The document discusses mobilizing volunteers at ministry offices to support reaching more people for Christ. It proposes a 5-stage process for volunteer involvement: see, agree, equip, serve, and thank. Volunteers would fill roles like Cru partners, highly skilled partners, Cru affiliates, or associate staff. Cru partners would commit 3+ hours per week and complete a simple application. Highly skilled partners would commit long-term using specialized skills. Cru affiliates would lead missional or operational teams. The goal is to design systems to build lifelong relationships with volunteers as their roles change over time.
Engagement is key to member loyalty and volunteering is the stickiest form of engagement - so lets optimize volunteer opportunity in your association through #VolunteerLove. Tips and ideas. Samples.
Engagement is key to member loyalty and volunteering is the stickiest form of engagement - so lets optimize volunteer opportunity in your association through #VolunteerLove. Tips and ideas. Samples.
How to size up your Reward and Recognition Budget | Xexecxexec_corporate
As we move towards the end of the year many organisations are in the process of planning their Reward and Recognition (R&R) budgets for next year though this can be a challenging thing to do. In this slideshare presentation (and accompanying webinar), find out how to build a business case, set your budget, manage budgets within a platform, and learn what to do when you run out of budget - plus a lot more! Watch the webinar here: http://bit.ly/2kb1Q1f
The “Four Quadrant” Theory of Organizational Reward and RecognitionSonya Sullins
The "Four Quadrant Theory" is an easy way to visualize the different types of recognition and reward an organization must provide. Use this graph to discover your areas of strength and weakness and to build your R&R Strategy.
Program Improvement Tool: What we've learned so far.VolunteerMatch
Over 250 hunger-fighting organizations have used the Program Improvement Tool to evaluate their volunteer engagement programs. Come hear about what we've learned about the tool, the organizations that have used it, and the benchmarks that we're developing.
If you haven't yet explored the tool you can find it here http://causes.volunteermatch.org/hungerservice This tool was developed for hunger-fighting nonprofits by VolunteerMatch in partnership with ConAgra Foods Foundation.
What You'll Learn:
Aggregate information on the hunger-fighting organizations that have used the tool so far.
Trends in volunteer managment and volunteer engagement in hunger-fighting organizations.
Benchmarks that can be developed based on initial information gathered by the tool.
The slides from Steve and Helen's presentation on their book about developing Individual Service Funds in residential care. There is also a short version with a voice over available - contact claire@helensandersonassociates.co.uk if you want a copy or to have a download of this presentation.
Writing Accurate and Useful Position DescriptionsVolunteerMatch
A good position description can make the recruitment and placement of volunteers so much easier, but this foundation component of a program is often overlooked or put into a folder and never used.
This webinar will start with the basics of what should be included in a position description and will help you create or update position descriptions for all of your volunteer opportunities.
Once those position descriptions are created – use them! Learn how accurate and up-to-date position descriptions can help you recruit and train volunteers, and how they can help with retention and the development of leadership positions within your volunteer engagement program.
We help Camden better:
Deliver its priorities in a way that is inclusive, outcome-focused and participative
Anticipate & respond to new strategic challenges & opportunities
Work collaboratively to deliver and embed change around Camden 2025 outcomes
We do this through better:
Prioritising what role we are best placed to play in supporting & leading change
Brokering support across Corporate Services and beyond to deliver priorities
Using the levers the council and our partners have to deliver change
Harnessing our different skills, knowledge & experiences to deliver change
Mobilising our partners & communities to tackle Camden 2025 challenges
As nonprofits consider the problem of program sustainability and capacity building; volunteers are a part of the answer. Effective organizations seek to engage volunteers in a variety of roles and responsibilities. This presentation provides information organizations can use as they seek to implement a volunteer program. This information will be helpful for organizations with current programs as ongoing review and revision is a part of effective volunteer management.
Time-Saving Templates: Where Grant Writing, Time, & Money MeetBloomerang
https://bloomerang.co/resources/webinars/
Amanda Pearce will break down the narrative portion of grant proposals and teach you how to create a stellar template that you can use time and time again.
Time to Fill Process Steps 6 - 8Step 6 Placement -- Offer deTakishaPeck109
Time to Fill: Process Steps 6 - 8
Step 6: Placement -- Offer development, offer negotiation, offer acceptance.
· What is the Job offer creation process?
