Creating/Keeping a Great Life Saving

Team

Creating and Keeping a Great Life Saving Team

Mission/Strategy

Looking for a New Employee or Volunteer: Job Descriptions, Interview and Hiring

Onboarding New Volunteers/Staff Members

Performance Management and Development

Continuing Education

People Need Enrichment, Too

3

Keeping the Team

For Starters – What is Your Big Picture?

What is Your Mission?

Do You Have a Strategic Plan?

What Are Your Strategies to Accomplish Your Mission/ Strategic Plan?

Strategies vs. Tactics- Strategy: What we need to do to get what

we want.

- Tactics: What are the specific actions (programs, projects, initiatives, campaigns, events, etc.) that your division will take to implement its strategies? (These action statements should describe what, why, how, who, when, where and how much.)

Building the Team

Your team and what positions

you have, be it staff or

volunteers, are all tactics to achieve your goals!

Building the TeamJob Descriptions:

Know what duties you are looking to be handled:

-What type of competencies are required for this position?

Understand what values you require in a new employee

Make this process a priority!

Decide where you want to look

Building the TeamJob Descriptions:

• List only primary responsibilities (what they need to do on a regular basis) for benefit of new applicant and hired staff/volunteer:• Let other duties as assigned catch the rest.

• Make sure you communicate requirements that fit the need of your organization and the position hired:– If needed for nights and weekends, put it

on there– If it is manual labor heavy, put it on

there, etc.

• The Job Description should always be a reference point/priority tool for what someone should be doing day to day.

Building the TeamInterview Process:

- What is your process?- It should be a priority- Screen for the basics over the phone

first for time purposes- Single or panel interviews, what is the

difference?- Working interviews- Questions

- Make sure they reflect competencies of the job

- Ensure they reflect your values for an employee

- Same questions for applicants applying for the same jobs

- Illegal vs. legal- Let them ask questions

Building the TeamInterview Process:- Roles:

- Who is doing the interviews?

- Who is the decision maker?

- Do I need others involved?

- What is the role of the others?

- Managing expectations

Building the Team

Building accountability for interviewer and interview team, along with the interviewee,

through the process is a win/win

Keeping the Team

Onboarding Process:- Good orientation on the group/organization for

employee or volunteer coming on board:- How do they fit into the mission?- What are the group or the organization’s core

values?- Review of key handbook points for those who

have staff or key areas of need for volunteer leader:- Places where other staff may have struggled- Code of conduct/pet peeves for groups- Pay frequencies and time off for staff

- Review JD and perform performance objectives

13

Keeping the Team

Keeping the Team: Setting Performance Objectives – Why Is It So Important?

• Drives individual employee results toward the achievement of mission

• Sets/clarifies expectations for performance• Enables organization to achieve our

strategy

• Specific

•Measurable

• Achievable

• Relevant

• Time-bound

Organizational StrategicObjectives

Division/Department Objectives

Individual Performance Objectives

Keeping the Team: Communication - RACI and Project Management

RACI Charts help a project team be more effective or projects that may, for example, be part of the tactics of how we implement our strategies. RACI stands for:• R = Responsible - main person who is

responsible for getting the project outcome achieved

• A = Accountable - person who is ultimately answerable for the proper and complete achievement of the project outcome

• C = Consulted - the people whose input is sought

• I = Informed - the people who are kept up-to-date on the status of the project

Keeping the Team: Performance Management - Reviews

Reviews are important for the organization and staff when built around communication, expectations and accountability

1. List the Primary Responsibilities, Performance Objectives and Measures of Success agreed upon at the beginning of the review period.

2. Summarize WHAT the employee accomplished against (a) Performance Objectives & (b) Primary Job Responsibilities. Consider:– Results attained versus expectations– Contributions made– Value added results– Results that went beyond expectations or fell below

expectations– Quantifiable results– Account for results over the entire period– Use your STAR documentation

3. Determine a rating for each section by comparing what the employee accomplished vs. the Measures of Success.

Keeping the Team: Performance Management - Performance Documentation

• Good?– Specific, factual, clear, objective, quantitative, behaviors exhibited,

actions taken, results achieved or not achieved• Poor?

– Broad, ambiguous, vague, feelings, subjective, easily misinterpreted

• STAR Technique:– Situation– Task– Action– Result

• Capture both Results and Behavior in your documentation

Keeping the Team: Mid- Year Review

• This is an informal discussion about performance (year to date) between the employee and their manager

• To ensure employee feedback is given and there are ‘no surprises’ at year end

• Mid-Cycle Review:– Brief review done in July– Use section in Objectives Form to

summarize notes– No final rating given

Keeping the Team: Continuing Education

• Conferences• Certifications• Workshops• Idea exchanges• ClassesWhat is the benefit?

Continuing Education: People Enrichment

Employee/Volunteer Enrichment will attract, retain and motivate your team

• Hackman and Oldham identified five factors of job design that typically contribute to people's enjoyment of a job:– Skill Variety – Increasing the number of skills that individuals use

while performing work.

– Task Identity – Enabling people to perform a job from start to finish.

– Task Significance – Providing work that has a direct impact on the organization or its stakeholders.

– Autonomy – Increasing the degree of decision making, and the freedom to choose how and when work is done.

– Feedback – Increasing the amount of recognition for doing a job well, and communicate the results of people's work.

• Talk about the tough things and keep up the communication: social media outbursts, pets we have lost

• Staff and volunteer events/parties

Marc Peralta Executive Director

Best Friends Animal Society -Los Angelesmarcp@bestfriends.org

Questions?