YWCA USA Resource Library

YWCA Stellar Staffing This document is part of the YWCA USA Online Resource Library. Find more resources on the intranet at www.ywca.org.

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stellar staffing

The business of attracting and sustaining high quality YWCA employees and sustaining a high quality employment environment is not one left to chance. Employees, and more importantly their

contributions, comprise an organization’s

most important assets. Therefore, a well

designed and maintained system of intentional

efforts, supports and strategies is merited.

Instrumental to a positive culture and vital

to productivity and success is the caliber

of talent and motivation in a nonprofit.

And, it is the organizations that cultivate

productive, satisfied employees which are

thriving. Smart leaders realize that the

people they have chosen have chosen

them as well. Therefore, they treat

workers fairly and as generously as

possible, respect their personal lives,

respect and incorporate the experiences

they bring to their positions, provide

opportunities for development, and fill

their jobs with meaning.

In return, these employees impart their

talent and efforts while pulling together

through transitions and challenging times.

To help loyal employees excel, astute

organizational leaders constantly strive

towards creating the best possible

workplace for the kinds of people who

can help achieve its vital mission.

Table of Contents….Page 2

Recruitment and Selection

Transition

Retention Onboarding

Performance Enhancement

Development and Support

Updated winter, 2014 Please note: this information is presented as a resource, not advice. YWCA resource materials are reserved for YWCA use only and copyright restrictions apply. For the development of any major agreement or plans, be sure to engage appropriate counsel

YWCA Stellar Staffing 2

YWCA Staff Members – Essential Attributes……………….....… 3

4 Elements of a Great Organizational Culture………………..…. 4-6

Leadership Competency Model…………………………………… 7

Psychological Contracts Iceberg Model………………………….. 8 Recruitment and Selection At a Glance……………………………………………………….. 9-10 Tips & Tools

Sample YWCA Application Flow Chart………………..……. 11 Writing/Posting Job Ads That Attract Top Talent………….. 12-13 Job Announcement Checklists………………………………. 14 Job Posting Example…………………………………………. 15 Recruitment Research Findings…………………………….. 16 How to Interview Candidates………………………………... 17 Making the Selection…………………………………………. 18-19

Onboarding At a Glance………………………………………………,,.……… 20 Tips & Tools

Welcome Packet and Presentation List…………………..… 21

Performance Appraisal and Planning At a Glance…………………………………………………….…. 22 Tips & Tools

Performance Enhancement and Performance Appraisal... 23 Performance Levels and Enhancement Strategies……….. 24-25 Managing Employment Changes…………………………… 26-27

Development, Support and Retention

At a Glance……………………………………………………….. 28 Tips & Tools

Importance of Staff Development…………………………… 29 Knowledge and Skill Development Programs……………… 30-31 Motivation and Engagement………………………………… 32-34 Helping Staff Members to Develop Positive Attitudes……. 35 Steps to Create a Comprehensive Staff Development Plan 36 Why Happy Employees Are Good for Business………………. 37 High-performing Workplaces………………………………… 38 Measuring Stellar Staffing Achievements………………….. 39

Transition At a Glance…………………………………………………….….. 40 Tips & Tools

Voluntary Separation Considerations……………………… 41 Staff Transition Plan Template……………………………… 42 Involuntary Separation Considerations…………………….. 43 Considerations re: Reduction in Staff………………………. 44 Succession Planning Primer………………………………… 45

Five-points for Effective Succession Planning…………….. 46 Appendix with Sample Forms and Templates……………….. 47

YWCA Job Application Information and Template………… 48-53 Application Evaluation Form…………………………………. 54 Application Correspondence Templates………................... 55-58 Sample Interview Questions……………………………….… 59-66 Sample Letters Regarding Employment…………….…....... 67-70

Table of Contents

YWCA Stellar Staffing 3

YWCA Staff Members – Essential Attributes

The YWCA’s aim to eliminate racism and empower women requires

intentional efforts and interactions from all staff members that foster

growth among those we serve and ensure mission progress.

YWCA staff members have responsibilities covering three levels:

carrying out day to day tasks related to their particular program or

administrative area

contributing to short-term objectives of their particular program or

administrative area, and,

helping to strengthen the overall organization.

To these ends, it is important to hire YWCA staff that primarily serve as

“mission-agents” who can also serve in a particular program or

administrative area. Of greatest value are those who:

have already demonstrated their understanding of and commitment

to the YWCA mission.

understand the cultural competency skills necessary to be an

effective part of a diverse, mission-focused, action-oriented

organization committed to eliminating racism and empowering

women

understand and commit to interacting in ways that uncover and

develop women's and girls’ confidences and leadership skills

have the ability and willingness to raise awareness of and support

for the YWCA mission.

have a strong sense of integrity and accountability

are able to identify opportunities for YWCA capacity building

interact in a way that allows and fosters highly productive working

relationships.

have strong communication/articulation, problem solving, strategic

thinking, and, leadership skills …. See Leadership Competency

Model graphic, page 7.

To these ends it is important to ensure that YWCA staff members and teams:

know and understand what is expected of them

have the opportunity to discuss and contribute to individual and team aims and

objectives

have are can develop the skills and abilities to deliver on the job’s expectations

are supported by the organization in increasing their capacity to meet these

expectations

are given feedback on their performance

YWCA Stellar Staffing 4

“Maintaining an effective culture is so

important that it, in fact, trumps even

strategy.”

Culture. It’s probably a word you hear often

if you follow blogs on entrepreneurship or

read articles on business and management.

But what is it exactly?

“Culture guides discretionary behavior and it

picks up where the employee handbook leaves

off. Culture tells us how to respond to an

unprecedented service request. It tells us

whether to risk telling our bosses about our

new ideas, and whether to surface or hide

problems. Employees make hundreds of

decisions on their own every day, and culture

is our guide. Culture tells us what to do when

the CEO isn’t in the room, which is of course

most of the time.”

Universally, culture is about employees and

making sure they have a stimulating and

productive working environment.

Why Should You Care about Culture?

The workplace should not be something that

people dread every day. Employees should

look forward to going to their jobs. In fact,

they should have a hard time leaving because

they enjoy the challenges, their co-workers,

and the atmosphere. Jobs shouldn’t provoke

stress in employees. While the work may be

difficult, the culture shouldn’t add to the stress

of the work. On the contrary, the culture

should be designed to alleviate work related

stress.

This is why culture matters. Culture sustains

employee enthusiasm.

You want happy employees because

happiness means more productivity. And

when a business is more productive, that

means it is working faster; and when it works

faster, it can get a leg up. So it’s worth the

investment for organizations to build and

nourish their culture.

Culture is also a recruiting tool. If you’re

looking to hire talented people, it doesn’t

make sense to fill your office with cubicles

and limit employee freedom. You’ll attract

mediocre employees, and you’ll be a

mediocre organization. If, on the other hand,

you have an open working environment with

lots of transparency and employee freedom,

you’ll attract talent. From the minute people

walk in the office, they should know that this

is a different place with a unique culture.

With a focus is on culture comes guiding

principles that employees live by. It helps get

everyone get through difficult times and helps

to get all employees to keep the mission front

and center. It is the glue that keeps the

organization together.

An organizational culture that facilitates

employee happiness means lower turnover

and better performance. Employees are loyal

and perform better. It’s a win-win.

As employee searches take place the culture

becomes a self-selecting mechanism for

candidates. The people who would fit into the

culture become attracted to it and may end up

with a job. For example, at Amazon, they look

for inventors and pioneers. People who want

to work there know this and are attracted by it.

Now, let’s get into the elements that make

great company culture…

1. Hiring People Who Fit Your Culture

Tech Journalist Robert Scoble meets with a

lot of CEOs. And when talking about hiring

decisions, they always try to make sure

they don’t hire jerks. It is for this reason that

many organizations have a rigorous hiring

process. Some like to bring job candidates in

to work with staff already on board for a

week. They give the candidates a project and

see how they work and how they work with

others.

4 Elements of a Great Organizational Culture

Adapted from articles by Howard Stevenson, Frances Frei and Anne Morriss, Harvard Business School and Harvard Business Review

YWCA Stellar Staffing 5

In a post on Harvard Business Review, Eric

Sinoway breaks down types of employees and

how they impact company culture. High

performing employees who don’t fit into the

culture are known as vampires. These

vampires must be terminated because, while

performance is solid, their attitude is

detrimental to the culture, which is

detrimental to service delivery and impact.

Zappos CEO Tony Hsieh, one of the strongest

advocates of culture, makes a great

point when he notes that the people you hire

represent your organization even outside of

work. If you meet someone and they tell you

where they work, your perception of that

place will change based on your opinion of

the person. If they’re nice, you’ll view the

company in a positive light. If they’re a jerk,

the organization won’t be viewed favorably.

This effect can be even greater when it is an

organization you’ve never heard of and didn’t

previously have any opinion of. If the person

is helpful, you’ll view the organization as

helpful. This is why it’s important to hire

people who share the organization’s values.

One bad hire can affect an entire department

and possibly dozens of stakeholders. And it

can happen quickly, acting like a virus that

spreads. Employees talk about the bad hire

and if action isn’t taken, spirit and

productivity begin to deteriorate.

But the good thing is that any damage can be

reversed. And more than that, values can be

reinforced at the same time. If a toxic

employee (the vampire) is released it shows

other employees that they are appreciated and

that leaders are serious about the culture.

2. Having Employees Know the Values and

the Mission of the Organization

There’s a question that often gets asked in job

interviews:

Why do you want to work here?

The purpose of the question is to provide the

interviewer with a sense of what the

interviewee knows about the organization.

When an interviewee can provide a specific

reason for why they want to join a particular

organization, it shows the interviewer they’ve

done research and may be a fit for the

position.

Of course, an interview will show only so

much. A person can be whoever they want to

be for 30-60 minutes. The only real way to

know if someone is on board with the values

and mission of an organization is to watch

them work for a period of time. Do they

follow the same values in their personal life?

This is why getting to know serious job

candidates well matters.

When employees are passionate about the

values and mission (like organizing the

world’s information at Google), they are

dedicated to accomplishing the goal.

In a video on Facebook’s Careers page, Mark

Zuckerberg says:

“The reason why we’ve built a company is

because I think a company is by far the best

way to get the best people together and align

their incentives around doing something

great.”

At Facebook, it’s about making the world

more open and connected. This drives the

employees, guides products, and energizes the

entire company. If an employee isn’t

committed to the mission, it just becomes

another job. And when it’s seen as just

another job it usually means the employee

isn’t happy.

On the other hand, when the employee is on

board with the mission, they’re engaged in the

job and want to help the mission succeed, thus

helping the organization succeed.

3. Knowing That Good Decisions Can

Come from Anywhere

No one has all the answers. A organization

where only management makes decisions is a

surefire way to send A and B

players elsewhere.

As some organizations get bigger, they tend to

limit employee freedom. The employees are

less and less involved in key decisions, their

impact on the business is drowned out, and

‘hierarchical’ becomes a part of the culture.

Employees go to work, do what they’re told

vs. making innovative contributions.

YWCA Stellar Staffing 6

In these cases, the worker’s impact is minimal

and they become “just another employee at

just another organization.”

But this is not what the best employees want.

They want to have a voice and a meaningful

impact on the organization and its direction.

They know that anyone can influence the

most senior person, they also know they can

create useful tools for the organization

without the need for management approval all

along the way.

For instance, the Google News tool was

created by a research scientist at Google

named Krishna Bharat. Creating Google News

wasn’t something that came from a

management meeting and descended. Bharat

invented it after the September 11 attacks

because he saw that it would be useful to see

news reports from multiple sources on a given

topic assembled in one place. It came from a

problem that he was experiencing and figured

he would share his thoughts with others -- he

wasn’t instructed to create it.

Organizations have greater success when

employees are given this type of freedom that

isn’t ruled by a hierarchy, assuming they’re

talented employees who fit the culture.

Knowing that good decisions can come from

anywhere and expanding employee freedom

are cornerstones of attracting talented

individuals.

4. Realizing You’re a Team and Not a

Bunch of Individuals

Ever notice how many CEOs refer to their

employees as a “team”?

On Instagram’s jobs page, they refer to

themselves as a team, not a company.

The difference between being a team and just

a bunch of individuals is that the individuals

see themselves as separate from each other.

Helping others is forced because you normally

operate on your own projects, or your own

part in a larger project.

Teams work together on all work related

projects and help where necessary. It doesn’t

matter who gets credit for what because you

accomplish everything together. You’re knit

together, not separated.

If you watch sports, you see how teams

function. They work together (in the form of

passes and assists), encourage each other, and

communicate regularly (communication on

the sidelines when they’re not playing). There

are always a few who get accused of putting

themselves before the team, known as a ball

hog in basketball. This is because they “hog”

the ball and don’t involve any of their

teammates in the offense. This impairs the

offense which cannot work at 100% because

not all 5 players are fully involved.

These people are usually dealt with

appropriately at the direction of the head

coach. They usually see decreased playing

time or are cut from the team. Teams work

best when everyone is on board, feeding off

each other, and playing together. If you have a

bunch of individuals, or ball hogs, they’ll

break down from conflicts, become

ineffective, and then irrelevant. Teams are the

best and most efficient way to get things

done.

YWCA Stellar Staffing 7

LEADERSHIP

Leadership Competency Model

For further info on each quality go to: http://www.chsbs.cmich.edu/leader_model/CompModel/EDUMAIN.htm

ORIENTATION TO LEARNING SELF INSIGHT WORK HABITS WORK ATTITUDES STRESS MANAGEMENT

CREATIVITY ENTERPRISING FORECASTING MANAGING CHANGE INTEGRATING PERSPECTIVES

COMMUNICATING DEVELOPING OTHERS INFLUENCING MOTIVATING OTHERS INTERPERSONAL AWARENESS

Innovation

SOLVING PROBLEMS ENHANCING PERFORMANCE EXECUTING TASKS MANAGING HUMAN RESOURCES MANAGING INFORMATION AND MATERIALS MAINTAINING SAFETY

Leading Others

Self Management

ACTING WITH INTEGRITY CIVIC RESPONSIBILITY ETHICAL PROCESSES LEADING OTHERS ETHICALLY SOCIAL KNOWLEDGE

Task Management

Social

Responsibility

YWCA Stellar Staffing 8

By Alan Chapman

Psychological Contracts “Iceberg” Model

YWCA Stellar Staffing 9

YWCA Staff Recruitment and Selection -- At a Glance

YWCAs need staff members who understand – and even thrive on – the challenges they will face in providing top-notch services and programs and in

serving as a catalyst for social change. As a result, job vacancies must be filled

through a process that ensures the selection of the right people at the right time.

Steps Considerations

1. Evaluate the vacancy

and current needs

Determine if any of the work of this position can be reallocated and consider

whether recruitment of a new and full time person is needed.

Confirm/establish what knowledge and skills are needed to forward the YWCA

mission as well as the day to day objectives of the position.

2. Develop/update the job

description and

minimum requirements

Base on the outcomes of the above processes and include candidate

specifications, and targets, e.g., salary range, minimum qualifications, days/hours

of work.

Note the average number of hours per week the person should aim to allocate to

each objective in the job description.

See the sample job descriptions resource, also in the YWCA Online Resource

Library.

3. Ready the application

for distribution

Using an application can provide legal protection in the hiring process, ensure

that all needed information is submitted, facilitates screening candidates and

guides the interview and selection process.

See a recommendations about applications and sample in the appendix starting on

page 48.

4. Advertise

Think of recruitment as an ongoing process, not just when there is an opening

Follow the organization’s policies re: advertising openings internally before

externally.

Encourage applications from all candidates by placing ads online, at job centers

and in publications that reach members of ethnic and cultural groups that

currently may be underrepresented among staff.

Include an EEO statement and avoid using language that might imply the search

is for someone of a certain age or type.

See more about advertisements in the “Tips and Tools” that follow.

5. Process and respond to

applicants.

6. Create a shortlist and

set up the interview

schedule

Scan each application, looking for the essential requirements, skills and

knowledge that mark an ideal candidate.

Note educational courses of study, unexplained gaps in employment, mistakes

and attention to detail.

Sort by Unsuitable Applicants, Applicants to Interview, and Applicants who May

be Suitable, recording reasons for candidates placed in the ‘Unsuitable’ or ‘May

be Suitable’ piles. Retain this information for at least six months.

Process all applications in the same way. Ideally more than one person should be

involved in the sifting process.

See sample flow chart in the “Tips and Tools” that follow and samples of an

application evaluation form and candidate correspondence in the appendix

starting on page 44.

YWCA Stellar Staffing 10

Content for this section was adapted from resources compiled by the Centre for Charity Effectiveness, Cass Business School, City University, London

7. Conduct the interview

process

8. Check references

Interview questions need to be legal, the same for all candidates and specifically

match the job’s requirements.

Record reasons for candidates being moved after an interview to the ‘Unsuitable’

or ‘May be Suitable’ category and retain this information for at least 18 months.

Many take the time to personally phone finalists who reached the “semi-finalist”

or “finalist” stage but were not selected for the position.

Justify the salary and benefit package, being sure that it reflects the true scope of

the position’s responsibility - which is often different than what market conditions

are for positions usually held by females.

Offer employment subject to passing a background check and any other relevant

checks the organization needs to make.

Don’t be tempted to offer the position to a candidate that is not suitable. It may

seem like the best thing to do in a desperate situation, but it will only waste

valuable time and money in the long run.

See more about interviewing in the “Tips and Tools” that follow and samples of

interview questions, interviewee correspondence and a letter of employment in the

appendix, starting on page 54.

9. Select the most fitting

candidate

10. Make/negotiate the job

offer and set the start

date

Record evidence that shows that the best candidate for the position was chosen

based on qualifications

Record evidence that shows that the candidate understands and will carry forward

the YWCA mission

11. Ensure that the

employment

relationship gets off to a

good start

Many organizations spend a lot of time and money finding the right person for the

role, only to fall at the last hurdle. Avoid having a new recruit arrive full of

enthusiasm on their first day and find that there is nobody to show them where to

go or what to do.

Set an orientation schedule, including times to walk through the staff handbook,

organizational chart, for a tour and for meeting lunch dates with several other

staff, appropriate community leaders, and other service providers.

YWCA Stellar Staffing 11

Application packets evaluated

Not appropriate for further consideration

Not appropriate for

further consideration Becomes appropriate for further

consideration

Selected for further consideration

Not selected for further

consideration

Application Packets Received

Selected for interview,

interview conducted

Not selected for further consideration

Selected for further

consideration

2nd interview conducted

Additional background/ reference check

If selected for the position, presented for final decision/ approval if/as need be

Worthy of Further Consideration

Packet filed, correspondence to applicant

Strong enough to merit a preliminary phone interview

Conduct preliminary phone

interview

Recruitment Tips and Tools:

Sample YWCA Application Flow Chart

Keep in “maybe” pile

Compensation/job detail agreements secured, start-up paper work completed. Employment and performance support and review process begins.

Packet filed

Packet filed, correspondence to applicant

Application Packet Posted

YWCA Stellar Staffing 12

Aim at selling not only the job but also the

YWCA to potential applicants

AIDA

AIDA stands for Attention, Interest, Desire

and Action. When writing a job

advertisement, understand that the goal is to

attract talented and qualified candidates for

the job opening. This may seem obvious but

many job postings do everything they can to

scare away candidates. AIDA helps attract

qualified applicants by grabbing their

attention, sparking their interest, creating

desire and generating action.

-Attention

The role of a job title and lead paragraph is to

grab the job seeker's attention. Exciting job

opportunities attract candidates to click on

your job advertisement to learn more about

your organization.

-Interest

In this section interest is built in the job

opportunity and the organization. Describe

the details of the mission, the position, and

the job requirements.

-Desire (may be on the job info fact sheet vs.

the ad)

This section is to build a desire to work for

the organization by listing the position’s

direct benefits and how being part of the

organization will improve the job seeker's

life.

-Action

The last section of the job ad is the call to

action. This is where the job seeker gets

motivated to apply.

Other Tips

Use short sentences and simple

language. Job ads are not the place

to show off vocabulary or technical

knowledge. Keep it simple.

Write the job posting as if you were

writing a letter to your best friend. Keep

it warm and friendly. This will make the

organization appear to be a friendly

place to work. Job seekers don't respond

well to job ads that are cold and

corporate.

Posting Sites and Strategies -- Outreach

activities and posting outlets include the

following:

Internal postings: Post the job

announcement internally to ensure any

eligible staff are advised of the opening.

Check personnel policies for the

approved process.

Word of mouth: Share the opening

with professional and community

associates and friends – emphasize

candidate requirements to ensure

appropriate expressions of interest.

Letters: Announce and forward the job

opening via well-crafted letters from the

board president or search committee chair

to local vendors, funders, corporate

sponsors, professional networks, retired

professional organizations, chambers of

commerce, local colleges and universities,

and nonprofit support/partner

organizations (e.g., Association of Non

Profit Organizations/Non Profit Centers)

Niche websites and social media sites

e.g., listservs, forums, news and

discussion group threads, Facebook,

LinkedIn and other high traffic social

media sites.

Out-placement organizations

Trade associations

State Labor Offices

College Placement Offices

YWCA Community Postings -

national and local websites;

YWCAUSA.org employment page;

your own website (make sure to post

the link for further information on

your home page)

Recruitment Tips and Tools:

Writing and Posting Job Advertisements That Attract Top Talent

YWCA Stellar Staffing 13

Other Outlets - Cost varies by venue and

scope

Print: Traditional print outlets such

as newspapers often offer a package

that includes both print and internet

postings. Ask your account rep to help

identify the right placement.

Categories vary but may include

nonprofit, human services,

professional, social services, etc.

Consider a variety of formats; boxed

ads, bold words or sections, a photo,

corporate identity, etc.

Internet: There are numerous sites

where job openings can be posted.

The scope, format, and cost of the

announcement varies by site. Some

sites are free, others charge fees.

Depending on the demographics of your

recruitment area, your pool of applicants will

be more or less diverse with regard to

race/ethnicity/cultural groups. A diverse

applicant pool can often be encouraged with

these strategies:

Create materials and web site pages

that show the presence and

importance of diversity throughout

the organization. Include statements

about the association’s commitment

to equal employment opportunity on

all advertisements and web sites.

Link this commitment to the mission

and work of the YWCA.

Request names of potential

applicants from colleagues who are

members of minority populations

within your association (staff, board,

members)

Contact relevant professional

organizations, civic associations,

social sororities, and agencies that

have a job referral service.

Use a personal approach in

recruiting candidates. Phone

promising candidates and encourage

them to apply

Use recruitment sites like

IMDiversity.com,

HireDiversity.com and

DiversityInc.com. Employers on

these sites provide a narrative profile

which gives job seekers an

opportunity to learn more about

diversity-aimed employers.

As the job announcement or ad is being

created, check to see that the following is

also included:

what makes the position unique or

exciting, how the ideal candidate will

make a difference for the organization

and constituents,

what’s in it for the successful

candidate – to grow, to establish, to

build, to collaborate with. Etc.

The job advertisement is just that—

advertising with specific instructions about

responding. The job is the organization’s

offering; readers are the potential

customers. An effective advertisement will

attract attention, relay critical information

about the job, create a desire to pursue

what looks like a great opportunity, and be

clear about how to respond.

YWCA Stellar Staffing 14

For the Job Ad

YWCA name, logo, location and job title

qualifications and experience required - “ideal candidate” profile

response and application instructions, deadline

contact information for questions

website address

equal employment opportunity statement

Supplementary Fact Sheet - post online on the YWCA’s website along with a copy

of the job ad and application.

YWCA mission and succinct description of the organization and its position in the community

Expectations in terms of physical effort and travel

Salary range - List the salary in terms of a range, e.g., mid-50’s; mid 70’s; mid 90’s and state that the salary will be commensurate with the selected candidate’s

background and experience.

Surveys consistently highlight salary as one of the most requested information in

a job ad as it helps jobseekers to determine quickly whether they need to read through the ad details, or to move onto the next possibility. Jobseekers like to compare their current salary to those displayed in job ads and that can be a powerful incentive! When listing a salary range make sure you don't

cast too wide a net. If possible keep the range tight, $25,000 to $32,000 rather

than $25,000 to $50,000.)

Benefits

Recruitment Tips and Tools:

Job Announcement Checklists

YWCA Stellar Staffing 15

On Letterhead

YWCA _________________

YWCA ______________, a dynamic organization dedicated to eliminating racism,

empowering women, and promoting peace, justice, freedom and dignity for all seeks a skilled __________________________ to forward the mission through service in the

position of ____________________________. The YWCA is

______________________’s premier provider of community services, including:

______________________________......., The successful candidate must have a passion for the YWCA mission, strong

leadership skills and first-hand experience related to the goals inherent in our mission. In addition, the successful candidate must have experience

……______________________________________________________________.

The YWCA is an equal opportunity employer and strategically encourages a diverse workforce.

The application for this opening is accessible online at _____________. Completed

applications must be accompanied by a cover letter introducing yourself and describing your first-hand experience relevant to the YWCA and this position. Application

packets must be emailed to ________________ and received by ___________. All

inquiries will be kept confidential.

For more information about the YWCA and more about this position please

visit:________________/employment as well as www.ywca.org.

Recruitment Tips and Tools:

Job Posting Example

YWCA Stellar Staffing 16

Recruitment Tips and Tools:

YWCA Stellar Staffing 17

Hold Fair, Legal Job Interviews

During the interview process organizational

leaders seek evidence of the skills and

knowledge required to achieve the outcomes

listed in the job description. The job interview

is key to assessing the candidate's cultural fit

as well as h/her abilities to perform in ways

that will build strengths among those that will

be served as well as the overall organization.

A commonly successful way of accomplishing

these goals is by asking open ended

and competency-based interview questions.

Don’t forget, questions must meet legal

requirements and specifically relate to the

requirements of the particular job.

Selecting Candidates to Interview

The screening of each candidate's cover letter,

application and resume will identify the

strongest, “Candidates to Interview” group.

Next usually follows a short telephone

interview to confirm that the candidate's stated

qualifications and experience are congruent

with the position and organization. The

telephone job interview saves managerial time

and eliminates candidates who “look good on

paper,” but don’t have the depth of skills or

experience needed. See sample telephone

screening questions and correspondence

templates in the appendix, starting on page 54.

Preparing for the Job Interview

The interviewer/interview team can be guided

by the list of qualities, skills, knowledge, and

experience developed for the resume screening

process to develop questions that will

illuminate the candidate’s strengths and

weaknesses and determine job fit. Interviews

should follow a standard format and employ a

standard assessment form.

During the job interview it is good to help

the candidate demonstrate his or her best

knowledge, skills, and experience. Starting

with a bit of small talk and asking a few easy

questions helps candidates feel relaxed.

Competency question interviews help identify

candidates who have the knowledge, traits and

characteristics ideal for the position.

Additionally, these questions lead to

pinpointing specific instances in which the

candidate used his/her experience in a ‘real

time’ situation.

In addition to the candidate's verbal responses

during the job interview, notice the nonverbal

interactions as well. Finish the interview by

inviting the candidate to ask questions about

the organization or the position and by giving

them any additional important information.

In most cases employers conduct two or more

rounds of interviews. This is particularly

useful when deciding between two or three

candidates that may be suitable for the

position.

It can be useful to have different members of

staff conducting successive interviews to get

different perspectives.

Once the interviewers have rated and

discussed the candidates’ responses and

considered the team fit a decision regarding

whether to move the candidate forward in the

process can be made. Once this decision has

been made, all interview candidates should be

contacted to inform them of their status.

Recruitment Tips and Tools

How to Interview Candidates

YWCA Stellar Staffing 18

Once the interviews have been completed,

those involved usually meet to discuss their

impressions and assess the extent to which

each candidate met the selection criteria.

Interviewer(s) in the know remember that

recommendations need to be justified and

documented.

Reference Checks

Reference checks should be conducted for the

final applicant prior to making an offer. Often

reference checks on all finalists are conducted

before the last round of interviews. Before

beginning the reference check process:

a. Prepare carefully

Familiarize yourself thoroughly with the

information each the applicant has

provided, including the application,

resume, work sample (if applicable) and

interview responses.

Identify areas that require elaboration or

verification.

Set up telephone appointments with the

references to be contacted.

Many employers are prohibited from

providing information without a release,

so if requested, send the signed Release

and consent portion of the application in

advance of your telephone call.

Write down questions before the call,

highlighting the information needing

verification.

b. Set up an environment that encourages

the reference to respond willingly,

cooperatively, and honestly.

Begin your conversation on common

ground by referring to information that

has already been provided by the

applicant. For example:” John Doe has

asked us to speak with you regarding

information he has already shared with

us during the interview process.” Or “I'm

calling to verify information provided by

Mary Roe.”

c. Describe the position

Briefly describe the key responsibilities

and of the position being considered.

Ask, “Given our requirements, what is

your assessment of _________’s

qualifications for the job?”

d. In addition to your prepared questions,

ask follow-up questions

If you hear, “She's great!,” follow up with

specific questions: “What did she do to merit

that compliment?, “Why did she leave?,”

“Have things changed since she left?”

If the reference provider declines to answer a

question, ask if someone else could to share the

information being sought.

e. Take care with the questions and internet searches

Ask questions that are specifically job-related

There are legal ramifications if you ask

illegal/inappropriate questions that have to do

with race, color, national origin, religion,

gender, physical/mental disability or condition,

ancestry, marital status, age, sexual orientation,

citizenship, or status as a covered veteran.

Ask the same basic questions of references for

all applicants to ensure consistency and weigh

information you receive in the same manner

for all applicants.

Be sure to follow the organization’s policies

and legal restrictions covering the use of social

network tools such as Facebook, Twitter and

LinkedIn as a part of the candidate selection

process or for background checks.

Hiring Prerequisites

Depending upon the nature of the position,

additional hiring prerequisites may be required. Any

costs associated with these prerequisites are the

responsibility of the employer. Once the winning

candidate has been identified, the final processing

begins, including a background check, verification

of education credentials, and verification of

employment history. Be sure to check with an

attorney before requiring a pre-employment physical

or other examination or credit check.

Recruitment Tips and Tools

Making the Selection

Adapted from Northwestern University’s Human Resource Guidelines

YWCA Stellar Staffing 19

Finalize Recruitment

Upon completion of the recruitment process

the offer to the selected finalist is made. The

salary to be offered needs to be equitable,

internally and externally, reflect the YWCA’s

goal of women’s economic empowerment and

lead to the retention and motivation of the

organization’s best employees.

Prior to initiating the offer, it is recommended

that one more check of the selection process be

completed:

Review the duties and responsibilities of

the position and ensure they were

accurately described and reflected in the

job description and interview process

Review the selection criteria used and

ensure it is based on the qualifications

listed for the position

Confirm that interview questions matched

the selection criteria

Confirm that all applicants were treated

uniformly in the recruitment, screening,

interviewing and final selection process

Initiating the Offer

Once a check of the selection process is

completed and the applicant-of-choice has

been determined the supervisor or designee

makes the position offer A verbal offer of

employment and the finalist’s verbal

acceptance creates an agreement, therefore,

ensure the offer has been approved as need

be prior to verbally offering the position.

Negotiating the Offer

Whenever possible, it is recommended the

best offer be made the first time as this

displays proper market and internal equity

practices and demonstrates good faith to

the applicant. As salary requirements

would have been identified earlier on in

the recruitment process, there should be a

good understanding of the applicant’s

requirements and whether you are able to

work with those requirements.

When offering the finalist the position, be

sure to discuss the total compensation

package such as paid time off and

retirement benefits.

Be excited and enthusiastic about the offer and

let the candidate know you are excited about

them joining the team. The YWCA Retirement

Plan is a selling point for the long term and in

many cases can be a key factor when a

candidate decides to accept or decline the

offer.

Lastly, discuss the learning and development

opportunities which will available to the

recruit to help achieve their professional goals.

Many individuals value this just as much, in

some cases more, than the base salary being

offered.

Countering the Offer

Despite your best offer, there may be instances

where the applicant declines

Discuss the reasons for the decline with the

applicant, and determine if there is an

acceptable way to close any gap that exists.

If an offer is declined due to salary, a counter

offer may be made provided the amount is

within the budget allowance and is appropriate

guidelines for the position.

Finalizing the Offer

It is important that each recruitment be properly

closed. This process includes notification of those

interviewed and not selected as well as preparing

documentation associated with the recruitment for

proper storage.

Once an offer has been accepted, the supervisor

or designee arranges for a letter of employment

to be sent with a return date for a signed copy.

Individuals interviewed and not selected are sent

a letter, which may be preceded by a phone call

depending on how far in the interview process

they moved. If contact is made by phone, ensure

that the conversation is documented and that

reasoning about the selection is kept to a general

statement, e.g., “the chosen candidate is the one

with the best capacity and potential to meet the

organization’s needs and plans.”

Human resources staff ensure all recruitment

related documents are collected and properly

stored.

YWCA Stellar Staffing 20

Onboarding - At a Glance

Once the new employee has been hired the organization needs to ensure that h/she knows

what to do, how to do it to match the YWCA’s culture, policies and procedures and

where. A formal and well-developed new employee orientation program not only

impacts the new staff member but also the organization as a whole – directly in terms of

productivity and retention and indirectly in terms of employee satisfaction and the

organization’s culture. Orientation for new staff members also serves as the first step

toward employee retention. These efforts, well planned and delivered, can provide

significant return on investment and contribute to both dollars gained and dollars saved.

Steps Considerations

1. Provide new staff

members with the

information and

experiences that will

help them to perform

effectively

Compile a series of ‘one pagers’ covering essentials about the YWCA’s

mission, history and plans going forward – see content list in the “Tips and

Tools” that follow and in the Mission Vitality section of the Resource

Library. Once reviewed, these pages can be added to the staff handbook.

Present the YWCA USA orientation series (DVD and Powerpoint

presentations are available in the Mission Vitality section of the Resource

Library)

Review the staff handbook/personnel policies, highlighting cultural,

behavioral, interaction, and dress and appearance expectations.

Schedule an information session about and registration for benefits that come with

the appointment.

Provide contacts for various questions or issues

Expand the orientation into a 120 day process by establishing at least one action a

day -e.g:, meeting with another staff member, calling on a supporter, finding out

more about YWCA USA and the World YWCA, having lunch with the CEO, etc.

2. Schedule orientation

session, required

trainings and meetings

with other staff and

volunteers whose work

has ties to the new

employee’s

program/administrative

area

Ensure that the YWCA orientation sessions can be conducted with the full

attention of staff member(s) and without interruption.

Ensure that all required trainings are scheduled and completed, e.g. many states

require sexual harassment training for new hires.

Schedule staff meet and greet gatherings and tours. Provide printed summaries of

major programs and services with major outcome aims of each

Ensure that the new staff member feels welcome and at ease.

YWCA Stellar Staffing 21

Payroll set-up, Personnel Policy/Staff Handbook Review

Information and policies particular to the department and position

Goals for h/her first months of employment

YWCA Mission, historical and current highlights of the local Association and the

YWCA USA, importance of YWCA USA affiliation, information about

relationships with other YWCAs and the World YWCA (information, presentations

and fact sheets covering YWCA USA for the orientation process is available in the

Staff Vitality and Mission Vitality sections of the Resource Library)

Access information and password for the ywca.org intranet

Local/regional YWCA and other nonprofit collaborations

Major program highlights at the local Association and how each program links to the

mission

Organizational chart with names of staff and short bios for leadership staff and other

staff in the particular department

Board of directors list and board interaction/communication guidelines

Strategic plan highlights

Most recent annual report and newsletter

Samples of constituent and fund appeal mailings

The year’s YWCA calendar including priority events that staff members are

expected to attend

Safety, emergency, problem reporting protocol and evacuation procedures

Media/public statement protocol

Supply of newly printed business cards

Onboarding Tips and Tools:

Welcome Packet and Presentation List

YWCA Stellar Staffing 22

Performance Appraisal and Planning -- At a Glance

Performance appraisal and planning should be:

Strategic – about broad issues and long-term goals.

Integrated – linking various aspects of the organization,

people management, individuals and teams.

Effective efforts incorporate:

Performance improvement - throughout the organization

for individual, team and organizational effectiveness

Ongoing development activities – fostering the growth of

knowledge, skills, and personal characteristics that

strengthen each staff member, program/administrative area,

and the organization as a whole.

Fostering productive and positive relationships among

staff peers, among organizational leaders, those served, and

the community.

Steps Considerations

1. Introductory period review

This is the time to confirm, extend the introductory period or

terminate an appointment depending on the accomplishment of

set goals by the new staff member.

2. Regular supervision/planning

meetings

Agree on learning and development activities to meet the needs

of the position (identified during appraisal, one-to-ones etc.).

Incorporate a basic skills audit

Remember that everyone has a different learning style which

affects how they learn

Encourage development activities that can be accessed in house

as well as externally - including working with others, work

shadowing, e-learning, reading material, watching DVDs etc.

3. Regular appraisal reviews

There should be no surprises; deal with performance issues at

the time rather than raising them for the first time at the annual

appraisal review.

Both parties should prepare before the review meeting, assess

performance, and prepare evidence and examples to support the

assessment.

Managers should consider what is coming up that will impact

the employee’s role, activities and development needs.

The person being reviewed should be encouraged to speak as

much as possible.

The appraisal review should be documented with results agreed

between the parties, kept confidential and referred to during the

year at one-to-one supervision meetings.

4. Ongoing learning and development

plans

Development opportunities serve as a foundation for retaining

high-performing staff members.

Performance enhancement efforts can provide crucial insight

into the drivers of performance and staff potential.

YWCA Stellar Staffing 23

Performance Enhancement: At its best, performance enhancement is a tool to ensure that

managers manage effectively. A solid and consistent program helps staff members to:

know and understand what is expected of them

grow their skills and abilities to deliver on these expectations

know that they are supported by the organization as they develop the capacity to

meet growing expectations

understand feedback on their performance

discuss and contribute to individual, team, and organizational aims and objectives.

Performance enhancement is about establishing a culture in which individuals and groups

take responsibility for the continuous improvement of organizational processes and of their

own skills, interactions and contributions. Managers can clarify what they expect individuals

and teams to do. Likewise individuals and teams can communicate expectations of how they

should be managed and what they need to do their jobs.

It follows that performance enhancement is about maintaining and improving the quality of

relationships – between managers and individuals, between managers and teams, and

between members of teams. Therefore it is a joint process. It is also about planning through

defining expectations and about measurement.

In the words of the old dictums, “If it doesn’t get measured, it doesn’t get done,” and “If you

can’t measure it, you can’t enhance it,” performance enhancement programs should apply to

all employees, not just managers, and to teams as well as individuals. It is a continuous

process, not a one-off event. Last but not least, the process is holistic and should be infused

in every aspect of the organization.

Performance Appraisal: Several staff performance review processes and form samples are

included the Staff Vitality section of the YWCA Online Resource Library. Generally,

questions in an appraisal are designed to provide information about:

Performance on previously agreed goals

What has had an impact on the achievement of the goals

Whether the job description accurately reflects the individual’s current role

What the performance and growth objectives should be for the next 6–12 months,

What learning and development priorities should be and how and how these needs

should be met

Performance Appraisal Planning Tips and Tools:

Performance Enhancement -- Performance Appraisal

YWCA Stellar Staffing 24

Performance Categories:

Roots, Branches, Shoots and Leaves

People working within organizations can

often be divided into four categories

depending on their skills, knowledge,

interactions, intellectual ability and potential:

Roots are the firm foundation of any

organization. These are people that are

very good at the job they do and who

want to stay in the same position for the

foreseeable future.

Branches: people who are eager to

develop and grow.

Shoots: high-performing people who are

eager to develop and grow.

Leaves: people who are not performing

as well as expected in their current role.

Roots: These staff members are happy to

stay in their current roles, steadily carry out

their assignments and perform to the desired

level of performance for the foreseeable

future. Do note, however, that they may

show little ambition to move on or elevate

their responsibilities.

In the 'roots, branches, shoots and leaves'

approach, people in the roots category form

the firm foundations of the organization.

These are the people the organization can

rely on as they are loyal, perform adequately,

and show little or no intention of moving on.

Motivating 'Roots' Staff

In cases where an employee is performing

well, the responsibilities of the position are

going to remain the same and the person

wants to stay in the same role, a manager

should support that decision and not force

development towards a promotion.

The above said, managers should not assume

that these employees do not want to develop

and learn new things within their role. When

organizational requirements change and call

for the expansion of responsibilities

associated with a position oftentimes a

“Roots” employee will be able to smoothly

transition to a new role.

Where an employee or the organization calls

for development in a particular role then a

professional development plan should be

designed and put into action.

It can be challenging if the organization

needs an employee to develop new skills,

knowledge or interactions and they are not

keen to do so. For hints and tips on how to

manage employees through change, see

“Managing Change” in the Tips and Tools

that follow.

Branches: staff ready for development

Branches staff are people who are eager to

develop and grow but don’t necessarily have

the skills, knowledge, interactions, abilities

and potential to move on at the present time.

Motivating 'Branches'

Employees identified as branches may feel

that the organization is holding them back

from what they want to do and so may feel

frustrated and become demotivated if not

managed properly.

With branches managers usually explain in a

clear and objective way how the employee’s

skills, knowledge and interactions can grow

toward those displayed by a 'shoot' (high

performer).

Next can be established how the employee

wants to progress in the organization and a

professional development plan formulated to

help them work towards acquiring the skills,

knowledge and interactions that they need to

move forward.

Coaching may be a particularly appropriate

way of helping branches develop the

knowledge and skills needed to move forward.

It is important that the manager remains

objective, fair and honest. It is in everyone’s

best interest to support “Branch” employees in

becoming the best they can be and using their

talents effectively and they should be given the

opportunity to develop and prove themselves.

But, setting unrealistic expectations will only

cause issues in the future.

Performance Appraisal and Planning Tips and Tools

Performance Levels and Enhancement Strategies

YWCA Stellar Staffing 25

Shoots: high-performing staff

“Shoots” are people who are ambitious,

talented and able to develop and grow. They

have continuing high potential and

employers need to motivate them so that

their talents will not be lost from the

organization.

Motivating 'Shoots'

Since “Shoots” are highly-motivated

individuals to begin with it is important to

discuss what they want to achieve, what the

organization hopes they will achieve, and to

establish common goals.

Next the employee and manager should

jointly formulate a motivating and

challenging plan to foster development

quickly and effectively in the desired

direction.

Coaching and mentoring can be particularly

useful ways of helping high performing

employees develop to their optimum level.

And, the organization may be wise to

consider a fast-track program for shoots, as

they are likely to be of great benefit to the

organization and may be impatient to move

on.

Leaves: staff who are underperforming

In the 'roots, branches, shoots and leaves'

approach people falling into the leaves

category are those who are not performing

well in their current role.

Motivating 'Leaves'

It is possible that with the right support the

employee's performance will improve.

Alternatively, the person may be more

successful in another role within the

organization or it may be better for the

employee and the organization if the

employee moves on to another organization.

For interactions with “Leaves” to address

capability, conduct or performance issues,

see the Performance Conference template,

also in the Staff Vitality Resources section of

the Resource Library and the Involuntary

Termination information in the Transitions

section below.

Allowing poor performance to continue

within an organization is not helpful to the

employee, the organization or other

employees. It is important for these issues to

be dealt with in a fair, honest and timely

manner. The longer poor performance is

allowed to continue, the more unsatisfactory

interactions are modeled.

YWCA Stellar Staffing 26

With the introduction of a change in the

supervisory structure, the need to lessen

hours per week for a position, or the

alleviation of a position comes the need to

manage peoples’ emotions and reactions.

Here are 10 tips to ease transitions.

Communicate the reason for the plans and

changes needed

Communication is always important, but it is

critical in a changing environment. Make

every effort to ensure that all employees

understand the hard choices that have

become necessary. Ask for their ideas and

input on plans that are still in draft form.

And, share with employees the need for all to

stay positive and maintain high morale while

acknowledging that it a tough process to

weather.

Establish an atmosphere and culture of

open communication.

Build upon the initial ways in which

information is shared with employees –

during normal and abnormal circumstances.

To sustain trust, communicate what is known

and, as uncomfortable as it may be,

communicate what is not known. Establish a

culture of open communication where people

feel free to speak up.

For large changes, establish a “Change

Team” of managers, involve this team in

strategic planning and develop them to be

change coaches who will provide the

inspiration and encouragement to the entire

staff. Make sure they understand that they

are the ones who will motivate the team

forward and that their job is to make sure the

entire team is aligned with the set strategy.

Introduce change gradually whenever

possible.

While there may not be the time to move

slowly for large changes, changing a

situation too quickly may create chaos for

the organization. It may be felt that people

are ready to respond to change, but they may

not be able to absorb the changes as quickly

as hoped. It takes time to assimilate new

information, learn new systems or

procedures, and to do things in a new and

different way.

Stay tuned in to difficulties some may be

experiencing.

Change affects each individual differently

and some people are more adaptable than

others. Many top performers will roll up their

sleeves to make things work and move out of

their comfort zone instantly. Others may be

completely overwhelmed. Let these staff

members know that the challenges they are

facing are understood and that there is

support to help them through it. Remember

the importance of access and open

communication, keeping doors open and

providing a comfortable environment where

people can air their concerns.

Manage resistance.

Human beings are basically creatures of

habit and like doing things the same way.

Doing things differently often takes them out

of their comfort zones and some may resist

and hold back their team and, consequently,

the organization. Talk to any person who

comes to work with a chip on his or her

shoulder. Ask the person who is making

negative remarks and pulling down morale to

refrain from doing so. Explain that everyone

is working hard to pull together and deliver

their best performance each day and that it is

in everyone’s best interest, as well as the

strength of the organization to move ahead

on the planned course. Ask what you can do

to help them.

Be a role model.

It is up to all leaders to build and sustain

employee morale through change. Set the

tone and be the example for others to follow.

During times of uncertainty and/or change

people watch how their leaders act so don’t

let your guard down when it comes to

attitude. When feelings are down or anxious

leaders need to be up and do their best to be

calm and carry on.

Performance Appraisal and Planning Tips and Tools

Managing Employment Changes

YWCA Stellar Staffing 27

Take the time to train.

To reduce the loss of productivity during

change, make sure staff have the necessary

skills to succeed. Make it a priority to

identify and activate whatever programs and

events are necessary to achieve the levels of

competence needed to support the changes

being implemented.

Alleviate job pressure wherever possible.

Meeting the demands placed upon people

during the change process requires managing

job pressures for all involved. The stress can

be reduced with efforts to maintain high

morale.

Keep eyes on the bottom lines – changing

lives for the better and growing financial

assets

Making hard choices, meeting challenges

head on, and adapting to change with new

ways of doing business is the only way to go.

Leaders can choose to be like the chameleon,

which can quickly adapt to a changing

environment. Or, they can choose to follow

the path of the once powerful Tyrannosaurus

Rex that became extinct because it could not

respond to a changing environment.

Putting it this way, the answer seems easy.

No one wants to be extinct.

Unfortunately, we sometimes (even

unknowingly) put up our own roadblocks to

success by waiting for things to turn around,

perhaps complaining loudly, and refusing to

take on the challenge. We feel that we

simply can’t adapt – but -- the nonprofit

environment has changed and it is business

not as usual. The need is to accept, plan, and

move forward.

Adapted from article by Christine Corelli printed for Associated Equipment Distributors. Article Date: 11-01-2009

YWCA Stellar Staffing 28

Development, Support and Retention - At a Glance

A recent survey presents that organizations satisfy their staff’s

needs for on-the-job development in general ways, with staff

reporting that they value these opportunities. But, staff also say

that they’re not getting much in the way of formal skill and/or

leadership development such as training, mentoring and

coaching – things they also value highly.

Ongoing development and succession management is essential

to the strength of all organizations. If talent is not managed

appropriately skills tend to be wasted and good people decide to

go elsewhere. This leaves the organization with low performers.

Development, support and retention efforts comprise a process

which contributes to the enhancement of individuals and teams

in order to achieve high levels of organizational performance as

well as high performance in a particular program or

administrative area.

Steps Considerations

1. Establish an ongoing knowledge and

skill development program

2. Secure resources needed to support

plans

Design plans for every staff member, not only supervisors and

managers

Design plans that provide opportunities for professional and

personal advancement

Ongoing learning and development plans lay the groundwork

for retaining high-performing staff members

Include training and education opportunities that address the

organization’s current and foreseen future leadership needs.

Proactively manage and review the processes

These processes are investments, not “unrecoverable” expenses

3. Strategically encourage retention for

high performing staff

The average cost of recruiting a new employee, even though

dubbed “soft costs,” runs thousands of dollars.

Ensure an empowering and motivating environment to retain

good employees, keep costs down.

Make sure talented, skilled and knowledgeable employees are

kept on the team.

Highly qualified people can usually find better jobs more easily

- aim to build loyalty

-aim to motivate and engage employees.

Also see a companion resource, “How to Keep Good People”

YWCA Stellar Staffing 29

Why is employee development a chronic problem, and why should it not be? Based

on management experiences, following are reasons why development planning is

often ignored… and reasons why that’s a costly mistake.

1) We tend to focus most on the here and now. So many organizations are in a

constant frenetic state of upheaval, reorganizations and trying to do more with

less. In this environment, managers naturally tend to be most focused on essential

day-to-day operations and less interested in longer-term activities perceived as

having less certain payback.

2) Some bureaucratic exercises are done but not acted upon. Too often a fair

amount of time is spent trying to fit employees into nearly incomprehensible

matrices with too many descriptive boxes: “Intergalactic Star,” Diamond Amid

Coal,” “Wolverine Tendencies,” “Wicked Lot of Problems” and so on –

acknowledged ‘fanciful’ categories. The problem is, exercises are confusing and

time-consuming so staff are satisfied just to complete them, and seldom do much

constructive with the data.

3) There’s just no time for it. There’s always time for important activities. If

development planning is a valuable managerial function, make it a priority and

carve out the minutes and hours for it.

And here is why development planning makes good business sense

1) People care if a genuine interest is taken in their future. Emphasis here is

on “genuine.” Development planning should be something a manager takes a real

personal interest in – not an HR-driven mandate.

2) It helps builds loyalty and loyalty increases productivity. The logical

corollary to point #1. Taking an honest interest in someone builds loyalty. Loyal

employees are more engaged. Engaged employees are more productive.

3) Good talented people naturally want to advance, and appreciate

meaningful support in the process. As a Harvard Business Review study

showed, capable ambitious young employees want training, mentoring and

coaching. They want to gain skills. They want to become more versatile and

valuable to an organization – and if one employer doesn’t provide access to

ongoing learning, enterprising employees will go elsewhere for it.

One final thought: Development planning doesn’t have to be elaborate or

costly. At its core it’s mostly a matter of good managers taking the person-to-

person time to understand their employees… recognizing their skills and needs…

and guiding them to fill in the gaps. If it’s done well, the payoff can be

substantial in terms of long-term loyalty. If it’s not, the costs can be substantial in

terms of long-term talent.

Adapted from an article by Victor

Lipman, written for Forbes Magazine

Development, Support and Retention Tips and Tools

Importance of Staff Development

YWCA Stellar Staffing 30

Stellar staffers are those individuals

who increase organizational performance

through their day to day contributions

and the longer-term by demonstrating the

highest levels of potential.

Stellar staff development is the

systematic attraction, identification,

development, engagement, retention and

deployment of those individuals who are

of particular value to an organization,

either in view of their ‘high potential’ for

the future or because they are fulfilling -

critical roles very well..

All supervisors and managers should enable

and provide training and development for

their people - training develops people, it

improves performance, raises morale;

training and developing people increases the

health and effectiveness of the organization,

and the productivity of the business

These interpretations underline the

importance of recognizing that it is not

sufficient simply to attract individuals with

high potential. Developing, managing and

retaining these individuals as part of a

planned strategy for talent is equally

important, as well as adopting systems to

measure the return on this investment.

The most effective way to develop people

is to enable learning and personal

development, (vs training and personal

development).

A key is to focus on enabling learning and

development for people as individuals -

which extends the range of development

way outside traditional work skills and

knowledge, and creates far more exciting,

liberating, motivational opportunities for

employees and for employers.

Rightly organizations are facing great

pressure to change these days and to

facilitate and encourage whole-person

development and fulfilment beyond

traditional training. The move is to what is

chiefly good for people.

The reason for this is that in terms of

learning and development, what's good for

people is good for the organizations in

which they work -- for organizational

performance, quality, customer satisfaction,

effective management and control, and

therefore overall strength.

Organizations which approach learning and

development from this standpoint inevitably

foster people who perform well and

progress, and, importantly, stay around for

long enough to become great at what they

do, and to help others become so.

Importantly, learning, to look at the process

from the trainee's view is anything that is a

stimulating and developmental experience.

Development isn't restricted to training - it's

anything that helps a person to grow, in

ability, skills, confidence, tolerance,

commitment, initiative, inter-personal skills,

understanding, self-control, and motivation

The attributes of really effective people, be

they leaders, managers, operators and

technicians are likely to be attitudinal.

Skills, knowledge, and the processes

available to people are no great advantage -

what makes people effective and valuable to

any organization is their attitude and

motivation to improve.

Attitude includes qualities that require

different training and learning methods as

attitude stems from a person's mind-set,

belief system, emotional maturity, self-

confidence, and experience. These are the

greatest training and development

challenges faced, and it may be more

effective to not put people in a classroom,

or deliver skills training in a conventional

manner which some may see as a chore.

Training and learning needs to extend far

beyond conventional classroom training

courses – and be highly interactive. Be

creative, innovative, and open-minded to

discover learning in virtually every new

experience offered.

.

Development, Support and Retention Tips and Tools

Knowledge and Skill Development Programs

YWCA Stellar Staffing 31

Being realistic, corporate attitudes and

expectations about what 'training' is and

does cannot be changed overnight, and most

organizations still see 'training' as being

limited to work skills, classrooms and

Powerpoint presentations. However, when

you start to imagine and think and talk about

progressive attitudes to developing people -

beyond traditional skills training - for

example:

enabling learning vs. teaching

interactive exercises and explorations

mentoring

distance learning

facilitating meaningful personal

development with a growth plan

helping people to identify and achieve

their own personal potential

Adapted from an article on Alan Chapman’s human

resources management webpage

YWCA Stellar Staffing 32

Keeping employees motivated and engaged

is the key to every organization’s success.

Unfortunately, there is no exact science to

motivating employees since different people

are motivated by different things at different

times.

One day you may leave a hard-working and

motivated employee in the office only to

return the following day to find someone

who is despondent and less than

enthusiastic about their work. This could be

related to a number of factors, such as

personal issues, interactions with

colleagues, personal or work-related

worries or concerns or feeling undervalued.

There are many factors affecting motivation

that managers have little or no control over.

However, good managers/leaders do their

best to keep their team motivated and

engaged – it is better for morale and for

productivity!

Motivational needs

Professor of psychology David McClelland

describes three types of motivational need:

achievement

authority and power

affiliation

Work structure and environment factors

Clinical psychologist Frederick Herzberg

developed the concept of motivators and

structural factors.

Motivators are things that cause us to feel

motivated. Structural factors do not make us

feel motivated or demotivated, they are just

there. However, if a structural factor is

missing an employee will feel demotivated.

Example of structural factors

One example is reasonable pay. This

doesn't necessarily mean a huge salary,

just a reasonable amount for someone to

live off. An employee receiving reasonable

pay will not feel motivated every time they

receive their pay, but if the pay is absent or

late they will become demotivated.

Other structural factors might include:

adequate space to work in

break periods

chairs and desks that conform to

health and safety standards

IT equipment that works properly.

temperature/airflow water, bathroom

facilities

safety, security, and comfort with the

behaviors of other staff

Asking about motivations

Good managers know what motivates and

what demotivates individuals they supervise

as a result of asking each person

individually what motivates them and what

demotivates them.

Why find out about motivations?

Understanding employee motivations

enables managers to understand how each

individual likes to be supervised/partnered

with. For example:

some employees like to be left alone to

work on their own initiative, while others

prefer more hands-on management

some individuals find criticism

motivational, but others will feel hurt and

demotivated if it isn’t delivered sensitively

one team member may be desperate for a

promotion or public recognition while

another team member may be very happy

to stay in the job that they are doing and

hate the idea of being praised publicly.

How to ask about motivations

Asking what motivates and what demotivates

individuals can be done on a one-to-one basis

or it can be done as a team exercise, perhaps

pairing up team members and getting them to

ask each other and then providing feedback.

Conversations with demotivated individuals

should always take place in private, of

course.

Development, Support and Retention Tips and Tools

Motivation and Engagement

YWCA Stellar Staffing 33

Employee Engagement

An engaged employee is one who shows

commitment and willingness to help out

beyond their normal job which leads to

better performance for the organization as a

whole.

Employers are interested in those

employees who will do their best work, or

‘go the extra mile’. Employees want

interesting work that they find absorbing

and enjoyable. When these factors combine

you have a win-win solution that meets the

needs of the business and the employees’

needs at the same time. This is called

employee engagement. Both sides have

everything to gain by it and will work hard

to maintain it.

Engagement goes beyond job satisfaction

and is not simply motivation. Engagement

is something the employee has to offer as it

cannot be ‘required’ as part of the

employment contract.

There is no list of what creates employee

engagement but research into employee

attitudes found that the main drivers of

employee engagement were:

having opportunities to feed views

upwards

feeling well-informed about what is

happening in the organization

believing that the people one works

with, especially the organization’s

leaders are committed to the

organization.

Perceived fairness by managers when

dealing with problems also has a marked

impact on individual performance, although

this does not seem to be directly related to

employee engagement.

Performance-based rewards

Rewards can play an important role in

motivating employees.

Victor Vroom of the Yale School of

Management produced a theory known

as Vroom’s Expectancy Theory. The theory

says that employees will be motivated to do

certain things when they perceive that a

certain reward will be forthcoming. In

essence, the motivation of the behavior

selection is determined by the desirability of

the outcome. However, at the core of the

theory is also a cognitive process of how an

individual processes the different

motivational elements. Expectancy theory is

about the mental processes regarding

choice, or choosing. It explains the

processes that an individual undergoes to

make choices. Effective leaders and

managers keep this in mind in their work

with staff.

Examples of performance-based rewards:

formal recognition

pay adjustment/promotion

time off

working on a special project/task

working with a particular

colleague/team

opportunity to travel (or not) for

business

assignment to another area to help with

a broader base of services

attending a course, seminar or

exhibition.

Flexibility

Employers should also consider how they

can improve flexibility to encourage loyalty

within the organization. People are more

likely to stay with an employer that

encourages work-life balance and that

values individual choices than move to an

organization that is less accommodating.

Some ideas include:

condensed working weeks, flexible

working hours, flexible working days

term-time working

job sharing

dog-friendly offices (depending on

allergies of others)

YWCA Stellar Staffing 34

study leave

unpaid (holiday) leave

time off in lieu / paid overtime

home working

sabbaticals

provision of gym, relaxation and quiet

facilities in the office

different and special assignment, even

if temporary

Building a loyal workforce

Studies consistently show that the number

one reason somewhat frustrated employees

leave is poor leadership and/or

management.

Conversely, studies also show that people

will often stay with an organization that

they don’t like if they have a manager that

they enjoy working for and feel loyal

towards.

Encouraging employee loyalty

To encourage loyalty amongst employees,

organizations should consider:

Leadership that provides clear vision,

goals and objectives and involves

people at all levels of the organization.

Involvement that includes employees

in the decision making processes.

Employees often have a valuable

perspective that is not obvious to

members of the management team.

Ethical, equitable and legal

treatment of employees: Evidence that

people are treated ethically, equitably

and legally. This includes taking a

zero-tolerance approach towards

managing bullying, harassment,

discrimination and dis-empowerment.

Affinity with organizational values:

Staff have similar values to those of the

organization and help ensure that those

values are core to everything that the

organization does.

Individuals and Individuality are

valued: Everyone has an opportunity to

make a meaningful contribution to the

organization and the organization

recognizes people for the contributions

that they make as individuals and as

teams.

Team: A sense of team pervades with

opportunities for social interaction

amongst staff.

Remuneration package is in line with

that offered by similar organizations for

similar positions.

Opportunity for growth and development

abound for each individual to develop as far

as they can (and want to) within the

organization.

by Jacqueline Johnson North for KnowHowNonprofits,org

YWCA Stellar Staffing 35

Motivating supervisors are risk takers who exude their unique personality

and by showing trust in those they supervise.

They also foster the independence of those they supervise and partner

with so on-the-job learning is more likely to take place.

Effective supervisors genuinely care, like, accept, and value those they

work with, demonstrating kindness, sharing responsibility, embracing

diversity, fostering individual instruction, and encouraging creativity.

The key to helping staff members develop positive attitudes is in the

environment – an environment where organizational leaders:

o Build and sustain an organizational culture around the ethic of care where they demonstrate caring and kindness and willingly

sharing their emotions and feelings e.g., enthusiasm, affection,

patience, sadness, reasoned disapproval as well as a sincere

interest and care about their peers and those they serve.

o Share Responsibility, opportunities for input and taking

control of situations wherever possible. This acknowledges

that the agendas of supervisors and the staff they supervise overlap and are in support of each other and fosters staff taking

responsibility for their own learning.

o Embrace Diversity, demonstrating an understanding and cultivating the engagement of peers and those served without

analyzing or judging self-confidence and with an obvious

appreciation of work and contributions that stem from a wide

range of backgrounds and experiences To these ends, staff will benefit from experiential diversity learning to best understand the

meaning and future implications of effectively working in

culturally heterogeneous – by design – organizations.

o Foster Individualized Development, capitalizing on the ability

to provide meaningful learning opportunities, and motivating

activities so that staff become active and independent agents of

their own learning. A mentor program can be especially helpful.

o Encourage Creativity, making visible the importance of

stimulating innovation throughout one’s department and/or the

whole organization. Highly encourage the contribution of wide range of ideas and insights.

Development, Support and Retention Tips and Tools

Helping Staff Members to Develop Positive Attitudes

YWCA Stellar Staffing 36

*DIF Analysis - Difficulty, Importance, Frequency is a method of assessing performance, prioritizing training needs and planning training, based on three perspectives: Difficulty, Importance, and Frequency. The system can be used in different ways, commonly entailing a flow diagram and process of assessing (scoring) each activity according to the three elements. At a simple level, an activity that scores low on all three scales is obviously low priority; whereas an activity that scores high on all three scales is a high priority.

Adapted from Alan Chapman’s human

resources management webpage

1. Assess and agree training

needs 2. Create training or

development

specifications

3. Consider learning

styles and personalities 4. Plan training and

evaluation

processes

5. Design materials,

and methods,

organize training

processes, and

evaluate

Conduct some sort of training needs analysis. Another method example of assessing and prioritizing training is DIF Analysis*. This commonly happens in the appraisal process. Involve the people in identifying and agreeing relevant aligned training. Consider organizational values and aspects of integrity, ethics, spirituality, compassion and skills. Look also at your recruitment processes - there is no point training people if they are not the right people to begin with. Knowing why people leave also helps identify development needs.

Having identified what you want to train and develop in people, you must break down the training or learning requirement into manageable elements. Attach standards or measures or parameters to each element. Information about the 360o review and planning process, a template and other performance appraisal models are available in the Staff Vitality section of the Resource Library. Revisit the skillset and training needs analyses - they can help organize and training elements assessment on a large scale.

People's learning styles greatly affect what type of training they will find easiest and most effective. Look also at personality types. Remember you are dealing with people, not objects. People have feelings as well as skills and knowledge. Common resources to draw from for individual and team development planning include: Erikson Model Johari Window Adair's Theory Myers Briggs Tuckman Model

(Google each for more information)

Incorporate before and after measurements to gauge training effectiveness. Helpful and “Google-able” models are: The Kirkpatrick

model for structure training design.

Bloom's theory to help ensure sought outcomes

Consider modern innovative methods and meaningful communication. Presentation is an important aspect to delivery. Ensure that best practices are applied for organizing meetings and workshops..

Development, Support and Retention Tips and Tools

Steps to Create a Comprehensive Staff Development Program

YWCA Stellar Staffing 37

Looking for new ways to improve your

financial health? A new study suggests it's

worth the time to pay as much attention to

employees as you do to the bottom lines of

financial and service outcomes.

A report from Hewitt Associates found

employee engagement. morale, confidence in

the organization, career opportunities, rewards

and recognition programs and trust in

leadership with their employers at its lowest

level in the 15 years the outsourcing firm has

studied the issue. "This highlights the growing

tension between employers — many of which

are struggling to stabilize their financial

situation — and employees, who are showing

fatigue in response to a lengthy period of

stress, uncertainty and confusion brought

about by the recession and their organization’s

actions," observed the study, which tracked

more than 900 companies globally.

But companies with high levels of

engagement (65 percent or greater)

outperformed the total stock market index and

posted shareholder returns 19 percent higher

than average. Still not convinced? Companies

with disinterested employees (40 percent or

less engagement) had a total shareholder

return that was 44 percent lower than average.

The results are transferable to the nonprofit

sector.

What can you do to improve employee

morale? Luckily, it's not all about the

compensation. Hewitt says companies that are

successful at upping the happy factor even in

the downturn have visible leaders and

"provided ongoing updates to reduce

employee uncertainty and stress." Four in five

companies (82 percent) that have improved

employees' happiness have created excitement

about the future of the organization.

The study also found that three-quarters of

companies with high levels of employee morale

conduct exit surveys to understand why

employees are leaving and identify potential

problems.

"Understanding what drives employee

behavior — in good times and in bad — is

critical to business success," said Ted

Marusarz, Hewitt's leader of global

engagement and culture. "All organizations

face similar pressures. Companies that are

successful at improving engagement in spite

of these pressures are the ones that create an

environment focused on key human capital

elements. They may make adjustments to their

engagement strategies, but they don't lose

sight of their overall goals."

Sue Romanos, the president of Career

Xchange, a staffing firm which has thrived in

the recession, says companies need to

remember to think about more than just

money when times are tough.

"It’s just as important to keep in mind you

have employees and they are your business,"

she told McClatchy. "The most important

asset is human capital. Strong organizations

know that."

Development, Support and Retention Tips and Tools

Why Happy Employees Are Good for Business

By Courtney Rubin for Inc.com

YWCA Stellar Staffing 38

With studies showing that the number one

reason high performing employees leave

organizations is poor leadership and/or

management, good performance by top

leaders is essential to organizational vitality.

When employers are performing at their best

employees are most likely to feel motivated,

engaged and confident and generate new

ideas that will benefit the organization and

the people it serves.

In order for employees to perform at their

best, organizations need to provide the

environment and structure in which

employees can thrive. A high-performing

workplace is an enjoyable place to work!

The following factors are important:

good leadership and management

trust, empowerment and motivation

visible throughout the organization

permission to make and learn from

mistakes

policies that are fair and ethical

support and encouragement to develop

congruence between one’s personal and

organizational values

“SMARTASS” objectives that encourage

high performance:

specific

measureable

achievable

relevant

time-bound

agreed

stimulating

stretching Effective performance management tools and

techniques

Performance management works best as an

integrated approach, incorporating the

following:

induction

initial performance review

one-to-one meetings

appraisals

continuing professional development

development tools and techniques

Development, Support and Retention Tips and Tools

High-performing Workplaces

From the Colorado Association of Nonprofits, links between talented staff and sustainability (self-reported by organizations surveyed):

The “Crafting Pathways” full report is available in the Staff Vitality section of the Resource Library.

Reported Status of Org. Reported Ability to Develop and Maintain Top Talent

YWCA Stellar Staffing 39

There are several measurements to use for demonstrating human resource

development achievements. Process outcomes can be logged and compared year-

to-year and include:

turnover rates (the number of people joining and leaving your organization)

exit interview feedback provided by employees who leave

employee satisfaction surveys (even small scale in-house surveys can be helpful)

reduction in sickness absence levels

growth in organizational capacity (for example, numbers of people employed, volunteers recruited, numbers of service users supported)

increased diversity amongst staff and volunteers

feedback from service users, funders, regulators etc.

the amount of learning and development within the organization e.g., type of activities and attendance records among employees (volunteers and board

members too).

Adapted from Cass Centre for Charity Effectiveness’ "Tools for Success: doing the right things and doing them right"

Development, Support and Retention Tips and Tools

Measuring Stellar Staffing Achievements

YWCA Stellar Staffing 40

Transition - At a Glance

In today’s world very few people expect to have a 'job for life' as they

might have done a couple of decades ago. While a certain amount of

employee turnover is good for an organization because it enables fresh

ideas and influences, too much staff turnover can be problematic and

expensive.

Sometimes the loss of a staff member is unavoidable. As staff develop their

skills and ambitions, some will migrate to job opportunities in other

organizations. In other situations, the loss could have been prevented, and

sometimes an employer is forced to remove an employee.

At the most basic level, transition management and succession planning are

an integral part of an organization’s human resource practices.

Steps Considerations

1. Develop Transition Plans Having plans in place for voluntary transitions, layoff situations and

involuntary transitions is recommended.

2. Develop Succession Plans Succession plans are recommended for all positions

YWCA Stellar Staffing 41

Employees leave their jobs voluntarily for a variety of reasons. These include new opportunities,

career change, further study, or personal reasons.

Once an employee has resigned there are some practical issues that need to be considered, starting

with a letter acknowledging the resignation, a plan for announcing the impending change and

content of the message, and an exit logistics plan that includes (also see transition template that

follows):

Details of final pay: when it will be paid and how

Details of annual leave: entitlement minus leave taken

Benefit arrangements

Return of organizational property

Deactivation of passwords and other access codes

Before a staff member’s departure, employers can take an opportunity to examine reasons for the

separation through an exit interview. Well executed exit interviews provide insights into the

strengths of the organization as well as valuable data for changes that may be needed:

Try to make the exit interview positive so that the leaving employee becomes an ambassador

for the organization.

Ask, with sincere and open ended questions, about the reasons for leaving and what

modifications they recommend for recruitment, onboarding, support, supervision and

performance development processes.

Looking out for the aggrieved employee

Signs of an aggrieved employee might be illustrated through phrases within the resignation letter

such as “…my position has become untenable,” or “I am unhappy with the working conditions.” In

these situations well executed exit interviews should provide important information for future

planning and management practices.

The next step is to work together with the employee to develop a transition plan. His/her idea of

what needs to be finished up before she leaves the organization may differ from that in the mind of

the supervisor, so it’s important to collaboratively make a list of the duties, projects currently being

working on and clients, colleagues and community leaders the person is regularly in contact with.

Spend ample time on this list, making it as comprehensive as possible, as the decision will need to

be made for who can take over those projects and responsibilities in the short-term. Also decide

together how to proactively respond to messages and correspondence as the staff member prepares

to leave and afterwards so that emails and phone calls don’t go unanswered.

The transition plan should include any specific loose ends that need to be tied up before the

proverbial going away cake is cut on Friday afternoon (e.g., getting the final sign-off on last

month’s budget or finalizing the agenda for next month’s department meeting). Having a specific

and finite list of final to-dos will give the staff member a sense of purpose and structure for his/her

last weeks—and will help ensure that the transition is as seamless as possible.

It is recommended to fill out the transition plan within a week of when notice was received, then

checking in regularly to sure plans are on track to finish everything up.

Adapated from an article by Dami Patel for KnowHowNonprofits

Transition Tips and Tools

Voluntary Separation

YWCA Stellar Staffing 42

Official notice of resignation received

Exit announcement and distribution plan developed

Confirmation letter of resignation provided to employee and checklist including:

Details of final pay: when it will be paid and how

Details of annual leave: entitlements minus leave taken

Benefit arrangements, e.g., COBRA

Return of organizational property

Deactivation of passwords and other access codes and keys

Team(s), stakeholders notified

Initial inspection and maintenance plan complete

Inspect office and grounds and determine if any repairs or maintenance is required by employee

Formally notify employee of repairs to be made or bond money to be withheld in absence of repairs being made

Plan for any additional maintenance or updates to be carried out before next employee moves in.

Any purchasing delegations cancelled with suppliers

Final timesheet completed

Final pay calculated and paycheck or paycheck schedule provided to employee

Any existing wage / salary auto payments stopped

Exit interview held, including a review the existing job description with the employee departing to make sure it is still appropriate for the position

Final inspection complete for return of organizational property, including keys and files

Passwords and other security codes changed

Certificate of employment issued to employee

Immigration notified if appropriate

Forwarding address / phone number recorded.

Employee file closed off:

(Employee records including wages / salary, timesheets and holiday records must be archived as per government/attorney recommendations)

Signed/Title: Date:

Transition Tips and Tools

Transition Plan Template

YWCA Stellar Staffing 43

Before any dismissal is planned be sure to engage appropriate professional counsel.

While most departures are voluntary, in some instances employees may need to be dismissed

because of:

Inadequate capability

Troublesome conduct or inadequate performance

Workforce reduction needs

Capability falls into two categories:

Job performance issues related to skill and aptitude. Here an employee has

demonstrated an inability to achieve and consistently maintain required standards

for the position for which they are employed and has not shown potential for

improvement.

Health related performance issues – Here an employee has become unable to

perform to the required standard due to long-lasting ill health.

Troublesome conduct or inadequate performance

An employee begins to not meet the required standard for h/her position

Dealing with capability and conduct

To manage both capability and low performance the organization’s set of performance

improvement or disciplinary procedures should be followed (usually part of the

organization’s personnel policies/staff handbook). These policies should incorporate the

following principles:

all employees will have performance concerns that arise explained to them and an

opportunity to discuss those concerns

all concerns are documented so that explicit examples along with an accompanying

standard can be illustrated

where potential for marked improvement has been demonstrated the employee is given a

chance to improve with clear objectives and guidelines for improvement. Supervision

becomes closer and more pointed to foster improved performance, and often involves

the integration of a coaching element.

A common aim is to achieve an improvement in performance or conduct and to avoid the

necessity of further action being taken (i.e., terminating one’s employment). A performance

improvement outline is available in the Resource Library’s Staff Vitality section.

In the case of an involuntary situation the same transition plan steps apply as outlined for a

voluntary resignation.

Transition Tips and Tools

Involuntary Separation

YWCA Stellar Staffing 44

The need for layoffs may emerge if the organization:

needs to reduce its workforce

decides to close a program

needs to employ (or expects to employ) fewer or a different type of staff for work of a

particular kind.

Alternatives to layoffs are:

a reduction in hours where jobs would accommodate a part-time schedule

sabbaticals, term time contracts, and unpaid holiday time

individual requests for unpaid leave

individual requests for early retirement

minimizing the recruitment of temporary employees or short-term contracts

In the case of a lay-off situation the same transition plan steps apply as outlined for a

voluntary resignation.

Transition Tips and Tools

If a Reduction in Staff Becomes Necessary or is Planned

YWCA Stellar Staffing 45

About:

Succession planning is an ongoing process of

systematically identifying, assessing, and

developing talent to ensure leadership

continuity for all key positions in an

organization. Succession planning does not

exist in isolation.

It should be interwoven with the

organization's strategic objectives and should

reflect the way the organization needs to

evolve in order to achieve its strategic goals.

This means that the kinds of leadership

styles, skills, and behaviors needed might be

different in the future from those in the

existing culture.

Succession planning improves the

organization’s capability and helps minimize

the risk around gaps in critical roles - the

roles currently crucial to the achievement of

organizational outcomes and operations.

A vacancy in a critical role will have a

significant effect on the ability of the

organization to deliver outputs, achieve

milestones or meet budget requirements.

A lengthy vacancy, underperformance or

high turnover in a critical role is a worst-case

scenario. Undertaking succession planning

is an integral part of workforce planning and

also leads to improved employee agility,

participation, retention and culture.

Succession planning is an aspect of

succession management that involves

planning future succession needs and should

be based on factual data.

One way to ensure a successful transition is

to build a culture of strong leadership

whereby employees show effective

leadership at all levels. Strengthening

leadership capacity throughout the

organization can enable a highly successful

transition by reducing dependency on a

single individual, such as a certain senior

leader or key person.

Essential Elements:

Organizations will be well served by

assessing their current culture and ensuing

that their culture is clearly defined and

sustained.

This will help define the competencies

needed today and in the future for critical,

key positions. Organizations can then

choose, assess, and develop their leaders

based on what the organization aims to

become in the future. Rather than develop

talent to fill specific positions, it is more

prudent to develop general competencies

and to create flexibility and leadership

potential at all levels.

Another key issue related to succession is

the transfer of knowledge. A leadership

transition often leads to the loss of critical

tacit knowledge that has built up

throughout the years. Strategies such as

consistent documentation and

recordkeeping, attention to effective

systems and processes, and deliberate

knowledge sharing are just a beginning.

Creating a so-called "knowledge-based

culture" can deliver dividends when an

organization is faced with succession of a

leader.

Knowledge transfer should start with

intention and a road map that outlines the

possible high-gain areas on which to focus.

Creating a knowledge-based culture within

an association can streamline the

duplication of effort needed to reconstruct

existing knowledge, and more importantly,

it can minimize the risk of critical

association knowledge residing in the heads

of only a few staff members.

By Andre Mamprin , Banff Centre for Conferences, for American Society for Association Executives

Transition Tips and Tools

Succession Planning Primer

YWCA Stellar Staffing 46

A successful organization leadership succession plan maps the landscape, prepares for

contingencies, and minimizes disputes. Simultaneously, an organization needs to enable

an orderly transition, ensure continuity, and build a legacy.

The following five-step process provides a framework for effective organization

succession.

Step 1: Build a Solid Organizational Foundation

The key to a successful succession plan lies in building a solid foundation of vitality and

growth for the organization. This happens long in advance of any actual succession date.

Step 2: Co-develop an Exit Strategy

Leaders should start with the end in mind. Any sound and successful strategy begins

with a goal or vision of the desired outcome. The organization leader should co-develop

a solid framework that acts as a road map for successfully navigating the challenges of

the modern non-profit world - including the exits and integrations of outgoing and

incoming people in key positions.

Step 3: Minimizing the Organization’s Risk

In many cases, the illness, serious injury, or even death of an organization’s leader can

be devastating and can even mean peril. The risk-related component of the succession

plan ensures that the organization, its members, its staff, and the communities it serves

are protected.

Step 4: Strengthening Systems and Processes

Strong organizations deploy strong management and strong systems in the areas of

leadership and management as well as continuous improvement,

member/client/stakeholder focus, high-quality value offerings and services, and the

finding, hiring, and training of the best possible staff.

Step 5: Transitioning the Leadership

The final step is to identify gaps between required leadership for the coming period and

the existing talent pool and develop strategies to ensure the attraction of ample

capabilities.

Also see the companion resource: YWCA Executive Director/CEO Search Guide

Transition Tips and Tools

Five-points for Effective Succession Planning

Andre Mamprin , Banff Centre for Conferences, for ASAE

YWCA Stellar Staffing 47

Appendix

Application Process The Role of Applications and About Background Checks……… 48

Sample Job Application Form………………………………..……. 49-53 Sample Application Evaluation Form………………………..……. 54

Correspondence Templates

Interview Invitation…………………………………………….….… 55 Letter for those not selected for the first round of interviews…... 56 Letter for those not selected for the interview phase………….… 57 Letter for candidates interviewed but not selected…………….… 58

Sample Interview Questions

Appropriate and Inappropriate Interview Questions………….…. 59 Template for Preliminary Job Candidate Screening…….……….. 60 Face to Face Interview Question and Response Samples….…. 61-66

Sample Letters Regarding Employment

Letter of Employment………………………………………………. 67 Letter of Acceptance for a Resignation…………………………… 68 Letter for a Lay-off Situation……………………………………….. 69 Letter for an Involuntary Termination……………………………… 70

YWCA Stellar Staffing 48

The Role of Applications and Background Checks

Although résumés have been a valuable addition to the hiring process, human resources

professionals and labor lawyers now often advise employers to use employment applications

because of the legal and practical advantages they provide. Instead of requesting a resume,

employers can request that job candidates attach an introductory cover letter and description of their

first-hand experience relevant to the YWCA and the position.

Using an application may provide an employer with legal protection in the hiring process where a

résumé may contain information that cannot be used in a hiring decision. For example, a résumé

may list affiliations or organizations that reveal details about a person that are irrelevant to a hiring

decision or legally cannot be considered.

Also, since résumés are written differently, the lack of uniformity in the hiring process can lead to

claims of disparate treatment, a résumé may not give an employer all the information needed, and it

is easier to prescreen candidates using a standardized application.

A standardized application makes it easier to spot unexplained gaps in employment. That is an

important step in the hiring process and a critical part of exercising due diligence. Even if a pre-

employment background check is done, records can be missed because there is no national criminal

record resource for private employers. Criminal checks must be done in each county where the

applicant has lived, worked or gone to school.

An application should state that untruthfulness or material omissions are grounds to terminate the

hiring process or employment, no matter when discovered. This is critical, for example, when an

applicant is not truthful about a criminal conviction. A criminal conviction cannot be used to

exclude a job candidate without taking into account the nature of the offense, the nature of the job

and when the offense occurred.

There should be broad language asking about convictions and pending criminal cases. Some

employers make the mistake of asking only about felonies. However, misdemeanor convictions can

also be extremely serious, and should be queried, subject to legal limitations.

The form should indicate that the applicant consents to pre-employment background screening,

including educational and professional credentials, past employment and court records. Such a

release may discourage an applicant with something to hide, or encourage an applicant to be

forthcoming in an interview. If an employer plans on performing pre-employment credit screening,

the federal Fair Credit Reporting Act requires that there must be a consent and disclosure form

separate from the application.

The form should also indicate that any release for a background investigation is valid for future

screening for retention, promotion or reassignment (unless revoked in writing). This is helpful, for

example, when an employer needs to conduct a post-employment investigation into allegations of

sexual harassment or other workplace problems.

The form should allow the applicant to indicate whether the current employer may be contacted for

a reference. And finally, an employer can include other standard matters. Examples include: the

organization's at will policy; the applicant's ability to perform the essential job functions, and, if

employed, the requirement to provide original documents to verify identity and right to work in the

United States.

By using an application an employer can avoid a number of problems in the hiring process and

promote a selection process that is fair to everyone. For more information, contact Employment Screening Resources (www.ESRcheck.com)

YWCA Stellar Staffing 49

Job Description and Application: YWCA _______________________________ The YWCA is dedicated to eliminating racism, empowering women and promoting peace, justice, freedom and dignity for all.

ywca ________________

(Overview, the highlights and requirements of the particular job description go here)

YWCA Stellar Staffing 50

YWCA Online Employment Application Form Position:

Please attach an introductory cover letter and description of your first-hand experience relevant to the YWCA and this position.

Contact and General Information Name: Date: Present address: How Long have you lived in this area?: Telephone: E-mail: If appointed, when would you be available to start?: How did you learn of this opening?:

Do you have the necessary documentation proving your legal right to work the U.S? ____Yes ____ No

Education LEVEL NAME OF SCHOOL LOCATION and

WEBSITE # OF YRS

COMPLETED MAJOR & DEGREE

PHONE of Registrar Office

College/University

Graduate School

Other

continues…..

ywca ____________

YWCA Stellar Staffing 51

Work Experience / Employment Essentials

1. EMPLOYMENT DATES:

NAME OF ORGANIZATION:

LOCATION: SALARY: CONTACT: Name/Phone to verify employment:

TITLE: MAJOR RESPONSIBILITIES: (leave blank if described on resume)

2. EMPLOYMENT DATES:

NAME OF ORGANIZATION LOCATION SALARY CONTACT Name/Phone to verify employment:

TITLE: MAJOR RESPONSIBILITIES: (leave blank if described on resume)

3. EMPLOYMENT DATES:

NAME OF ORGANIZATION LOCATION SALARY CONTACT Name/Phone to verify employment:

TITLE: MAJOR RESPONSIBILITIES: (leave blank if described on resume)

1. Have you ever been a member of, worked or served as a volunteer at a YWCA?

______ Yes ______ No

If yes, please elaborate:

2. Do you have a valid driver’s license or consistently reliable way to get to work and, if required, to frequent off-site appointments? ______ Yes ______ No

3. Have you ever been in the U.S Armed Forces? _______ Yes ______ No

4. Are you now a member of the U.S. National Guard? _______ Yes ______ No

5. If appointed, are you willing to submit to a controlled substance test? _____Yes _____ No

6. Are you able to perform the essential functions of this position, either with or without reasonable accommodation? _______Yes _______ No

7. Have you ever been convicted of a crime? _______ Yes _______ No

If yes, explain conviction(s), how recently such offense(s) was/were committed, and disposition of the case:

YWCA Stellar Staffing 52

What experience and abilities do you have in the following areas? Mark the appropriate column for each type of experience.

Area

Developing

strength and

confidence in this

area

First-hand

experience in

this area

Years of

demonstrated

experience, high

level of strength

and high

confidence in

this area

Leadership --YWCA Mission fulfillment-general -- including racial justice -- women’s economic empowerment

--Growing and motivating the board

--Growing and motivating staff

--Growing the assets of an organization as a whole as well as a program or administrative capacity

Nonprofit Operations Management

Nonprofit Financial Management and Negotiating Skills

Nonprofit Planning and Visionary Thinking

Organizing work

Program/Administrative Development in the area of ______________ Staff Supervision this area:

Program/Administrative Development in the area of ______________ Staff Supervision this area:

Program/Administrative Development in the area of ______________ Staff Supervision this area:

Program/Administrative Development in the area of ______________ Staff Supervision this area:

Other Program Development and/or Staff Supervision Experience:

Advocacy for racial justice

Advocacy for women’s empowerment

Fundraising-Direct Solicitation

Fundraising-Grant Writing

Fundraising-Events

Verbal and written communication skills, Marketing, Communications

Community Relations and Promotion

YWCA Staff to Staff and YWCA Volunteer to Staff Relations

What abilities do you have with these/other computer software programs? (mark appropriate level)

Software

New to Me

Familiarity/Some

Use

Command of

General

Functions

Advanced

Abilities

MS Word MS Excel MS Powerpoint MS Access

Accounting Software (please name):

Fundraising Software (please name):

Website Design/Upkeep (please name):

Other Software (please name):

YWCA Stellar Staffing 53

Please list three recent work related references other than relatives

(letters of recommendation with contact information may be attached if you prefer)

1. Name _______________________________________ Relationship______________________________ Position ______________________________________ Organization______________________________ Address ______________________________________ Telephone _______________________ E-mail ______________________________________

2. Name _______________________________________ Relationship______________________________ Position ______________________________________ Organization______________________________ Address ______________________________________ Telephone _______________________ E-mail ______________________________________

3. Name _______________________________________ Relationship______________________________ Position ______________________________________ Organization______________________________ Address ______________________________________ Telephone _______________________ E-mail ______________________________________

May we conduct a comprehensive reference check with those listed above? _______ Yes May we also talk with colleagues not listed above that you are known to have worked with? _______ Yes _________ Yes, with the exception of (please list):

_______ Please contact me first _______Not at this time Please read each paragraph, then sign below

I certify that I have not purposely withheld information that might adversely affect my chances for hiring. I attest to the fact that the answers given by me are true & correct to the best of my knowledge and ability. I understand that any omission (including any misstatement) of material on this application or on any document supplied can be grounds for rejection of the application or, if I am employed by this organization, terms for my immediate expulsion.. I am aware that a background check may be conducted as a part of considering my application. As noted above, I permit the YWCA to examine my record of employment, education record and any

other information I have provided. I authorize the references I have listed to disclose any information related to my work record and my professional experiences with them without giving me prior notice of such disclosure. In addition, I release the organization, my former employers and all other persons, organizations, corporations, partners, collaborators and associations contacted from any and all claims, demands or liabilities arising out of or in any way related to such examination or revelation.

Applicant's Signature______________________________ Date:

YWCA Stellar Staffing 54

Sample Application Evaluation Form (developed by Purdue University)

Candidate’s Name: _______________________________________________ Additional Information: ____________________________________________ Preliminary: Has the minimum required certification(s) and degree(s) _______yes ________no Has first-hand and demonstrated experience with situations the YWCA encounters and constituents the YWCA serves _______yes ________no Has first-hand and demonstrated experience and skills eliminating racism _______yes ________no Has first-hand and demonstrated experience and skills empowering women _______yes ________no Has first-hand experience carrying out YWCA mission related advocacy _______yes ________no

Excellent Adequate Not Evident Identified Priority Skills: (enter for this position) 1. _______ _______ _______ 2. _______ _______ _______ 3. _______ _______ _______ 4. _______ _______ _______ 5. _______ _______ _______ Identified Priority Knowledge Areas: 1. _______ _______ _______ 2. _______ _______ _______ 3. _______ _______ _______ 4. _______ _______ _______ 5. _______ _______ _______ Identified Priority Personal Qualities: 1. _______ _______ _______ 2. _______ _______ _______ 3. _______ _______ _______ 4. _______ _______ _______ 5. _______ _______ _______ Comments:

YWCA Stellar Staffing 55

(Copy content, paste, and complete on YWCA letterhead)

<Applicant Name>

<Applicant Address>

Date

Dear <Applicant First Name>,

< Position Title>

Thank you for your interest in YWCA__________________ and for

applying for the above position.

We have read your application with interest and would like to invite

you to attend an interview with <insert name(s) and title(s)> Details of

the interview are as follows:

<date>

<time>

<location>

Should you require any special arrangements for your interview please

contact me so that we may meet your needs.

Please telephone me at: <telephone number> to confirm attendance,

with questions, and/or to establish an alternative interview time and

date.

I look forward to hearing from you.

Yours sincerely,

<Name>

<Position>

Sample correspondence template for job candidates

Interview invitation

YWCA Stellar Staffing 56

(Copy content, paste, and complete on YWCA letterhead)

<Applicant Name>

<Applicant Address>

Date

Dear <Applicant First Name>,

<Insert Position Title>

Thank you for your interest in YWCA________________ and for applying for

the above position.

We have received a high volume of applications for this position and your

submission is still being reviewed. If you are selected for an interview we

will contact you by ___________ to set a date and time.

If an interview invitation is not received by __________ it means that others

have been selected to move ahead at this time in this search process. In this

case your application will be kept on file for six months and you may contact

us to re-activate it if another vacancy is posted for which you would like to

apply.

Yours sincerely,

<Name>

<Position>

Sample correspondence template for job candidates

Letter for those not selected for the first round of interviews but who may still be considered

YWCA Stellar Staffing 57

(Copy content, paste, and complete on YWCA letterhead)

<Applicant Name>

<Applicant Address>

Date

Dear <Applicant First Name>,

<Insert Position Title>

Thank you for your interest in YWCA_____________ and for applying

for the above position.

At this time other candidates have been chosen to move ahead in this

search process, but your application will be kept on file for six months.

You may contact us to re-activate it if another vacancy is posted for which

you would like to apply.

We wish you well in your search for new employment and hope that you

find a fulfilling position.

Yours sincerely,

<Name>

<Position>

Sample correspondence template for job candidates

Letter for those not selected for the interview phase

YWCA Stellar Staffing 58

(Copy content, paste, and complete on YWCA letterhead)

<Applicant Name>

<Applicant Address>

Date

Dear <Applicant First Name>,

<Insert Position Title>

Thank you for your interest in YWCA_____________, for applying, and

for participating in the interview process for the above position.

Another candidate has been selected but your application will be kept on

file for six months. You may contact us to re-activate it if another

vacancy is posted for which you would like to apply.

We wish you well in your search for new employment and hope that you

find a fulfilling position.

Yours sincerely,

<Name>

<Position>

Sample correspondence template for job candidates

Letter for candidates interviewed but not selected

(Usually finalists receive a personal phone call in before the letter is mailed.

YWCA Stellar Staffing 59

Appropriate and Inappropriate Interview Questions

The following are examples of appropriate and inappropriate interview questions by subject matter. During the interview process or even during casual conversation, care needs to be taken to not ask questions that may elicit inappropriate information about the candidate. Check with your attorney to ensure compliance with the latest guidelines/laws..

Subject

Appropriate

Inappropriate

Address

“How long have you lived in this area?”

List of previous addresses, how long at each specific address.

Age

NONE.

Questions about age, request for birth certificate.

Arrest Record

Check the laws in your state – some states permit questions on pending charges if related to job, e.g., security or sensitive jobs.

Questions about pending charges for jobs other than those mentioned.

Family

NONE.

Number and ages of children, child bearing/rearing queries.

Citizenship

May ask questions about legal authorization to work in the specific position if all applicants are asked.

May not ask if person is a U.S. citizen.

Convictions

May ask if about a record of criminal conviction and/or offenses exist if all applicants are asked.

Usually questions about convictions unless all candidates are asked the same question and the information bears on job performance.

Education

Inquiries about degree or equivalent experience.

Questions about education that are not related to job performance.

Disability

May ask about applicant’s ability to do job-related functions.

Question (or a series of questions) likely to solicit information about a disability.

Marital or Parental Status

Whether applicant can meet work schedule or job requirements. Needs to be asked of all job applicants, regardless of gender.

Any inquiry about marital status, children, pregnancy, or child care plans.

National Origin

May only ask if applicant is legally authorized to work in this specific position. Need to ask of all applicants.

May not ask if person is a U.S. citizen.

Personal Finances

NONE.

Inquiries regarding credit record, owning a home, or one’s wage garnishment record are usually prohibited.

Political Affiliation NONE. Inquiries about membership in a political party.

Organizations

Inquiries about professional organizations related to the position.

Inquiries about professional organizations suggesting race, sex, religion, national origin, disability, or sexual orientation.

Race, Color, Religion Or Sexual Orientation

NONE. Re: Religious observances, describe the work schedule and ask whether applicant can work that schedule. Also suggest that schedule accommodations are possible.

Comments/inquiries about complexion, color of skin, height, weight, or sexual orientation. Inquiries about religious preferences, affiliation, or denominations.

Work Experience

Applicant’s previous employment experience.

Stereotypical inquiries regarding protected group members.

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60

YWCA_______________ Candidate

YWCA Knowledge 1. How did you choose to apply for this position? 2. How will your knowledge and abilities help to eliminate racism and empower women through your work at the YWCA?

Program/Service Knowledge 3. What are the top 3 abilities that someone must have to effectively perform in the position you are applying for? Staff Leadership/Service Delivery Essentials 4a. What do you feel marks a strong curriculum and service delivery, or processes for the department you would be working in?

4b. …Same for to sustaining a strong YWCA?

5. What do you feel ensures a productive and effective relationship between a staff member and h/her supervisor, staff, clients, parents or ‘customers?’

6. What do you feel is needed to sustain a cohesive YWCA staff that gives their best?

7. What are sure signs that staff members are providing responsible and remarkable YWCA service and leadership? Promotion and Advocacy Essentials

8. What type of advocacy efforts related to eliminating racism and empowering women have you planned and/or participated in?

9. You are in the midst of a discussion related to a recent incident or report about racism. The people you are speaking

with may not know why it is a YWCA priority – what role would you play and what points would you make? 10. You are in the midst of a discussion about pay equity. The people you are speaking with may not know why it is a

YWCA priority – what role would you play and what points would you make?

11. Included in the YWCA’s public policy agenda are pro-choice, hate crime, gay and lesbian rights, and pro-affirmative

action stands. Would a visible, public connection with and public advocacy on these issues interfere with your ability to fulfill all the responsibilities of the position and enthusiastically foster the organization’s growth?

Our Community 12. What do you know about the communities we serve and what are your impressions about the needs of women?

(For supervisor/managerial positions) 1. When interviewing staff, what are a couple of questions you always ask? 2. What do you feel are the keys to developing and tracking a budget and making recommendations? 3. What steps would you take to become known among community leaders?

Template for Preliminary Job Candidate Screening

Usually conducted by phone - not all questions will fit every situation

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Overall Skills and Abilities Sample Questions What to Look For Staff and volunteer

partnership, teamwork motivation, leadership,

and development

a. Introduce yourself as if we have not met you yet. b. One year from now, how will other staff members

and volunteers describe their usual interactions with you?

c. One or two other staff members or volunteers

consistently voice their opinions in ways that appear to silence others. What help would you offer?

d. What is the toughest decision you have ever made? Why was it difficult? How do you come to the determination you made?

a.Where ‘I’ came from and what excites ‘me’ about serving in this YWCA leadership role. (How engaging

is the candidate? How authentic does the candidate seem?) b.Communications are clear, sensitive to different styles and needs, motivating, confidence building; mutual

expectations are talked about openly; assessments are accurate; reasoning behind questions, intents, and plans is talked about openly; challenges, opportunities, and their potential impacts are presented in a timely manner and forthrightly; makes appropriate decisions to keep high and consistent standards, committed to a learning organization environment. Look for a combination of mentor-leader-contributing team member and one who motivates others to work together.

c. Establish who should discuss with this person the essential pieces of the YWCA culture that ensure

leadership development, and the expectations of staff and volunteers to enable all perspectives to be voiced and heard.

d. Logic is reasoned and appropriate in the scope of considerations Planning, evaluation and

continuing improvement

a. Tell us of a time when you improved the scope or delivery of a program or service.

b. Tell us about a time you provided excellent client/customer service.

a. Continuing improvement obviously drives considerations and decisions. b. The need to understand clients/customers and what they are searching for drives responses and discussions.

Financial literacy, budgeting,

monitoring and management

a. What steps do you take in creating a budget, then

monitoring income and expenses each month?

b. Describe a situation where you were the key negotiator – what was at stake and how did the situation turn out?

a. Obvious command of budgeting and knowledge of the role ratio figuring plays in analysis & reporting.

Ability to balance budget concerns with the organization’s stated charitable purpose. Ability to figure/understand unit income and unit costs for each program. Knows what information to keep easily accessible. Ability to take action/make prudent recommendations to avoid deficits.

b. Clear sense of what is in the YWCAs best interest and what is in the vendor’s best interest. Comfort and

ability to settle on a fair contract.

Clear, concise, communications

a. Please write a short paragraph that describes a challenge or opportunity you feel currently faces this YWCA. b. Share the news that there will be a funder site visit next week and give us an idea of what we should say.

a. Comfort in meeting the challenge/embracing the opportunity head on. Exudes confidence in herself and

the YWCA as the challenge/opportunity is pursued. Ability to engage and motivate people toward desired goals and increased contributions. Appropriate writing skills show through – handwriting is legible.

b. Appropriate presentation of the funder and its role, involvement of staff in generating ideas for YWCA aims during the visit.

Public relations/solicitation

skills and savvy;

a. Introduce yourself to us as if we are a group that includes the president of the United Way, newspaper editor, mayor, and president of the Chamber of Commerce. b. One year from now, how will these leaders describe their relationship with you?

a. Desire to be externally focused and seen as a respected community leader vs internally focused and seen

as a manager of YWCA day to day operations. Demonstrated success and comfort with creating and actively sustaining personal, positive relationships with community decision makers, media staff, and funders. Demonstrated success and comfort seeking out people and engaging them as YWCA supporters.

b. Forthright, visionary but not folly, delivers on promises, is sought out as a community leader with specialty in issues facing women and girls and people of color in the community.

Face to Face Interview Question and Response Samples

Not all questions will fit every situation – Categories are Skills and Abilities, Knowledge, and Personal Qualities

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Knowledge Sample Questions What to Look For Issues facing women, girls, and people of color on several levels YWCA advocacy priorities; current non-profit organizational trends.

a. What issues related to the YWCA mission and non-profit leadership do you

track on an ongoing basis? b. What sources have you found to be the most helpful to “stay in the know? c. How would you further awareness of and action on the YWCA public policy

agenda d. What do you see as current leadership and management trends facing non-

profits?

a-c Demonstrated knowledge of issues facing women, girls, people of color, and organizational

leadership. Knows YWCA Advocacy stands and priorities. d. Knowledge of outcome-based funding, trends toward funding specific causes vs generic non-

profits/operations, etc.

Organizational/program

planning & development strategies, including collaborations and marketing partnerships.

a. Describe the planning, development, and collaborative opportunity approaches

you have found to be most effective. b. When an initiative has worked very well and identified goals are met, what elements

have been present? c. When you have led an initiative that has not worked, what happened, and what

was learned?

a. Visionary but logical. Values volunteer and staff input and time. Rooted in the YWCA

mission. Appropriate collaborative consideration guidelines. b-c. Knows what to build into each process, knows what to nurture. (i.e. genuine commitments and backing, accurate research, viability/relevancy/salability of idea) .

Financial Management and budgeting

a. How have you determined/projected an organization’s cash flow? b. What are some strategies you have used in adjusting the timing of cash flow? c. Some board members may not have a background in finances/accounting.

What three accounting concepts would you want them to understand and how would you ensure they ‘get it’?

d. What have you done to turn around a financially unstable organization? e. What is your philosophy and process in developing a budget?

a. Knows that cash flow varies from budget line to budget line, month to month, and season to season. Knows how to do a 12-month projection based on actual rhythms of $ in & out. b. Planning payables given anticipated receivables. c-d What the actual financial status is, if it is improving – why; if it is deteriorating—why. Ability to learn from financial reports. What the common ratios show. Is capable of making recommendations to keep the financial status on track or get it back on track. d.-e. involve staff of the departments, “nail” unit income and expenses, build from the bottom up (expenses), explicitly identify where any funds to cover any gaps between income and expenses will come from and obtain serious commitments.

Fund development

strategies

a. What types of relationships do you and those you will be guiding need to have, with whom, for a comprehensive, effective fund development program?

b. Describe the planning and fundraising development approaches you have found to be most effective.

c. When a fundraising initiative works very well and identified goals are met, what elements have been present?

d. When you have led/been a major part of a fundraising initiative that has not worked, what happened, and what was learned?

a. Knowledge of who holds what purse strings and how to engage them in the YWCA. b. Knowledge of emerging prospects, estate planning trends, etc. Knows how to access a place

in state/community budgets. c. Visionary but logical. Values volunteer and staff input and time. Rooted in the YWCA

mission. d. Knows what to build into each process, knows what to nurture….i.e. genuine commitments-

(especially among board members) and backing, accurate research, viability/relevancy/salability of idea).

Facilities management a. Given the YWCA’s facilities, what systems and construction elements what do you know about and what will you need to learn about?

b. How would you keep on top of the status of the facilities and their contents? c. How would you go about arranging for major repairs needed?

a. The major systems and components of the buildings are covered in the list of what the candidate knows about and what h/she needs to learn about.

b. List of major systems and components of the buildings, inspection program and service log c. Would pursue multiple bids from reputable companies.

Legal & ethical responsibilities

a. What legal and ethical responsibilities do you feel come with this position? a. Candidate is aware of legal responsibilities of the organization as well as in the ED role; Truth isn’t stretched no matter what impression the candidate wants to make; all interactions are reflective of the YWCA Mission; Delivering on promises is key, even if the promise is to just “call you tomorrow,” Is well versed with conflict of interest requirements.

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Personal Qualities Sample Questions What to Look For Unwavering integrity,

ethical, accountable

Can be covered through above questions

As above

Intelligent, organized

and conscientious

a. Given the job description, where will your intellect be most visible?

b. Tell us about the most complex problem or opportunity you

have tackled and about the largest responsibility you have taken on.

a. Awareness of strengths, areas of the job where she can have the greatest impact. b. Logical, reasoned approach to problem solving. Clear, concise delivery of answer.

Visionary, courageous,

leadership oriented

a. What vision do you have for this organization (or

program)? b. What are the first steps you would take toward this vision?

a. Leadership vs. management oriented

The candidate has a fitting vision for the organization/program but knows that the vision to be pursued is not her decision alone to make.

b. Facilitate a visioning process with stakeholders to create a fitting vision, develop a plan, pursue the plan.

Consensus builder

a. For major projects and plans, what type of endorsement would you seek?

b. What process would you use to build support for a project

or plan of action?

a. The more on board with a project the better its chances for success. Major efforts that achieve consensus among stakeholders will get off to a much stronger start. b. Stakeholders are invited to be involved, plan organically builds on this input vs being presented and simply approved.

Career Motivation a. How does this organization and position further with your career goals?

Being a YWCA staff member is fully aligned with the candidate’s past positions and future goals.

Engaging, inspiring,

motivational empowering

a. How would you say you draw people in and motivate them toward higher goals? b. What is the difference, in your mind, between power and empowerment? c. What are some situations where the use of power is appropriate, what are situations where the empowerment approach is appropriate?

a. Sensitive to the way others like to communicate, knows about creating an environment of trust and

steady progress on goals is obvious. b. Power – dominance in a situation with little solicitation/involvement of other voices.

Empowerment – Voices of those the organization is in the business to serve drive the process – outcomes are designed to meet needs of constituents as expressed in her/their own voice(s).

c. The use of power is limited to times when safety and wellbeing are at risk, when actions or interactions

are in conflict with the YWCA mission, and/or swift action is necessary to preserve the organization and/or its reputation. In program delivery and board and staff development an empowerment approach is key to meeting the YWCA mission.

Passionate about and

committed to the YWCA mission.

a. Describe how your want to further the YWCA mission evolved. b. Describe your personal and professional passions and how they evolved from areas of interest to areas of passion. c. Describe the personal and professional commitments you have made and how they evolved from belief in a principle to making a commitment to action.

d. Given that you are seeking a change, please tell us about other options you are considering.

a. Has the candidate intentionally placed herself in environments and organizations that are wholly compatible with the YWCA Mission, or is she just interested in getting a job? b. Is there continuity between the candidate’s interests and pursuits and the YWCA mission? c. Does the candidate see the YWCA mission and values as her own? d. Other options should be compatible with YWCA work and values.

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Important Skills/Abilities to Watch and Listen For: Advocacy, Assessment/Analysis and Evaluation, Computer/internet applications, Conflict prevention and resolution, Prudent management, Delegation, Diverse relationship building, Long-term financial resource and Program development. Human, resource and overall organizational, leadership, development and management relating to board and staff (depending on the position), Prioritization/decision making, and Situational leadership. See “Additional Query Areas” below. Knowledge to see Demonstrated: Particulars to the position, YWCA mission, history and vision Personal Qualities to see Demonstrated: Ambassador, Balances life and work successfully, Brings out best in people, Cheerleader, Compassionate, Emotionally healthy, Endless supply of energy, Patient Respectful, Respected, Savvy, Self aware. Additional Interview Scenarios to Consider: Analytical Skills

- Tell us about a particularly difficult problem that you analyzed, including your recommendation and the outcome.

- Describe a situation where you came up with a creative solution to a problem. Decision Making

- Describe a situation that illustrates your ability to exercise good judgment. - What type of decisions do you make in your current position? - What decisions are easiest for you to make and which ones are the most difficult? Why? - What items of information do you typically need before you make a decision, what steps are involved

in your decision making process? - How would decisions be communicated to YWCA stakeholders – for example, the Board? Interpersonal

- What would your current/last supervisor(s) say about your work- both positive and negative? - What would those you supervised say about you- both positive and negative? - What three key words would your peers use to describe you? - Describe a situation in which your work was criticized. Describe the situation and how you responded

to the criticism. - How do you maintain an effective working relationship with the staff you supervise? Fundraising

- What is your approach to fundraising? - Tell us about your most successful fundraising effort - How have you worked with board members and volunteers in this regard? - What do you expect from a board members and volunteers in this area? - Tell us about your grant writing experience.

Interview Questions Summary

Choices will depend on the position

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Judgment

- Is there an ethical question you have had to handle on the job? If so, how did you handle the situation? - Tell us about a situation that would exemplify your integrity. - Describe a politically sensitive situation that you were in and how you handled the situation. - In instances where you have to assert yourself, what do you do to do it effectively? - Tell us about a situation where you made a mistake. How did you handle the mistake and what was

the resolution?

Leadership

- Provide a few examples of how you have demonstrated leadership in your previous/current position(s). How have your leadership skills been developed, been used, been tested?

- What is your strongest leadership characteristic/skill and how will it assist you with this position? - Discuss different styles of leadership and help us understand how you would characterize your style. - What have you done to continue to develop your leadership skills?

Mission

- Knowing the YWCA mission, how would it influence your approach to your work? - How would you expect to see the mission reflected every day? - How does a mission guide the work of an organization? Give examples.

Motivation

- What motivational techniques have you used with work staff and volunteers? - What motives employees you have worked with? What motivates you? - Nonprofits often do not have the means to give employees bonuses, pay increases, what other positive motivational

tools have you used or would you use?

Performance Measurement

- What are the keys to an effective performance measurement program? - What are some of the means by which performance can be measured? - How would you communicate the implementation of a formal performance measurement program?

Planning

- Tell us about your experience with strategic planning. What made it successful? What would you do differently? - How did you ensure that the implementation of the plan was steady and consistent with its objectives? - How do you keep track of a wide range of details and stay organized?

Pressure

- Tell us about a pressure situation you were in that would demonstrate your ability to work (gracefully) under pressure. - Provide us with an example of how you’ve asserted yourself in an emergency or high-pressure situation? - What does it take to get under your skin – how does your behavior change?

Problem Solving

- Provide us with an example of your problem-solving ability. - Tell us about a situation in which you were required to analyze and solve a complex problem. - Please describe how you incorporated collaborative problem solving in your last position/organization.

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Team Work

- What do you feel are the characteristics of a productive team, and how do you ensure the development of these characteristics?

- What factors would you consider in assembling a project team? - Name some of the pitfalls to be avoided in building an effective team. - Tell us about a successful team that you were a member of. Tell us about a successful team that you led. - What qualities do you have that make you an effective team player?

Responsibility

- Briefly describe the most significant responsibility you have had in your career and what it taught you?

Risk

- What was the greatest risk you’ve taken? How did it work out? What did you learn from the situation?

Strengths

- What are your three greatest strengths? - Based on the Association background we’ve shared, what do you believe you can contribute to the YWCA? - We’ve interviewed a number of highly qualified directors for this position. What sets you apart from the others? Why

should we hire you?

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Sample Letter of Employment

(Copy content, paste, and complete on YWCA letterhead)

Dear:

YWCA _______________ extends a warm welcome to you as the______________, effective

_________________, 20_. We are pleased that you will join efforts, along with hundreds of YWCAs across the country and around the world, to eliminate racism and empower women.

Your duties, responsibilities, and priorities are clearly outlined in the attached job description, reviewed with you during the interview process. Your annual salary is $______/ payable as

earned __________.

Your performance will be discussed on an ongoing basis with formal performance and

planning conferences scheduled within your first six months of employment and then at least annually. As we discussed during the interview process, we will jointly establish performance

goals based on the current opportunities and needs of the YWCA.

Attached is a copy of the performance appraisal tool, which will be used for this purpose. In a

few weeks I will review the form with you and address any questions you may have.

As you are aware, _____ (state) is an employment-at-will state, and we have the right to

terminate your employment at any time for any reason and you have the same right. Completion of your initial introductory period does not alter the at-will status. The YWCA

continues to have the right to terminate employment or change the conditions of employment

with or without advance notice. You also have the same right.

Please read the YWCA personnel policies and job description carefully so that you understand

the responsibilities you are accepting and conditions of employment. These include participation in the YWCA Retirement Fund as soon as the eligibility criteria is met, and

attendance at YWCA events as assigned/determined. If you have any questions or need clarification on any of these conditions please contact me immediately.

Please sign this letter and return to me by____________, to indicate your acceptance of the position and understanding of the terms and conditions of employment. We look forward to

working with you.

Sincerely,

Supervisor: Date

Staff__________________________Date cc: YWCA Human Resources Department

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Sample Letter of Acceptance for a Resignation

(Copy content, paste, and complete on YWCA letterhead)

Date

Name

Address

City, State, Zip

Dear ,

I am writing to accept your resignation from the position of _____________ [insert title and

department], effective at the end of the day on ________________ (insert last day of work).

Your separation information and logistics relevant to your employment are as follows: (list

details regarding the use of or payout of paid leave balances and other benefits or applicable

arrangements, e.g., COBRA).

As you know the YWCA holds exit interviews to learn more about your experiences as a staff member. For this purpose, please see ________________to schedule a meeting.

Thank you for your _______ years of service. Good luck in your future endeavors and thank you again for all that you contributed to YWCA_______________.

Sincerely,

cc: YWCA Human Resources Department

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Sample Letter for a Lay-off Situation

(Copy content, paste, and complete on YWCA letterhead)

Date

Name

Address

City, State, Zip

Dear

As you know, your employment in the position of ________________ at the YWCA is subject

to the availability of funds. As discussed on _____________ the funding for this position will

end on ____________[date], at which time we must terminate your appointment.

Your contributions to the YWCA have been greatly appreciated and we will be happy to

provide a reference for you to seek other employment if you so desire.

Your separation information and logistics relevant to your employment are as follows: (list details

regarding the use of or payout of paid leave balances and other benefits or applicable arrangements, e.g.,

COBRA).

Thank you for your _______ years of service. As you know the YWCA holds exit interviews to learn

more about your experiences as a staff member. For this purpose, please see ________________to

schedule a meeting.

If you have any questions about the contents of this letter, please ask. Good luck in your future

endeavors and thank you again for all that you contributed to YWCA_______________.

Sincerely,

cc: YWCA Human Resources Department

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Sample Letter for an Involuntary Termination

(Copy content, paste, and complete on YWCA letterhead)

Date

Name

Address

City, State, Zip

Dear

This letter is to relay that, in the best interest of the YWCA your employment is ending effective

________ [date] at _________ (time).

By letter dated____________ [date], you were offered the position of__________ [position title]

and advised that the employment relationship established by your acceptance of the offer is at will, and may be terminated by either party, at any time.

Your separation information and logistics relevant to your employment are as follows: (list

details regarding the use of or payout of paid leave balances and other benefits or applicable

arrangements, e.g., COBRA).

Thank you for your _______ (months/years) of service. Please contact the Human Resources Office if you have questions about your benefits or any other matters pertaining to your

employment with the YWCA.

Sincerely,

cc: YWCA Human Resources Department