A healthy functioning organization Strategy Leadership Infrastructure Relationships Resources People
Strategy Strategic plan for the organization Set vision, mission, values Develop long range goals Create short term objectives and operational plans Create budgets Assign resources to projects Measure and manage against our goals
S.M.A.R.T.E.R Goals and objectives should be Specific Measurable Achievable Relevant Timely Evaluated Re-done
Leadership Do we have the right leaders to develop, sustain and grow with our vision and strategy? Are they well trained in working with others to enhance cooperation, collaboration, engagement and ownership? Do we have individual leaders or leadership teams?
Infrastructure Organizational structure Who’s the boss (is there one?) Leadership teams Functional teams Co-operative teams Advisory Boards External resources
Relationships Is our organization designed to do what we need it to do? Are systems in place that enable or block effective communication among workers? Is there silos of operations that don’t communicate well with the whole?
Resources How can we manage effectively in an environment of scarce resources (human, financial, technology?) How do we work with community groups, strategic partners and alliances to expand our relationships and maximize our resources?
People Attraction Recruitment Orientation Training and Development Retention Career planning and succession Exit
Attraction A defined culture in the organization Recruit for talent and fit A clear definition of the difference between an owner and a shareholder Employee referral strategies Word of mouth Community development
Recruitment Behavioural based interview questions Help determine fit by focusing on past behaviours to determine future performance A total compensation philosophy Shares and ownership Base pay Benefits Training and development Profit sharing Non-monetary policies (vacation, flexible work options)
Recruitment Involve key staff members in the decision May want to hold more than one interview Scenario testing Reference checking Job offer Period of probation
Orientation Introduction to your co-op A description of the ownership philosophy An understanding of the history, cooperative values, expectations, organization, operations, training programs, leadership and team functions.
Orientation Introduction to the team members Introduction to the work area Plans for the first day, first week, first month, first six months, first year Use concept of see, learn, do
Training and Development Clear identification of roles and responsibilities. Shared? Expectations of all co-op members Expectations of each position A competency based model that focuses on both skills and behaviours A method of evaluation that allows for multiple sources of feedback
Communication Need designed systems for communication and feedback – it doesn’t just happen organically Management team meetings Functional team meetings
Communication Co-op meetings Membership meetings Internal and external communication tools
Retention Employee engagement The opportunity to learn and make a difference Mentorship strategies Inside and outside the organization With other co-ops Funding for development opportunities Conferences Learning programs Cross training and job rotation
Retention Progressive people policies Really define what is the rule (policy) and what is the practice that is flexible (guidelines) Career development opportunities Ownership
Career planning and succession Opportunities for growth and learning Job rotation Succession for key positions Replacement plan (for emergencies) Succession plan (for future needs)
Exit Define what happens when members leave Resignation Dismissal Exit interviews