· Who is the final hiring decision-maker?
· What flexibility does the firm exercise in job offer negotiation?
· What are the elements included in the Offer letter?
· How are rejected candidates managed?
· What type of “ghosting” (offer extended, accepted – but employee fails to report or leaves with no notice shortly after starting.
· How does the firm measure offer acceptance rates?
· What are the Process steps?
· What are the associated sub-process costs? Cycle times?
Step 7: Onboarding -- Process of completing new hire employment related paperwork; issuing ID, workspace, technology, email & company contact information. Includes introducing new employees to with their new job, co-workers, work policies, practices, procedures.
· What is the firm’s Orientation process (what is involved? Who is involved/responsible? What is length of orientation? What content is covered during orientation?)
· What is the firm’s On-boarding process (what is involved? Who is involved/responsible? What is length of orientation? What content is covered during orientation?)
· How has the firm invested in the new employee socialization process (what is involved? Who is involved/responsible? What is length of socialization? What content is covered during socialization?)
· What are the Process steps?
· What are the associated sub-process costs? Cycle times?
Step 8: Retention -- Strategies for preserving key contributors (e.g., high performers; hard-to-fill positions)
· What does the firm do to retain employees (stay interviews; retention incentives)?
· What is the firm’s turnover rate (voluntary; involuntary) for the target position? How does this compare to the firm’s overall turnover rate?
Here is that executive role.
It’s a search for an executive with corporate social responsibility and the person who would lead up a company’s philanthropic efforts – Vice President of Corporate Social Responsibility and Philanthropy.
Oversees the development, socialization, and ongoing management of enterprise Corporate Social Responsibility (CSR) program. Leads a team that directs philanthropic investments to support corporate signature causes and strengthen local communities while helping to activate employee engagement, drive operational efficiencies, and elevate stakeholder engagement and connectivity; in so doing, reinforcing the authenticity of the brand. Provides strategic counsel and executive communication support to define and achieve a vision for corporate citizenship and social impact, oversight of enterprise philanthropic investment policies, processes, and related governance, and ensures high standards of compliance and risk management associated with philanthropic investments as well as national and local civic engagement and collaboration. Serves as an officer of foundation, represents the brand with humi ...
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
How to size up your Reward and Recognition Budget | Xexecxexec_corporate
As we move towards the end of the year many organisations are in the process of planning their Reward and Recognition (R&R) budgets for next year though this can be a challenging thing to do. In this slideshare presentation (and accompanying webinar), find out how to build a business case, set your budget, manage budgets within a platform, and learn what to do when you run out of budget - plus a lot more! Watch the webinar here: http://bit.ly/2kb1Q1f
The “Four Quadrant” Theory of Organizational Reward and RecognitionSonya Sullins
The "Four Quadrant Theory" is an easy way to visualize the different types of recognition and reward an organization must provide. Use this graph to discover your areas of strength and weakness and to build your R&R Strategy.
Program Improvement Tool: What we've learned so far.VolunteerMatch
Over 250 hunger-fighting organizations have used the Program Improvement Tool to evaluate their volunteer engagement programs. Come hear about what we've learned about the tool, the organizations that have used it, and the benchmarks that we're developing.
If you haven't yet explored the tool you can find it here http://causes.volunteermatch.org/hungerservice This tool was developed for hunger-fighting nonprofits by VolunteerMatch in partnership with ConAgra Foods Foundation.
What You'll Learn:
Aggregate information on the hunger-fighting organizations that have used the tool so far.
Trends in volunteer managment and volunteer engagement in hunger-fighting organizations.
Benchmarks that can be developed based on initial information gathered by the tool.
The slides from Steve and Helen's presentation on their book about developing Individual Service Funds in residential care. There is also a short version with a voice over available - contact claire@helensandersonassociates.co.uk if you want a copy or to have a download of this presentation.
Writing Accurate and Useful Position DescriptionsVolunteerMatch
A good position description can make the recruitment and placement of volunteers so much easier, but this foundation component of a program is often overlooked or put into a folder and never used.
This webinar will start with the basics of what should be included in a position description and will help you create or update position descriptions for all of your volunteer opportunities.
Once those position descriptions are created – use them! Learn how accurate and up-to-date position descriptions can help you recruit and train volunteers, and how they can help with retention and the development of leadership positions within your volunteer engagement program.
