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South Okanagan South Okanagan Similkameen Similkameen

Volunteer CentreVolunteer Centre

Pilot for Shared HR ServicesPilot for Shared HR Servicesfor Rural Social Service for Rural Social Service

Non ProfitsNon Profits

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Agenda-Oct 12Agenda-Oct 12

• Survey Results • HR Management in Perspective• Where to start?

– Best Practices-Standards– Other Comments: Communications

• Work plan

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How many staff do you have?How many staff do you have?

• 13 organizations surveyed

• 108 employees

• Range: 3-30

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Staff ClassificationsStaff Classifications

10 organizations

9 organizations

4 organizations

5 organizations

55%

35%

10% of total employees

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Time Spent on HRTime Spent on HR

• 7.15% TIME SPENT ON HR MANAGEMENT IN A YEAR? (RECRUITING, HIRING, ORIENTATION, TRAINING)

• 6.82 % OF TIME SPENT ON HR ADMINISTRATION IN A YEAR? (PAYROLL, BENEFIT ADMINISTRATION, SETTING UP CONTRACTS)

• 47.54 % OF TIME SPENT ON GENERAL OPERATIONS IN A YEAR? (OFFICE MGT. GRANT WRITING, FUNDRAISING, SECRETARIAL ACTIVITIES)

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66.7% 66.7%

33.3% 33.3%

77

53.8% 53.8%

46.2%46.2%

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Given available funding:Given available funding:

• More than 80% plan to hire between 1-3 employees or contract workers in the next 2 years

• 2 organizations plan to hire between 3-5 employees in the next two years

• Employees to be hired range from program coordinators** to management and administration

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100% of Participants100% of Participants

• Provide employees with a job description • Interview candidates before hiring • Check references before hiring • Conduct criminal record check for those who work with

vulnerable populations • Have information on average wages/salaries for similar

positions in the industry• Inform employees of how to react to an emergency• Have information on provincial employment standards

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Between 75% & 93%:Between 75% & 93%:• 84% use an established set of questions during the interview • 75%Use an established set of questions that references are asked • 93% have new employees sign a hiring contract• 85% notify newly hired employees of the terms and conditions of the

probationary period? • 93% provide orientation for new employees• 92% provide training for new employees. • 75% Communicate organization goals to employees during the orientation,

training or probationary period. • 92 % have a file for each employee.• 80% provide employees with a copy of the Employee Guidebook (if a guidebook

was created).• 75% officially records HOURS WORKED 85% EMPLOYEE EXPENSES, SICK

LEAVE , VACATIONS• 77% regularly inspect health and safety hazards in their organization• 91% inform employees of how to react to: A WORK RELATED ACCIDENT?

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Between 42% and 69%Between 42% and 69%• 46% have an applicant sign a form allowing someone to contact

their references • 42% have a formal document that details the orientation process• 69% have an “Employee Guidebook” or some form of formal

documentation that explains work conditions to employees• 66.7% communicate organization goals to employees during:

STAFF MEETINGS 58.3% INDIVIDUAL PERFORMANCE APPRAISAL MEETINGS?

• 46% have written performance standards for every position in their organization?

• 69% review the work performance of all employees • 69% have a formal disciplinary procedure for employees with

persistently unacceptable behaviour• 62% have a written policy on health and safety• 54% officially record OVERTIME 62% BENEFITS (HEALTH AND

DENTAL)

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Less than 36%Less than 36%

• 15% require new candidates to complete an application form

• 23% have a formal document that details the training

• 27% undertake an exit interview for employees who leave the organization

• 30% have a written policy on compensation • 36% have information on LABOUR TRENDS IN

THE INDUSTRY

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HR Management in PerspectiveHR Management in Perspective

The effectiveness of managers in “cultural” organizations and the organizations themselves depends on success in many functional areas of which HR management is one. Other critical areas include organizational skill, financial management, fundraising, marketing, public communications, program management, creativity, connections in the non profit and business world.

Many small “cultural” organizations do not need comprehensive procedures for all activities commonly categorized as “human resource management”. The number of staff they have-the complexity of staff structure-and hence the amount of use they would get out of some procedures—simply doesn’t justify the time involved in setting them up. The organization will function just as well without them. This applies to all sectors not just culture.

(Best practices-www.culturalhrc.ca/hrtools)

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Why Improve HR Management?Why Improve HR Management?• Legal Obligations under Employment Standards Human

Rights and Workers Compensation Acts• HR Management is directly linked to Communications

issues identified; improving HR will improve communications.

