day 1, part ii: strategic planning ‐human€¦ · day 1, part ii: strategic planning ‐human...

18 September 2018

Day 1, Part II: Strategic Planning ‐ Human Resource Development 1

Day 1, Part II:Strategic Planning

Human Resource Development

FY2019 CDVSA All Grantee Meeting

Victim Services, Battering Intervention & Prevention Programming

September 18-20, 2018

Day 1, Part II: Strategic Planning -- Human Resource Development

Day 1, Part II: Strategic Planning -- Human Resource Development Session Objectives

Describe how to identify need gaps in human resources: board of directors, staff, and volunteers.

Discuss how to recruit potential human resources.

Explain ways to interview and assess potential human resources.

Identify the key content to be covered in orientations.

Describe the process for evaluating your board, staff, and volunteers.

Explain the importance of ethics and accountability for board, staff, and volunteers.

Discuss the pros and cons of term limits for the board and rotating board members.

Explain the importance of celebrating successes of the board, staff, volunteers and the organization they serve.

After completing this session, you should be able to:

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The Human Resource Building Cycle

Identify

Cultivate

Recruit

Orient

InvolveEducate

Evaluate

Rotate

Celebrate

© BoardSource

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Identify

Cultivate

Recruit

Orient

InvolveEducate

Evaluate

Rotate

Celebrate

© BoardSource


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Identifying Qualities of Candidates

Identify

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Leadership Expertise

Resources Community Connections

Personality Style (Introvert orExtrovert)

Age Gender Race/Ethnicity

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Represents the population it serves.

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Represents age, gender, and ethnic/racial diversity.

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Represents rural and urban diversity.

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Represents rural and urban diversity.

Represents differing religions, political views, or people with disabilities.


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Finding Sources for Candidates

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Cultivate

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Social Media


Social Media

Local Community Postings

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Social Media Web Postings

Local Community Postings

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Recruiting Candidates

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Recruit Mission.

Position duties.

Qualifications.

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Don’t be desperate.

Remember the three T’s: time, talent, and treasure.

Use formal and informal networks.

Ask for help.

Fill capacity deficits.

Be open in your search for novice board members.

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Conducting Interviews

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© Thinkstock What skills do you think you bring to

the table?

I was going to ask that!

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Why would you like to be a board member? Staff member? Volunteer?

What do you know about our organization?

What do you consider your best strengths and/or experiences, and how will they benefit our organization?

What do you hope to get out of this experience?

We’re currently facing a challenge with “xyz.” What experience do you bring that could be helpful in this area?

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TIME

TREASURE

TALENT

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© Thinkstock Clarity on expectations,

duties, and obligations.

Learn about what they bring.

Allow time for candidate feedback and questions.

Consider “scoring” each applicant.

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Assessing Candidates After Interviews


The candidate demonstrates a proven interest in the mission of the organization.

The candidate has the knowledge and understanding of how our organization works with victims of crime.

The candidate possesses the professional knowledge and skills needed on the board of directors (e.g., finance, marketing, technology, statistic, public policy regarding issues important to crime victims).

The candidate has connections to the community that will benefit the organization (such as media connections, political connections, or fundraising connections).

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The candidate has experience working with people from diverse backgrounds and cultures (e.g., the African-American community, Hispanic populations, LGBTQ populations, people with disabilities, human trafficking victims).

The candidate has demonstrated strong listening skills.

The candidate is able to share ideas and opinions in an articulate manner.

The candidate has demonstrated the ability to hold an effective conversation (e.g., does not monopolize a conversation, but also does not “take a backseat” during a conversation).


The candidate asks appropriate questions and is inquisitive about the work conducted by the organization.

The candidate is able to participate in regularly scheduled work expected of the board, such as monthly meetings, awareness events, or media events.

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Making Recommendations

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Wonder what his connections look

like…

He’s a good guy – I can vouch for him!

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Holding Elections (If Necessary)

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Announcement of available position(s) prior to the meeting.

Outreach to potential board members.

Nominations (self or otherwise) before a predetermined deadline.

Interview/review of qualifications and eligibility.

Recommendations from governance committee (if required).

