1. 1 South Okanagan Similkameen Volunteer Centre Pilot for Shared HR Services for Rural Social Service Non Profits

2. 2 Agenda-Oct 12 Survey Results HR Management in Perspective Where to start? –Best Practices-Standards –Other Comments: Communications Work plan

3. 3 How many staff do you have? 13 organizations surveyed 108 employees Range: 3-30

4. 4 Staff Classifications 10 organizations 9 organizations 4 organizations 5 organizations 55% 35% 10% of total employees

5. 5 Time 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)

6. 6 66.7% 33.3%

7. 7 53.8% 46.2%

8. 8 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

9. 9 100% 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

10. 10 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?

11. 11 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)

12. 12 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

13. 13 HR 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)

14. 14 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.

15. 15 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)

16. 16 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

17. 17 Other Survey Comments Communications. 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.

18. 18 Protecting the Best Interests of the Society Communications Policies and Procedures Code of Conduct (Staff and volunteers) Prosecution and Restitution Policies and Procedures Disciplinary and Termination Policies and Procedures Safety and Security Policies and Procedures Preventative measures for protecting the best interests of the Society

19. 19 Code of Conduct (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

20. 20 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 Policies and Procedures

21. 21 Protecting confidential information Protecting staff and volunteers from abusive behaviors and harmful situations Ensuring staff follows safety and security policies and procedures Safety and Security Policies and Procedures

22. 22 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 Termination Policies and Procedures

23. 23 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 Policies and Procedures

24. 24 South Okanagan Similkameen Volunteer Centre Virtual Office: www.volunteercentre.infowww.volunteercentre.info Toll Free Number: 1-877-364-2365 Resource Centres Penticton - 696 Main Street Oliver 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