We help Camden better:
Deliver its priorities in a way that is inclusive, outcome-focused and participative
Anticipate & respond to new strategic challenges & opportunities
Work collaboratively to deliver and embed change around Camden 2025 outcomes
We do this through better:
Prioritising what role we are best placed to play in supporting & leading change
Brokering support across Corporate Services and beyond to deliver priorities
Using the levers the council and our partners have to deliver change
Harnessing our different skills, knowledge & experiences to deliver change
Mobilising our partners & communities to tackle Camden 2025 challenges
As nonprofits consider the problem of program sustainability and capacity building; volunteers are a part of the answer. Effective organizations seek to engage volunteers in a variety of roles and responsibilities. This presentation provides information organizations can use as they seek to implement a volunteer program. This information will be helpful for organizations with current programs as ongoing review and revision is a part of effective volunteer management.
Time-Saving Templates: Where Grant Writing, Time, & Money MeetBloomerang
https://bloomerang.co/resources/webinars/
Amanda Pearce will break down the narrative portion of grant proposals and teach you how to create a stellar template that you can use time and time again.
Time to Fill Process Steps 6 - 8Step 6 Placement -- Offer deTakishaPeck109
Time to Fill: Process Steps 6 - 8
Step 6: Placement -- Offer development, offer negotiation, offer acceptance.
· What is the Job offer creation process?
· Who is the final hiring decision-maker?
· What flexibility does the firm exercise in job offer negotiation?
· What are the elements included in the Offer letter?
· How are rejected candidates managed?
· What type of “ghosting” (offer extended, accepted – but employee fails to report or leaves with no notice shortly after starting.
· How does the firm measure offer acceptance rates?
· What are the Process steps?
· What are the associated sub-process costs? Cycle times?
Step 7: Onboarding -- Process of completing new hire employment related paperwork; issuing ID, workspace, technology, email & company contact information. Includes introducing new employees to with their new job, co-workers, work policies, practices, procedures.
· What is the firm’s Orientation process (what is involved? Who is involved/responsible? What is length of orientation? What content is covered during orientation?)
· What is the firm’s On-boarding process (what is involved? Who is involved/responsible? What is length of orientation? What content is covered during orientation?)
· How has the firm invested in the new employee socialization process (what is involved? Who is involved/responsible? What is length of socialization? What content is covered during socialization?)
· What are the Process steps?
· What are the associated sub-process costs? Cycle times?
Step 8: Retention -- Strategies for preserving key contributors (e.g., high performers; hard-to-fill positions)
· What does the firm do to retain employees (stay interviews; retention incentives)?
· What is the firm’s turnover rate (voluntary; involuntary) for the target position? How does this compare to the firm’s overall turnover rate?
Here is that executive role.
It’s a search for an executive with corporate social responsibility and the person who would lead up a company’s philanthropic efforts – Vice President of Corporate Social Responsibility and Philanthropy.
Oversees the development, socialization, and ongoing management of enterprise Corporate Social Responsibility (CSR) program. Leads a team that directs philanthropic investments to support corporate signature causes and strengthen local communities while helping to activate employee engagement, drive operational efficiencies, and elevate stakeholder engagement and connectivity; in so doing, reinforcing the authenticity of the brand. Provides strategic counsel and executive communication support to define and achieve a vision for corporate citizenship and social impact, oversight of enterprise philanthropic investment policies, processes, and related governance, and ensures high standards of compliance and risk management associated with philanthropic investments as well as national and local civic engagement and collaboration. Serves as an officer of foundation, represents the brand with humi ...
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
Engage, Communicate & Act: Getting the most from your TeamSean Fletcher
This whitepaper provides an overview of the Engagement Diamond and the Cycle of Engagement as the key mechanisms to engage, communicate and act to get more from your team, branch, department, organisation or board
The Good News, newsletter for June 2024 is hereNoHo FUMC
Our monthly newsletter is available to read online. We hope you will join us each Sunday in person for our worship service. Make sure to subscribe and follow us on YouTube and social media.
