinds of workers most effectively.(p85)

  4. Hiring the right person for the job • The hiring of a new director of resource development to oversee organizational fund-raising efforts. • There are two candidates finally(p85)

  5. First one. • is a man who works for ten years at fund raising in a private school. • He was credited with working effectively both with the headmaster and the trustees, coordinating the annual fund drive and running a small capital drive. • He writes well and has experience writing foundation proposals. • But he has no background in the child abuse field. (p86-7)

  6. The other candidate • A woman who has worked in child abuse organization for twenty years. • Originally attracted to the field because she herself was a victim. • She has been primarily a counselor working directly with parents. • She is personable and has excellent references. (p87)

  7. Some basic questions need to be addressed • Should they favor candidates who are bright and may be able to learn quickly on the job, even if they’re inexperienced? • Should they hire people who have experience in the field in which the organization is active, even if it is not related the job to be filled? • Should they lean toward individuals with a strong educational background, even if the training is in an unrelated field? • Should they give serious consideration to an individual for a management job if the person’s training and experience does not include administration? (p87-8)

  8. Hierarchies and expectations • Why people with management backgrounds like to work in NPO? • Full of interesting people • A loose administrative structure • A heaven from the real workaday (p88)

  9. Creativity flexibility • It is misleading • Nose-to-the-grindstone management types • Without any sensitivity or imagination(p89)

  10. Determining tasks • What tasks are being performed now and are they absolutely necessary? • what tasks are not being performed that should be? • What new activities are being added that will require additional work? • What specific tasks are associated with the new activities? • Do existing tasks need to be redefined or reshuffled in order to address staff concerns over job assignments? (p91)

  11. Getting jobs done by • Salaried staff • volunteers • Independent contracts • Outside organization providers(p91)

  12. Salaried staff • Answer an organization’s need for people • Can expect them to meet high standards in their work and can subject them to more careful supervision and evaluation • Unemployment coverage, social security protection and other various benefits. (p91)

  13. volunteers • A sources of free labor • Has to devise other kinds of reward to keep them • The process of recruiting, training and retaining is not easy. • Without volunteers, many nonprofit organization not be able function (p92)

  14. Independent contracts • Not members of the regular staff • Hiring for a specified period of time or on an occasional basis • To perform a discrete set of tasks • Pay a flat rate for the job, does not withhold taxes, no extend employee benefits • Provide the most cost-effective solution(p92)

  15. Outside organization providers • Provide a discrete service on a fee basis • Financial management • Data processing • Equipment maintenance • Cleaning • Food services (p92)

  16. Why do people volunteers • Sense of self-satisfaction • Altruism • Companionship/meeting people • Learning about a field • Creating/maintaining an organization • Developing professional contacts • Getting ahead in the corporation • Getting training/experience • Providing entry to a particular organization • Social panache volunteers(p97)

  17. Meeting the needs of volunteers • it wants to be able to recruit and retain people to work for no money. • It must figure out another means of providing them with satisfaction and fulfillment. • Sandra failed to think about this. She had been so focused on the needs of her organization. (p99)

  18. The volunteer coordinator • Establishing and constantly updating written polices on volunteers procedures, responsibilities, supervision, placement, restrictions, reporting, evaluation, recognition, termination. • Developing volunteer benefits including free or low-cost use of organization facilities. • Interviewing, selecting, and placing in appropriate jobs. (p102)

  19. Volunteer organization • In some nonprofit organizations, volunteers have created separate formal organizational structures with their own boards, officers, and committees. (p105)

  20. Interviewing potential volunteers • It assures the prospective volunteer that the organization wishes to meet his or her needs and expectations. • A handbook is necessary, outline the goals, policies, and procedures of the organization’s volunteer program. • Is an opportunity to access a prospective volunteer’s skill, temperament, and motivations, and start to think where can put the individual in. (p106)

  21. The form for volunteer • Name, address, phone number, date of interview • Previous volunteer experience, including name of organizations, dates of affiliation, responsibilities, and contact persons • Time availability • What the volunteer hopes get out of the assignment • Special areas of interest that might be relevant to job assignment • Paid work experience, including present employer • Special skills, including language, clerical/typing, and computer • Education • Health status(p106-7)

  22. Orientation and training~1 • An organization packet: annual report, newspaper articles, brochures, flyers, reports, and a list of board members, a staff organization chart, and an organization chart of the volunteer organization, bylaws. • Background reading material. • A tour of facility where the volunteers will work(p107)

