Starlight Star Bright: Starlight Star Bright: Making the most of your Making the most of your

talented stafftalented staffSarah Reding

V.P. of Conservation Stewardshipsreding@naturecenter.org

Jenn WrightV.P. of Education

jwright@naturecenter.org

A.K.A. How to Keep Heads A.K.A. How to Keep Heads From Exploding!From Exploding!

• Defining the culture• Finding talented staff• Training your team• Evaluation• Conflict resolution • Communication across generations

Culture + Leadership + Management = Culture + Leadership + Management = Success!Success!

“The specific collection of values and norms that are shared by people and groups in an organization and that control the way they

interact with each other and with stakeholders outside the organization”

Ravasi and Schultz (2006)

How does your organization define its culture?

Defining the CultureDefining the Culture

The Leader…• innovates• is an original• develops• focuses on people• inspires trust• has a long-range

perspective• asks what and why• has eye on the horizon• originates• challenges the status quo• is his or her own person• does the right thing.

Manager vs. LeaderManager vs. Leader The Manager…• administers• is a copy• maintains• focuses on systems &

structure• relies on control• has a short-range view • asks how and when • has his/her eye on bottom

line• imitates• accepts the status quo• is the classic good soldier• does things right

Finding Talented StaffFinding Talented Staff

Clearly Defining the Clearly Defining the PositionPosition

• Create clear job title.• Understand and clearly articulate responsibilities of

position.• Define the skills or qualifications needed to complete

responsibilities.• Determine what previous experience position

requires.• Identify special skills needed (specific computer

skills, training, certifications, etc.).• List physical demands and work environment.• Add equal employment opportunity employer clause.• Define the proper method of communicating with the

organization.

Finding the Perfect Finding the Perfect Candidate: Candidate: Things to consider

when posting a job• Internal Advertising: Post internally first.• External Advertising: Target your search to reach

anticipated audience (ex. ANCA for Executive Director position, local business college for an entry level clerical position)

• Keep organizational list of places the positions have been posted to alleviate future work. Include in this list, specific login names, passwords, contacts, etc.

What are your organization’s most commonly used posting sources?

Screening ResumesScreening Resumes

• Acknowledge receipt of resumes. • Notify candidates of hiring timeline.• Have an organizational standard of how to

evaluate applicants.• Develop checklist of specific search criteria

based on the job description.• Create a search committee if needed.• Review resumes and set aside those that fail to

meet minimum requirements or lack professional standards.

• Notify candidates who are chosen to move forward in the process.

Drilling down to the Drilling down to the details!details!

Each group will get a copy of a job description to review and then using sticky notes come up with 5 interview questions that would allow them to get to know the candidate in 10 minutes.

• Select an interview process which fits with the position and the organizational culture.

• Examples of Interviews:– Phone/Video Interviews– Individual Interviews– Team Interviews– Groups Interviews

What interview techniques have you used?

Conducting InterviewsConducting Interviews

Do’s & Don'ts of Do’s & Don'ts of InterviewingInterviewing

Do…• Allow the candidate plenty of time to talk.• Use open-ended questioning.• Give the candidate a clear picture of the

position including the not so exciting parts.

Don’t…• Ask the candidate about age, family,

handicap, martial status, national origin, race or color, religion or sex.

The Reference CheckThe Reference Check✔✔• Use an organizational reference

questionnaire. • Note that some employers will only confirm

that the person was employed there, time period and rate of pay.

• Learn to ‘read between the lines’ of the responses.

• Ask if the person would hire the candidate if given the opportunity.

What are your favorite Reference Questions?

Training Your TeamTraining Your Team

Setting the Stage: Day Setting the Stage: Day One!One!

• The first day of employment should be a general orientation of the organization, staff, and job responsibilities.

• Involving the rest of the staff in this process helps build working relationships.

• Give a full tour of the site, facilities, off-site locations, etc.

• Using an Orientation Checklist is a good way to identify all of the areas that should be covered in the first days of employment.

Remember, you are defining the organizational culture throughout this whole process!

Orientation ChecklistOrientation Checklist

Setting the Stage: Day Two Setting the Stage: Day Two and Beyond!and Beyond!

• Soon after start date, supervisor should sit down with new employee and define S.M.A.R.T. performance goals based on the position.

• Think of the first year of employment as the learning curve year and build on that.

• Provide opportunities for professional development at whatever level your organization can afford.