Exploring the Mindfulness Understanding Its Benefits.pptxMartaLoveguard
Slide 1: Title: Exploring the Mindfulness: Understanding Its Benefits
Slide 2: Introduction to Mindfulness
Mindfulness, defined as the conscious, non-judgmental observation of the present moment, has deep roots in Buddhist meditation practice but has gained significant popularity in the Western world in recent years. In today's society, filled with distractions and constant stimuli, mindfulness offers a valuable tool for regaining inner peace and reconnecting with our true selves. By cultivating mindfulness, we can develop a heightened awareness of our thoughts, feelings, and surroundings, leading to a greater sense of clarity and presence in our daily lives.
Slide 3: Benefits of Mindfulness for Mental Well-being
Practicing mindfulness can help reduce stress and anxiety levels, improving overall quality of life.
Mindfulness increases awareness of our emotions and teaches us to manage them better, leading to improved mood.
Regular mindfulness practice can improve our ability to concentrate and focus our attention on the present moment.
Slide 4: Benefits of Mindfulness for Physical Health
Research has shown that practicing mindfulness can contribute to lowering blood pressure, which is beneficial for heart health.
Regular meditation and mindfulness practice can strengthen the immune system, aiding the body in fighting infections.
Mindfulness may help reduce the risk of chronic diseases such as type 2 diabetes and obesity by reducing stress and improving overall lifestyle habits.
Slide 5: Impact of Mindfulness on Relationships
Mindfulness can help us better understand others and improve communication, leading to healthier relationships.
By focusing on the present moment and being fully attentive, mindfulness helps build stronger and more authentic connections with others.
Mindfulness teaches us how to be present for others in difficult times, leading to increased compassion and understanding.
Slide 6: Mindfulness Techniques and Practices
Focusing on the breath and mindful breathing can be a simple way to enter a state of mindfulness.
Body scan meditation involves focusing on different parts of the body, paying attention to any sensations and feelings.
Practicing mindful walking and eating involves consciously focusing on each step or bite, with full attention to sensory experiences.
Slide 7: Incorporating Mindfulness into Daily Life
You can practice mindfulness in everyday activities such as washing dishes or taking a walk in the park.
Adding mindfulness practice to daily routines can help increase awareness and presence.
Mindfulness helps us become more aware of our needs and better manage our time, leading to balance and harmony in life.
Slide 8: Summary: Embracing Mindfulness for Full Living
Mindfulness can bring numerous benefits for physical and mental health.
Regular mindfulness practice can help achieve a fuller and more satisfying life.
Mindfulness has the power to change our perspective and way of perceiving the world, leading to deeper se
In Jude 17-23 Jude shifts from piling up examples of false teachers from the Old Testament to a series of practical exhortations that flow from apostolic instruction. He preserves for us what may well have been part of the apostolic catechism for the first generation of Christ-followers. In these instructions Jude exhorts the believer to deal with 3 different groups of people: scoffers who are "devoid of the Spirit", believers who have come under the influence of scoffers and believers who are so entrenched in false teaching that they need rescue and pose some real spiritual risk for the rescuer. In all of this Jude emphasizes Jesus' call to rescue straying sheep, leaving the 99 safely behind and pursuing the 1.
2 Peter 3: Because some scriptures are hard to understand and some will force them to say things God never intended, Peter warns us to take care.
https://youtu.be/nV4kGHFsEHw
Why is this So? ~ Do Seek to KNOW (English & Chinese).pptxOH TEIK BIN
A PowerPoint Presentation based on the Dhamma teaching of Kamma-Vipaka (Intentional Actions-Ripening Effects).
A Presentation for developing morality, concentration and wisdom and to spur us to practice the Dhamma diligently.
The texts are in English and Chinese.
The Book of Joshua is the sixth book in the Hebrew Bible and the Old Testament, and is the first book of the Deuteronomistic history, the story of Israel from the conquest of Canaan to the Babylonian exile.
The Chakra System in our body - A Portal to Interdimensional Consciousness.pptxBharat Technology
each chakra is studied in greater detail, several steps have been included to
strengthen your personal intention to open each chakra more fully. These are designed
to draw forth the highest benefit for your spiritual growth.
Discover various methods for clearing negative entities from your space and spirit, including energy clearing techniques, spiritual rituals, and professional assistance. Gain practical knowledge on how to implement these techniques to restore peace and harmony. For more information visit here: https://www.reikihealingdistance.com/negative-entity-removal/
2. The vision of our movement
has always been to see the world reached to the
glory of God. Mobilizing hundreds of volunteer
laborers at ministry offices will support the
acceleration of building movements everywhere
so that the world is reached for Christ.