  23. Orientation and training~2 • A tour of the office and a meeting with the staff. • Films, slide shows, and demonstrations • Group meetings and discussions(p108)

  24. How can it starts? • What is the job? • Why is it necessary, what is its purpose, and how does it contributes to the overall operation of the organization? • How it is done, what special equipment or expertise is involved and what are the steps necessary for completion? • With whom does the volunteer have to work and to whom is the volunteer accountable? • How much time is involved, how many hours (or days or months) is the volunteer expected to work, and when is the job to be completed? (p108-9)

  25. Sharing the key words • Program personnel,p86-7 • Flexibility of,89-90 • Hiring of,85-88 • Independent contractors in,92,94-97 • Workforce,85-146

  26. 習題解析

  27. 1.你的組織的執行長是否專精於人事 管理?他或她是否發展出一套系統 可以確定每一個人員都適得其所? • 自從轉型為合作社，我們的合作社衝破千萬業績，每個月一千萬甚至還衝到一千三百萬。 • 舊總經理91年5月離職。 • 新總經理9 月到職業績轉虧為盈。 • 92年第一季的盈餘為二百多萬。

  28. 2.你們組織的工作人員是否稱職?能和他人相互合作嗎?2.你們組織的工作人員是否稱職?能和他人相互合作嗎? • 業績從每個月的一千萬到一千三百萬二千 • 財務人員無法操作電腦軟體 • 倉儲人員的物流管理能力不夠台北總社拿不出總社的身份任何行事都是台北觀點 • 基本上台中的人都很能合作 • 但是台北的人就不那麼友善

  29. 3.你們的組織是否有一套合適的評估政策?有條列出來嗎?3.你們的組織是否有一套合適的評估政策?有條列出來嗎? • 自從轉型為合作社就擬定了評估的方法,但十分粗糙仍然以企業界的盈虧來做為評估的標準。

  30. 4.在你們的組織中,專職人員志工簽約團隊其他組織是否合作愉快?4.在你們的組織中,專職人員志工簽約團隊其他組織是否合作愉快? • 基本我們的理念是人為本 • 基本的待人之道 • 我們的義工管理辦法，年初才出爐，而我於七月才開始接手辦理此項工作。 • 本合作社十分關心「女性無償勞動」的議題，是故在本社只要有付出勞力一定有一定的報償。 • 兼職一小時一百元；志工一小時50元代幣。 • 總經理常問:這怎麼和兼職人員區隔呢? • 本社的生產者算是我們的外圍組織。 • 本社會訊於下個月起包給台中一群小朋友製作。

  31. 5.你的組織是否有一種有效的方式定義志工,及如何招募如何訓練,如何讓志工清楚瞭解其工作內容?5.你的組織是否有一種有效的方式定義志工,及如何招募如何訓練,如何讓志工清楚瞭解其工作內容? • 尚未訂定

  32. 6.在你的組織裏是否有志工協調人?這個人的責任 是否清楚地被交代?這個人是否能勝任這樣的工作? • 那個人就是我 • 不是那麼清楚，有待建立。

  33. 7.在你的組織裏是否有志工的分屬機構? 彼 此之間的權限是否被清晰地定義和條列出來? • 在我所屬的機構沒有這樣的分屬機構

  34. 案例分析

  35. 主婦聯盟環境保護基金會台中工作室 • 唯一支薪的專職人員，在做接聽電話記帳。 • 在缺乏議題的時代專職人員應主導議題的開發替組織尋找活水出路。 • 接聽電話記帳等例行公事由義工來代勞。

  36. 義工來源 • 執行委員 • 各小組成員 • 寒暑假被逼來當義工的小朋友:剪報整理資料。 • 目前因為不剪報、沒議題故沒事可讓義工做。 • 沒有招募也沒有培訓沒有管理制度更沒有負責人。

  37. 主婦聯盟合作社 • 身為志工協調者的角色我應全力以付，但 • 礙於前述之疑慮,仍讓我裹足不前。 • 本社大部份社員，仍停留在買賣的階段，還沒認知到自己才是合作社的主體,日本生活協同的取貨站有自己的營運委員。 • 其實在台北本社有社員的眼睛，其宗旨為替社員監督產品的開發與把關。常常和產品部工作人員起衝突,這也讓台中望而生畏。 • 其實合作社應該提供更多的機會，讓社員參與合作社的運作，社員才能更瞭解其營運方式。

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