• Regardless of where they work people respond the same way to the way they are treated, they are de-motivated and leave for the same reasons and work hard and are happy in organizations for the same reasons

• Enormous resources have been dedicated on how to get the best out of people; how to recruit, reward and keep the best performers. This wealth of HR Management wisdom is applicable to any organization that employs people regardless of the sector.

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Where to Start?Where to Start?

• What exactly needs improvement?

• What should we be doing better?

• Are there other organizations where we can draw on for help?

• Are there sources of info on the internet?(sources are included on disc)

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Where to from here?Where to from here?

.Transcend & Create

The Existing System

The Ideal System

Design the Now

Attainable version

of the Ideal

No

“Turning the arrow around” Designing Social Systems in a Changing World, Bela Banathy.

What works best for rural social service non profits?

HR Standards &Best Practices

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Other Survey CommentsOther Survey CommentsCommunications. 80% indicated a need for learning and support around positive

communications within their community. In small rural communities any negative perceptions severely impact the support for the organization within the community.

Conditions for non-disclosure of organization information could be better

established and documented. Organizations need policies and practices to help prevent abuse by a client or member, board member, employee or volunteer.

Proactive protection of a positive image of the organization within the community could be addressed through specific policies, codes and/or legal agreements signed by all staff, volunteers and board members around conflict of interest, ethics and confidentiality. Policies need to identify examples of conflict of interest and violations of confidentiality and codes of ethics.

Reactive protection of the positive image of the organization within the community. Social service non-profits can be at risk for abuse and destruction by the clients and families they serve. While these organizations have safety procedures established for staff, if such a crisis occurs, a communications approach within the community is needed to sustain a positive image of the non-profit.

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Protecting the Best Interests of the Protecting the Best Interests of the SocietySociety

Communications Policiesand Procedures

Code of Conduct(Staff and volunteers)

Prosecution and Restitution Policies and Procedures

Disciplinary and TerminationPolicies and Procedures

Safety and SecurityPolicies and Procedures

Preventative measures for protecting the best interests of the Society

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Code of ConductCode of Conduct(Staff and volunteers)(Staff and volunteers)

• SOCIETY’S STATEMENT • CONFLICT OF INTEREST• CONFIDENTIAL INFORMATION• RELATIONSHIP WITH THE MEDIA• RELATIONSHIP WITH THE COMMUNITY• FINANCIAL ACCOUNTABILITY AND INTERNAL CONTROLS• INTEGRITY OF ACCOUNTING AND FINANCIAL INFORMATION• EMBEZZLEMENT, THEFT, AND MISAPPLICATION OF FUNDS• USE OF CORPORATE NAME AND LETTERHEAD• DISCLOSURE AND RECORDKEEPING• ACKNOWLEDGMENT• CODE OF CONDUCT VIOLATIONS• EXAMPLES OF CODE OF CONDUCT VIOLATIONS• Actions for Code of Conduct Violations: Disciplinary, termination,

prosecution, restitution• Acknowledgement of and Agreement to Abide by code of conduct

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• Official spokesperson• What is confidential (code of conduct)• Employee handbook –references policies and

procedures• Communication messages when:

Confidential information is disclosed

When security has been breached

Communications PoliciesCommunications Policiesand Proceduresand Procedures

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• Protecting confidential information• Protecting staff and volunteers from abusive

behaviors and harmful situations• Ensuring staff follows safety and security

policies and procedures

Safety and SecuritySafety and SecurityPolicies and ProceduresPolicies and Procedures

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• Step 1. Cease and desist letter to staff or volunteer in violation indicating further steps if violation continues

• Step 2. Immediate termination for cause, without pay

• Step 3. Seek out legal counsel to prevent continued libel or slanderous statements

Disciplinary and TerminationDisciplinary and TerminationPolicies and ProceduresPolicies and Procedures

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• Step 1. Report incident to the police for investigation

• Step 2. Suspend employment until investigation is completed

• Step 3. Seek out legal counsel on laws that apply e.g fraud, theft.

Prosecution and Restitution Prosecution and Restitution Policies and ProceduresPolicies and Procedures

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South Okanagan Similkameen South Okanagan Similkameen Volunteer CentreVolunteer Centre

Virtual Office: www.volunteercentre.infoToll Free Number: 1-877-364-2365

Resource CentresPenticton - 696 Main StreetOliver Recreation Centre

Okanagan Falls -Donna Davis Business

Volunteer Centres are a social indicator for a high quality of life and an economic marker for a vibrant community