An Introduction to the HR Council’s HR Management Standards for Nonprofits Module 3 Standard Area 3: Managing People and their Work (Part 1)

Agenda Warm-up & Introductions Homework Review Background: Standard Area 3: Managing People & Their Work Assessment Standards 3.1 – 3.3 Check In Wrap-up & Evaluation

Managing People & Their Work Learning Objectives Participants will: Understand how managing people and their work contribute to their organization’s success in achieving their mission Know the key elements of Standard Area 3: Managing People and their Work Be aware of resources that can assist them in implementing this Standard Be able to identify next steps they must take to achieve this Standard

Standard Area 3: Managing People & Their Work How you Manage People & Their Work impacts your organization’s ability to Keep the Right People It involves relationship-building, compensation (direct & indirect rewards and benefits), employee retention and what to do when people leave.

Standard Area 3: Managing People & Their Work Online Resources to support implementation of this Standard: HR Management Standards HR ToolkitHR Toolkit: Keeping the Right People – provides resources needed to support Standards 3.2 to 3.5 Compensation and Benefits – provides resources to support Standard 3.6

Assessment Standard Area 3: Managing people and their work Don’t know Does not meet Needs work Fully meets 3.1 All new employees are oriented to the position and to the organization. 3.2 Managers and supervisors with responsibility for managing the efforts of others are provided with appropriate learning opportunities to develop their supervisory skills. 3.3 All employees have a work plan/performance objectives that identify the tasks/activities and expected results for future performance.

Standard 3.1: All new employees are oriented to the position and to the organization Orientation is a process for introducing new employees to the organization, its mission, its activities and programs as well as their jobs.

The purpose of orientation is to: Make the new employee feel welcome Reduce the anxiety of the new employee Socialize the new employee to the values and desirable behaviours of the organization Help the new employee be successful in his/her job Enable the new employee to quickly become productive Start building the relationship between the employee and the supervisor

Basic orientation may include information on: HR management policies Employee benefits and any documentation explaining benefits The organization’s mission The governing, management & reporting structures The funding structure The organization’s programs and services Expectations of the position over 3 months, 6 months, and 1 year later Resources available to support the position Respective roles and responsibilities of volunteers and staff

Standard 3.2: Managers and supervisors with the responsibility for managing the efforts of others are provided with appropriate learning opportunities to develop their supervisory skills

Standard 3.3: All employees have work plan/performance objectives that identify the tasks/activities and expected results for future performance

SMART Performance Objectives In terms of performance objectives, it is important that they be clear to both the employee and supervisor. Using SMART goals can help set objectives and define indicators that are clear to everyone. SMART goals are: SpecificSpecify clearly what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished. MeasurableAsk questions such as: How much? How many? How will I know when it is accomplished? Multiple measures should be used if possible, for example, quantity, quality, time frame, cost. AttainableAssure there is a reasonable path to achievement and feasible odds that you will get there. RealisticThe objective needs should match the level of complexity with the employee’s experience and capability and no insurmountable forces outside of the control of the employee should hinder its accomplishment. Time-boundBe clear about the time frame in which performance objectives are to be achieved. In most cases, objectives are to be completed by the end of the performance review period.

Homework: Option 1: Evaluate (or draft) your organization’s orientation process against the suggestions and ideas within the HR Toolkit. Where is it strong? Where is it weak? What options exist for improvement? OR Option 2: Draft SMART performance objectives for a role within your organization taking into consideration the recommendations and ideas within the HR Toolkit.

Zoom! What’s one thing you’ve learned; No repeats!

Evaluation Before you leave, please complete the evaluation accessible at:

Checking In… In your group, assign a note taker to document the conversation. Discuss, What’s Working? What’s NOT Working? Suggestions for Improvement 15 minutes TIMEKEEPER: ________________