– We’ve always used volunteers; it fits our values
– The mission compels us to enlist more laborers
– The RMO missionary model is not sufficient for the
need
– We have an incredible opportunity to enlist and
empower hundreds of volunteers to support
reaching millions of people
3. A volunteer is one who serves with us
without pay to build movements
– Cru provides a
• Selection process
• Equipping in ministry (Training)
• A team (or distance coaching relationship) that provides an environment for
– Spiritual growth
– Feedback
– Ongoing equipping
– Accountability
– Encouragement
– The volunteer and team benefit from
• Cru organizational support
• Credibility
• Training
• Leadership
• Teamwork
• Coaching
– This person is not paid, but may choose to raise funds to reimburse ministry
expenses, in certain situations.
Note: We believe that students will serve as “volunteer” leaders in our movements,
but we are not including them in this proposal because we are not expecting them
to fill our applications to work with us as student leaders. Although this process
may mirror much of what we do with students, we are not including them in this
proposal.
4. Stages of Volunteer Involvement
• Following is a 5 stage process through which a
volunteer might progress in their relationship
with Cru, and Cru with a volunteer. Volunteers
can bring a lot to a team, but the currency
most often traded in the volunteer world is that
of vision, relationships, and contribution
(making a difference by doing something I
believe in). Because of that, each of the
following steps is important in preparing for the
contribution a volunteer will make with a team.
5. See – a potential volunteer hears about Cru’s
vision, sees the ministry in action, and meets a
team(s) who already work with Cru. This is
typically a local/relational process but may also
include connecting with a ministry leader who could
coach them remotely, and therefore the initial “see”
experience may happen in a different way. In this
step, the two are getting to know one another.
Before taking the next step, the person and the Cru
leader should know at the end of this “seeing”
period that both believe working together is
something they believe God is leading them toward.
*Note: Do not skip this step. The potential volunteer needs to know God is
leading them to work with us, and the local team needs to know they want to
work with this person, and that the person will be faithful.
6. Agree – a potential volunteer and Cru decide they want to work
together.
Components of a standardized process are:
1. An application (application, references, interview, statement of
faith, moral/behavior questions, background check request form
(as needed), volunteer service agreement). The application
would then be approved, or not.
2. An approved volunteer is entered into Cru’s system, which gives
them a relay account for in-house ministry communications, an
account for reimbursing ministry expenses (as needed), ability to
have a onecard (as needed), access to training, and access to
ePerformance/development/feedback tools.
3. A simplified volunteer job description and development process
are agreed upon.
*(VSA and background check to be renewed annually.)
7. Equip – based on the volunteer role, and number
of hours they want to work with us, a training plan
is agreed to and implemented.
As roles change and new projects are taken on
additional training is provided as needed.
8. Serve – a volunteer continues to serve with a
movement building team and grows in an
environment which includes spiritual
growth, feedback, ongoing
equipping, accountability, and encouragement.
The following elements are also updated annually:
• Job description
• Position Focus
• Training & Development Plan
• VSA/Statement of Faith
• Background Check
9. Thank – Volunteers need to see their contribution
connecting to the whole movement, so
appreciation from the movement leaders,
communicating the end results of the volunteer
contribution and appreciation from the rest of the
movement is important to ongoing motivation for
the volunteer. Leaders of volunteers need regular
plans for communicating this appreciation.
10. Volunteer Categories (Volunteer is the umbrella term for all
non-paid manpower)
Cru Partner – works with any project in the ministry office as
needed based on skills/availability defined in the application/
placement process. They typically work with us 5-12 hours/week.
Highly Skilled Partner – works in a committed long term role
alongside Missionary Staff in the ministry office using their specialty
skills. They agree upon a number of hours each week for a defined
time period and then renew their role agreement.
Cru Affiliates – works as a Missional or Operational Team Leader.
Associate Staff – typically former staff who works 6-10 hours.
Occasional Volunteers – not used in ministry offices for legal
reasons. On the field may volunteer for one-time, non-recurring
events or projects.
11. CRU Partner
Cru Partner – works with any project in the ministry office as
needed based on skills/availability defined in the application/
placement process. They typically work at least 3 hours/week.
• Field Partners – work with the ministry’s target audience directly.
• Project Partners – work in the ministry office primarily for
operational and project work. They may have a one card, may
raise funds for ministry expenses, may have access to secure info
(all of which require a background check).
Use a simple application which consists of:
• Biographical information
• Spiritual /Ministry elaboration questions
• Moral/Character/Heart elaboration questions (limited to 2 or 3 questions)
• Volunteer Service Agreement/Conduct Agreement/Statement of Faith
• 2 references
• Background Check if working with minors or raising/handling ministry funds or one cards or having
access to secure info.
Training appropriate to the assignment will be provided.
12. Highly Skilled Partner
Highly Skilled Partner – works in a committed long term role
alongside Missionary Staff in the ministry office using their specialty
skills. They agree upon a number of hours or 1 or more days per
week for a defined time period. When that ends they renew their
role agreement.
• HS Partners in most cases maintain the same assignment like a
full time staff member does, for a significant portion of a year or
on a yearly renewal basis.
• Current examples of projects are: a CPA financial research
project for International Accounting, an IT network
programmer, and a database programmer for Jesus Film.
Application addendums:
• Role commitment agreement
• Additional Questions per Role
• Background Check required
13. CRU Affiliate
Cru Affiliates – works as a Missional or Operational Team Leader
and typically gives 6 or more hours per week.
• Missional Team Leaders lead in the field.
• Operational Leaders / Fund Development Leaders supervise other
staff or volunteers. They lead and represent Cru in a wider way
relative to resource development and use of resources.
• Cru Affiliates in most cases would serve as field or project Cru
Partners first.
Application addendums:
• Additional references per role (2)
• Interview with regional / national leaders
• Additional Questions per Role
• Position Focus Review
• Background Check required
14. Associate Staff
Associate Staff – A group of volunteers with longer term ties to
Cru, almost always former staff, and a relatively small group of
people. These volunteers would commit at least 6-10 hours/week
to a Cru ministry and follow associate staff guidelines already
determined.
15. Occasional Volunteers
Occasional Volunteers – These are people who play sporadic
roles, i.e. preparing food for a meeting, setting up for an outreach,
speaking at meetings, raising money, etc. We would not require an
application unless their role became consistent. We may require a
background check if they are working with minors and play a role
that might warrant such a check – i.e. driving students to a retreat.
In Ministry Offices we cannot engage these volunteers because we
need more legal protection through the Cru Partners application for
people who are on our property other than visitors.
16. Related Proposal 1: We Intend to Build a
User Experience of Life Long Relationships in
our Systems and Processes
• Because we desire to build life long relationships
with people who work with us, our intent is to
design systems and processes which allow our
applications, training, and development to build
relationally even as a person’s hiring category
and involvement changes. This includes entry
level involvement (i.e. Summer
Projects, Volunteer) through staff level
involvement.
17. Life Long Relationship User Experience
• An integrated application tool/system which will
allow us to build on the relationship we are
building with people who work with us. This will
cause us to approach second applications to new
“hiring” categories more as transfers than as new
applications. For instance, a volunteer who
wanted to become a part time field staff would do
some elaborations, references, an interview, and
submit a review/ position focus to transfer to part
time field staff. An evaluation would be made,
but approached in a relational manner that builds
on the relationship we have.
18. Life Long Relationship User Experience
• Our new staff and leadership development
training and tools need to be scalable and
appropriate for each level of involvement. In
addition, our training needs to be structured so it
can grow with a person, both if they stay in their
present hiring category and if they transfer to
greater or lesser involvement – i.e. volunteer to
intern to part time field staff to RMO staff.
19. Related Proposal 2: PeopleSoft to Send Out
Annual VSA’s and Background Checks
• As more volunteers join us we will need
automated systems to keep up to date with
required documentation for legal and risk
management. As needed each year PS could send
out VSA’s and Background Checks and data entry
could confirm that those are returned in a timely
way. This enables smaller ministry offices to
comply with legal obligations, while centralizing
the filing of required paperwork.
20. Related Proposal 3: Training in Staff
Categories
• Local leaders need to lead in the light of the
complexity of people on their team from several
hiring categories. We need to help and coach
local leaders as they navigate the complexities of
having people from various categories on their
teams. Greater flexibility and clarity are required
when teams are combinations of volunteer, part
time field, intern, and RMO staff. A suggestion
might be to mobilize the HR/LD community to
provide additional coaching for each of our local
leaders – to help them find and equip their team.