Your SlideShare is downloading. ×
ENTR4800 Class 6 (Part 1): Operations and HR Considerations for Social Enterprise
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

ENTR4800 Class 6 (Part 1): Operations and HR Considerations for Social Enterprise

915
views

Published on

Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise? …

Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?

Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?

http://www.socialentrepreneurship.ca/entr4800

Published in: Business

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
915
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
28
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. ENTR 4800: Social Entrepreneurship Class 6 (Part 1): Operational and HR Considerations Monday, October 25, 2010 1 Instructors: Norm Tasevski (norm@socialentrepreneurship.ca) Karim Harji (karim@socialentrepreneurship.ca)
  • 2. © Norm Tasevski & Karim Harji
  • 3. © Norm Tasevski & Karim Harji Agenda •  Greyston Bakery •  What did we learn – Last Week? •  “Live Case” - Christine Ho (Well of Change) •  HR Considerations •  Operational Considerations •  Part 2 – Legal Considerations (other slide deck) 3
  • 4. © Norm Tasevski & Karim Harji Last Week – What did we learn? 4
  • 5. © Norm Tasevski & Karim Harji Well of Change – Christine Ho 5
  • 6. HR Considerations… 6
  • 7. © Norm Tasevski & Karim Harji Where does HR Fit? 77
  • 8. © Norm Tasevski & Karim Harji A Caveat… Think of your HR from the perspective of “running a business”, not “running a charity” 8
  • 9. © Norm Tasevski & Karim Harji A Second Caveat… Your HR Strategy must align with your business model and align with organizational values 9
  • 10. What if you were a… 10 Product-based, for-profit Social Business…! “Purpose-built”, non-profit Social Enterprise…! “Fee-for-service” Social Business…! “Virtual” Platform…!
  • 11. © Norm Tasevski & Karim Harji What If you were a…. Product-based social business! •  Types of Employees? •  Volunteers? •  HR/volunteer management? 11
  • 12. © Norm Tasevski & Karim Harji What If you were a…. Purpose-built social enterprise?! 12 •  Types of Employees? •  Volunteers? •  HR/volunteer management?
  • 13. © Norm Tasevski & Karim Harji What If you were a…. Fee-for-service Social Business? ! 13 •  Types of Employees? •  Volunteers? •  HR/volunteer management?
  • 14. © Norm Tasevski & Karim Harji What If you were a…. Virtual platform? ! 14 •  Types of Employees? •  Volunteers? •  HR/volunteer management?
  • 15. © Norm Tasevski & Karim Harji Other HR Considerations… •  Who/what do you need? •  How do you find the right people? •  How do you define what they do? •  How (and from where) do you pay them? 15
  • 16. © Norm Tasevski & Karim Harji 16 Exercise: What HR Strategy makes sense for…!
  • 17. © Norm Tasevski & Karim Harji 17 Exercise: What HR Strategy makes sense for…! Your venture???!
  • 18. © Norm Tasevski & Karim Harji 18
  • 19. © Norm Tasevski & Karim Harji Balancing Financial and Social Tensions •  “Social cost” •  Business acumen •  Two missions – may lead to confusion/conflict 19
  • 20. © Norm Tasevski & Karim Harji Governance and Decision Making Board of Directors •  Defining structure, roles, desired competencies •  Governance principles; identifying accountabilities •  Recruitment of members (tied to skill sets required) •  Relationship between management and Board •  Relationship with investors or funders •  Relationship with other stakeholders •  Managing tension between financial and social objectives and activities Management •  Responsibilities and accountability for each position •  Skills gaps and how will they be addressed •  Will staffing needs change as the enterprise grows? 20
  • 21. © Norm Tasevski & Karim Harji Summary: Key Questions •  Who will manage the business? •  How do you plan to staff the venture? •  Will staff require special training or accreditation? •  Will the non-profit’s clients be hired? If so, are there any special accommodations that will require additional staff or other resources? •  Will staff work on contract, for honoraria, or on a permanent basis? •  Do you have a person with business experience and/or training on staff and how will that person be utilized? •  Does the staffing plan match your operational needs and revenue growth projections? •  How will the staffing needs change as the enterprise grows? •  Are any of the positions transitional by design? If so, how will the high turnover rates be accounted for in the enterprise? •  How easy will it be to attract qualified staff with anticipated working conditions and salaries? •  What is the organizational chart? What is the accountability of each staff member? Source: http://www.enterprisingnonprofits.ca/sites/www.enterprisingnonprofits.ca/files/uploads/SEGUIDE_Web_Chapter_Five.pdf 21
  • 22. Operational Considerations… 22
  • 23. © Norm Tasevski & Karim Harji How do you… Operationalize your Value Proposition?! 23 Your venture???! ???!
  • 24. © Norm Tasevski & Karim Harji How do you… Operationalize your “Customer” function?! 24 Your venture???! ???!
  • 25. © Norm Tasevski & Karim Harji How do you… Operationalize your Channels?! 25 Your venture???! ???!
  • 26. © Norm Tasevski & Karim Harji How do you… Operationalize your “Relationships” function?! 26 Your venture???! ???!
  • 27. © Norm Tasevski & Karim Harji How do you… Operationalize your Key Resources?! 27 Your venture???! ???!
  • 28. © Norm Tasevski & Karim Harji How do you… Operationalize your Key Activities?! 28 Your venture???! ???!
  • 29. © Norm Tasevski & Karim Harji How do you… Operationalize your Partner Development?! 29 Your venture???! ???!
  • 30. © Norm Tasevski & Karim Harji 30
  • 31. © Norm Tasevski & Karim Harji Balancing Financial and Social Tensions •  “Social cost” •  Business acumen •  Two missions – may lead to confusion/conflict 31
  • 32. © Norm Tasevski & Karim Harji Summary: Key Questions •  How will you operationalize each segment of the business model? •  How will you ensure that you adequately understand and capture your considerations and assumptions? 32
  • 33. © Norm Tasevski & Karim Harji Appendix: MaRS workbooks 1. Building an A-Team •  What values do you seek in new hires? •  As the company grows, what new hires will you need and when? •  What skills do successful employees at your company require? •  What qualities do your employees need to make them excellent? •  How should you screen and interview to find the best candidates? •  How do you make an official offer of employment? 2. Compensation •  What forms of compensation are most effective for a start-up? •  How do I structure my employee stock option plan? •  What benefits am I legally required to provide and how much will they cost? •  How do I build a realistic and comprehensive HR budget? 3. HR at Work •  How do I effectively bring new people on board? •  How do I establish and conduct performance reviews? •  What are the essential HR policies and procedures I need to have in place? •  How do I create an effective employee handbook? 33
  • 34. Break 34