Presentation on theme: "An Introduction to the HR Council’s HR Management Standards for Nonprofits Module 3 Standard Area 3: Managing People and their Work (Part 2)"— Presentation transcript:
An Introduction to the HR Council’s HR Management Standards for Nonprofits Module 3 Standard Area 3: Managing People and their Work (Part 2)
Agenda Homework Review Background: Standard Area 3: Managing People & Their Work (Part 2) Assessment Standards 3.4– 3.6 Check In Wrap-up & Evaluation
1.HR Management Policy Framework & Employment Legislation 2. Getting the Right People 3. Managing People & their Work 4. Workplaces that work 5. Training, Learning & Development 6. HR Planning Relationship among HR Management Standards
Homework: Option 1: Evaluate (or draft) your organization’s orientation process against the suggestions and ideas within the HR Toolkit. Where is it strong? Where is it weak? What options exist for improvement?ideas OR Option 2: Draft SMART performance objectives for a role within your organization taking into consideration the recommendations and ideas within the HR Toolkit.SMART performance objectives
Welcome Back! Name ……………… Agency/Organization you Represent ……………… Why did you chose this option?
Standard Area 3: Managing People & Their Work How you Manage People & Their Work impacts your organization’s ability to Keep the Right People It involves relationship-building, compensation (direct & indirect rewards and benefits), employee retention and what to do when people leave.
Standard Area 3: Managing people and their work (keeping the right people) Don’t know Does not meet Needs work Fully meets 3.1 All new employees are oriented to the position and to the organization. 3.2 Managers and supervisors with responsibility for managing the efforts of others are provided with appropriate learning opportunities to develop their supervisory skills. 3.3 All employees have a work plan/performance objectives that identify the tasks/activities and expected results for future performance. 3.4 The performance of each employee is fairly assessed, at least annually, at the end of the work plan or performance period. 3.5 The organization has methods to address employee performance issues or concerns. 3.6 The organization provides competitive compensation to employees.
Managing People & Their Work (Keeping the Right People)
Managing People & Their Work Learning Objectives Participants will: Understand how managing people and their work contribute to their organization’s success in achieving their mission Know the key elements of Standard Area 3: Managing People and their Work Be aware of resources that can assist them in implementing this Standard Be able to identify next steps they must take to achieve this Standard What are your personal objectives for this session?
Standard Area 3: Managing People & Their Work Online Resources to support implementation of this Standard: HR Management Standards HR ToolkitHR Toolkit: Keeping the Right People – provides resources needed to support Standards 3.2 to 3.5 Compensation and Benefits – provides resources to support Standard 3.6
Standard 3.4: The performance of each employee is fairly assessed, at least annually, at the end of the work plan or performance period. Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization.
Performance Management Cycle
Standard 3.5: The organization has methods to address employee performance issues or concerns
A Situation: I heard through the grapevine that a supervisor was against my hiring a new manager in her department, and was going to deliberately undermine the new hire and make life unbearable for him/her. What to do?
Progressive Discipline Progressive discipline is a process of increasingly severe consequences for dealing with an issue of misconduct in the workplace: Verbal reprimand Written reprimand Suspension Termination
Progressive Discipline Policy Types of behaviours or problems that could result in immediate termination The managers approval process for implementing progressive discipline A link between policies/documents that would support the discipline process Minimum number of verbal/written warnings given before moving to the next stage of the process The employee’s or employer’s option to ask someone else to witness the discussion(s) Circumstances when a suspension could happen without the preceding warnings Accommodations for situations where the employee’s behaviour or performance deficiencies are as a result of a mental or physical disability
Employee Termination Termination is an action taken by the employer to end the employer/employee relationship. Employers have a basic right to terminate the employment of an employee, but along with that right comes responsibilities: Compliance with employment/labour standards Compliance with human rights legislation for their jurisdiction Treat employees fairly and in good faith as defined by common law
Employee Termination Each organization should have a termination policy that addresses: Who will be responsible for the decision to terminate Types of actions/behaviour that could result in termination with cause (the policy should state that the list of examples is not exhaustive) How breaches of conduct will be investigated
To protect your organization: Use a written contract of employment which states termination provisions Have clear policies that employees have read, understand and agree to abide by Consistently and fairly apply the policies Implement an orientation process which clearly outlines your organization’s expectations for the behaviour and performance of your employees Provide employees with ongoing feedback about their performance which is documented in the employee’s personnel file Establish a fair discipline process, clearly explain the process to employees and consistently implement it Consult with a lawyer prior to the termination Treat the employee in a respectful, impersonal and unemotional way during the termination process It is important to fully document the situation and retain all documentation in the employee’s confidential file
Standard 3.6: The organization provides competitive compensation to employees Wages/salaries Bonuses/commissions Direct financial compensation Benefits Leaves Retirement plans Education/employee services Indirect financial compensation Career development opportunities Advancement opportunities Opportunities for recognition Work environment/conditions (Standard 4.2) Non-financial compensation
According to Salaryexplorer.com: The average salary of an employee in the non- profit sector in Canada is 69% of the equivalent salary in the for profit sector.
Compensation Strategy: What to Consider The desired work culture sought Organizational goals and objectives Your competitiveness in attracting and retaining employees Your emphasis on internal and/or external equity Relationship between performance and increases Your desired balance between direct and indirect benefits
Factors Impacting Wages/Salaries Economic conditions and legislation of your region The volume of potential employees Placement of the role organizationally The skills and the experience of the applicant
Job Evaluation Job evaluation is the process by which you rank individual jobs within and between groups/departments of your organization. It involves: Describing the skill level, competencies, task and responsibility/authority of each role Grouping jobs that are of a similar discipline or field into ‘job families’ Assigning levels to delineate the skills and competencies required, progressing from a junior to more senior levels
Pay Increases Occur as a Result of: Annual cost of living increases A market adjustment following a compensation review against pre-established criteria (i.e., market research survey data) A promotional increase A merit increase Bonus pay is compensation over and above the amount of pay specified as wages or salary and is only distributed as the organization is able to pay or as outlined in an employment contract.
Salary Surveys Salary surveys are conducted with numerous employers in the same labour market to determine pay levels for specific job categories. Access a salary survey based on the following criteria: Compares apples to apples (region, sector, job classification) Validity Usability Looks at all the numbers Considers the total compensation package
Statutory Benefits Statutory benefits are employer paid benefits that are fixed, authorized or established by a statute. They include: Employment Insurance Canada Pension Plan Statutory Obligations
Employee Benefits Employee benefits are optional, non-wage compensation provided to employees in addition to their normal wages or salaries. Examples include: Group insurance (health/dental/vision/life/etc.), disability income protection, retirement benefits, daycare, tuition reimbursements, sick leave, vacation (paid and non-paid), funding of education, flexible and alternative work arrangements
Homework: Option 1: Review your performance assessment form against (or create one using) the recommendations of the HR Council for the Nonprofit Sector OR Option 2: Review your Progressive Discipline Policy against (or create one using) the recommendations of the HR Council for the Nonprofit Sector
Zoom! What’s one thing you’ve learned; No repeats!
Evaluation Before you leave, please complete the evaluation accessible at: