Creating/Keeping a Great Life Saving Team

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Presented at the American Pets Alive No-Kill Conference 2014.

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  • Creating/Keeping a Great Life Saving Team

    1. 1. Creating/Keeping a Great Life Saving Team
    2. 2. 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. 3. 3 Keeping the Team
    4. 4. 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?
    5. 5. 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.)
    6. 6. Building the Team Your team and what positions you have, be it staff or volunteers, are all tactics to achieve your goals!
    7. 7. Building the Team Job 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 Makethis process a priority! Decide where you want to look
    8. 8. Building the Team Job 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.
    9. 9. Building the Team Interview 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
    10. 10. Building the Team Interview 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
    11. 11. Building the Team Building accountability for interviewer and interview team, along with the interviewee, through the process is a win/win
    12. 12. 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. 13. 13 Keeping the Team
    14. 14. 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 Strategic Objectives Division/Department Objectives Individual Performance Objectives
    15. 15. 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
    16. 16. 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.
    17. 17. 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
    18. 18. 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
    19. 19. Keeping the Team: Continuing Education • Conferences • Certifications • Workshops • Idea exchanges • Classes What is the benefit?
    20. 20. 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
    21. 21. Marc Peralta Executive Director Best Friends Animal Society -Los Angeles marcp@bestfriends.org Questions?

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