Opportunity to address the body (or board).

Voting (in person, by voice, by ballot, by mail-in ballot, or electronically).

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Making Offers

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Making Offers

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Orienting Board Members

Orient

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Orient

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The Human Resources Building Cycle

Identify

Cultivate

Recruit

Orient

InvolveEducate

Evaluate

Rotate

Celebrate

The Human Resources

Building Cycle

© BoardSource

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Communicating With the Board

Identify

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Involve

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Respond to the board’s requests for information within agreed-upon timeframes.

Ensure that board meetings occur as required by the organization’s bylaws.

Provide information for board meetings “x” days in advance of the meeting.

Provide accurate and complete information.

Report to all meetings prepared with the requested information and ready to discuss.

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Communicating With the Board, Staff, & Public

Meet regularly with the board. Have a professional relationship.Focus on the big picture. Know about problems.Communicate with staff. Don’t forget the public!

She’s good!

All images ©Thinkstock

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© Shutterstock © Thinkstock

Hey Greg, can you tell me more about that project you’re

working on?

Sure, let me take a look at my notes

here.

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Easier and more efficient for board members to meet with staff so that the ED doesn’t have to attend so

many meetings.

Conflicting information may be presented.

Value the independent input of staff. Could reveal serious problems.

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Appropriate Communications

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Know what’s happening.


Keep the goals of the meeting within bounds.

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Protect staff from generating extra reports.

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Use the right channels.

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Have a whistleblower policy.

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Why Boards Micromanage

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I really think they need to do this differently.

Plus, I don’t even know if the staff worry about

this!

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Why Boards Micromanage

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Not so fast…

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Micromanagement Reduction Strategies

Board members categorize agenda items according to whether:

it is a staff responsibility,

it is a past item that has already happened, or

the agenda item pertains to the organization’s values, mission, or vision. © Shutterstock

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Micromanagement Reduction Strategies

When you hear fear arise, proactively address the issue as follows:

1) Issue

2) Preventative Action

3) Assignment

4) Monitoring

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Types of Committees

EXECUTIVE COMMITTEE

Consists of the president, secretary, treasurer, and other members.

Acts on behalf of the full board and within whatever powers are given to them by the board and/or the bylaws.

Meets or is consulted on matters that require attention between regularly scheduled board meetings.

Serves as an advisory committee to the executive director.

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Types of Committees

GOVERNANCE COMMITTEE

Sometimes known as the nominating committee or board development committee.

Responsible for nominating individuals to serve as directors.

Monitors the governance structure, ongoing education, and policy development.

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Types of Committees

STANDING COMMITTEE

Appointed by the president/chair as necessary to conduct the business of the organization.

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Types of Committees

SPECIAL COMMITTEE

Appointed by the president/chair as necessary to conduct specific business.

Given a specific assignment and a specified timeframe to complete it (normally less than a year).

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Good Committee Practices

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Running Effective Meetings

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Board Meeting Bored Meetingversus

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Post ground rules on a large piece of paper on the wall.

Use Robert’s Rule of Order for motions or votes.

Consensus Decision Making – Seeds of Change

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Board Meeting

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Rotate which board members lead each section of the meeting.

Send out the agenda beforehand.

Give each agenda item a set timeframe.

Noncontroversial items can be voted on as part of a consent agenda to save time during the meeting.

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Board Meeting

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Collect RSVPs in advance.

Note off-agenda topics and agree to set them aside for discussion at a later date.

Use periodic surveys or other feedback loop to "check in" with members about how meetings are going.

Document decisions!

Board Meeting

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Be clear about next steps and who is responsible.

Compile accurate minutes.

Follow proper parliamentary procedures.

Allow for social time after the meeting.

Board Meeting

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Keeping the Board Committed

EducateWhat should

be included in board

education?

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The mission, vision, and values of the organization

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Issues facing the organization

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Issues facing the community the organization serves

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How to be good advocates for the organization

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Identify

Cultivate

Recruit

Orient

InvolveEducate

Evaluate

Rotate

Celebrate

The Human Resource

Building Cycle

© BoardSource

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Steps Before Evaluating

Identify

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Evaluate

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Share what the best practices are for boards.