What does KNC do to Train What does KNC do to Train StaffStaff

• New hire checklist• First Aid/CPR• Interpretive hosts• Customer service• Safety training

(weather, emergencies)

• Vehicle training• Personality Testing

• Program observation• Organizational

orientation• Peer visits &

networking• Specific job skill

training (interpretation, Rx fire, management skills)

What training does your organization offer?

Why Evaluate Staff?Why Evaluate Staff?

What forms of evaluation have you used?

The Two-Way EvaluationThe Two-Way Evaluation• Important to set expectations.• Develop S.M.A.R.T. goals.• Clearly define evaluation procedures.• Use evaluations as something to help staff thrive

in their job.• Conduct evaluations in a neutral, quiet place. • Supervisors who look for the positive attributes

of staff are better at giving constructive feedback.

• By use a process that allows both parties the opportunity to provide feedback, the responsibility of employee success is shared.

• Always ask staff what you can do for them!

KNC Critical Achievement KNC Critical Achievement FormForm

Steps to Conflict Steps to Conflict ResolutionResolution

• Step 1. One-on-one discussion with the individual to clearly state the problem and discuss steps and timeline for resolution.

• Step 2. If no progress is made, set up a meeting and include a neutral party to help evaluate and observe. Re-state the problem and create a document defining the steps and timeline for resolution which each party signs and acknowledges. This document goes into their personnel file.

• If there is failure to meet the defined goals then proceed with termination.

Clearly Document Every Step!!

When to Cut TiesWhen to Cut Ties

• If no improvement, the decision to terminate the employee lays in the hands of the supervisor.

• In most cases you will find that once this decision is made and carried through you will look back realize that it was the best for the organization.

“Problem employees inhibit otherwise effective co-worker”

The Nonprofit Handbook

Reality Check: Sharing your Reality Check: Sharing your Stories!Stories!

Communication Across the Communication Across the GenerationGeneration

“Nearly 60 percent of HR managers at large companies say they’ve observed office conflicts

that flow from generational differences, according to the Society for Human Resource

Management.” CNNMoney.com

“When organizations create a space where the strengths of each generation can flourish and are aligned with the vision/mission, they meet with

success beyond comprehension.” Misti Burmeister

Generational RoleplayGenerational Roleplay

Scenario: Your CEO has just informed you that your department must cut 25% of your budget in order to balance for the year. How will you come up with a plan and present that to your staff?

Matures, Veterans, Greatest Matures, Veterans, Greatest GenerationGeneration 1922-1943

Core Values: dedication, conformity, follows rules, respect, patience, duty before pleasure, honor in their profession

Assets: Stable, detail oriented, thorough, loyal, hard working

Liabilities: Inept with ambiguity and change, reluctant to buck the system, uncomfortable with conflict, reticent when they disagree.

Baby BoomersBaby Boomers 1943-1960

Core Values: Optimism, team orientation, personal growth, involvement in profession

Assets: Team player, willing to do what’s necessary to get the job done, great relationship builder and team player

Liabilities: Spenders, uncomfortable going against peers or dealing with conflict, less willing to give feedback and sensitive toward receiving feedback.

Generation XGeneration X 1960-1980

Core Values: Diversity, thinking globally, balance, informality, self-reliance in their profession

Assets: Adaptable, technoliterate, independent, uninitiated by authority, creative

Liabilities: Impatient, caught in the middle, inexperienced, cynical

Generation Y, Millenials, Eco-Generation Y, Millenials, Eco-BoomersBoomers 1980-2000

Core Values: Optimism, civic minded, inclusive, achievement oriented, confidence, sociability, morality, diversity in profession

Assets: Sociable, optimistic, talented, well-educated, collaborative, open-minded, positive attitude and achievement-oriented

Liabilities: Distaste for “menial” work, poor people skills, impatience, need for structure and supervision, inexperience, confidence

Tips for Success!Tips for Success!

• Managing up!• Regular communication (e-mail, staff/team

meetings)• Get and give constant feedback • Celebrating success (award nominations, peer

awards, etc.)• Good Show! Bad Show!• Making effective evaluation part of culture• Fish Philosophy - Have Fun!

Setting Goals: the follow Setting Goals: the follow up!up!

Sarah RedingV.P. of Conservation Stewardship

sreding@naturecenter.orgJenn Wright

V.P. of Educationjwright@naturecenter.org

Thank you!Thank you!