Take a fundraising angle.

Make the form short and easy.

Get board buy-in.

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Research and explore the different types of evaluation tools/options.

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Consider using a facilitator as a neutral third party to oversee the process.

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Who Can Help Evaluate?

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• Independent Consultant

• Other Organizations

• Colleges and Universities

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Organizational Evaluation Process

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Determine who will own the results.

Make sure that the full board is on board. © Thinkstock

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Administer the survey.

Review the results. © Thinkstock

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Provide the board with results.

Hold a board retreat. © Thinkstock

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Develop a governance agenda.

Activate your governance committee. © Thinkstock

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Human Resources Evaluation

Let’s talk about your first 90 days with our organization.

We’re really glad you’re helping out with our efforts…

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Bored. Burned out.Looking for

new challenges.

No longer engagedwith the mission.

Unhappy with amount or type of

work.

In need of more training.

Pigeonholed.

Working on own agenda.

Failing to meet expectations.

Involved in problematic situations.

Disillusioned.

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I really want to keep helping, but my schedule has been crazy lately…

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Modify schedule. Carpooling. Virtual Work.

Conferences.Diverse work opportunities.

Field work. New training. Reassignment.

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Ethics and Accountability

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Code of ethics.

Conflict of interest policy.

Document retention policy.

Ethical fundraising practices.

Ethical leadership.

Financial transparency.

Internal controls.

Public disclosure policy.

Whistleblower protection policy.

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A note about internal controls…

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PROGRAM STANDARD 5.2: If the program is governed by a board of directors or guided by an advisory board, a written guideline provides a reasonable description of the board's: Compliance with state laws and regulations. Roles and responsibilities. Procedures for reviewing and revising bylaws.

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Rotating Members

Rotate

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Rotating Members: A Cautionary Tale

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I kind of like the way things are…

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Need batteries to be recharged. Need more board members involved

in fundraising. Need new talents or ideas. Need to move low performing

members. Need younger members (term limits).

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Rotating Members: Reasons for Term Limits

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Rotating Members: Pros and Cons

PROS CONS

There is a need to bring “new blood” onto the board (often young people).

Don’t dispose of committed, effective board members (“if it’s not broken…”).

It allows for the removal of bad/unproductive board members.

Evaluation processes are enough to remove unproductive board members.

New members bring new skills, ideas, talents, and perspectives.

Institutional memory is important.

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Rotating Members: Pros and Cons

PROS CONS

It reduces the likelihood that a board will become stagnant.

Having a strong tenured group of board members benefits the organization.

New members can fill any existing skill gaps.

There is a shortage of qualified volunteers seeking board service.

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Celebrating Success and Recognizing Individuals

CelebrateIf board members, staff,

and volunteers do not feel appreciated,

they can easily take their services elsewhere!

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All Photos © Thinkstock

• Thank people early and often.• Give away the credit (“We didn’t

do it, Jane and Mary did!”).• Come up with unique ways to

thank people.• Acknowledge and reward those

who make positive things happen.

• Share the stories of success over and over.

Celebrating Success and Recognizing Individuals

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Toolkits and Resources

Effective Management Series

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Identify

Cultivate

Recruit

Orient

InvolveEducate

Evaluate

Rotate

Celebrate

The Human Resource

Building Cycle

© BoardSource

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Where Do We Go From Here?

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Review Day 1, Part II Strategic Planning Human Resource Development Session Objectives

Describe how to identify need gaps in human resources: board of directors, staff, and volunteers.

Discuss how to recruit potential human resources.

Explain ways to interview and assess potential human resources.

Identify the key content to be covered in orientations.

Describe the process for evaluating your board, staff, and volunteers.

Explain the importance of ethics and accountability for board, staff, and volunteers.

Discuss the pros and cons of term limits for the board and rotating board members.

Explain the importance of celebrating successes of the board, staff, volunteers and the organization they serve.

After completing this session, you should be able to:

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End of Day 1, Part II Strategic Planning Human Resource Development

Questions? Comments?

5‐107

day 1, part ii: strategic planning ‐human€¦ · day 1, part ii: strategic planning ‐human...

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