2.1 - Fowler - You're Hired! Attracting, Recruiting, and...
Transcript of 2.1 - Fowler - You're Hired! Attracting, Recruiting, and...
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Telephone: 202/223-8962 | Email: [email protected] | Website: www.TheLeadershipRoundtable.org
www.TheLeadershipRoundtable.org
Telephone: 202-223-8962 ׀ Email: [email protected]
You’re Hired! Attracting, Recruiting and Retaining the Right People for the Right Job
Carol Fowler
CAROL FOWLER Retired Director of Personnel Services
Archdiocese of Chicago
5455 N Sheridan Road, #2602
Chicago, IL 60640
312-320-9346
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RECRUITING
A Legal Framework
Hiring Practices
Job Descriptions
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LEGAL FRAMEWORK
FAIR LABOR STANDARDS ACT
Exempt employees
Non-exempt employees
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Exempt Exempt employees are those who supervise two or more
people, and have the authority to hire, fire, discipline, make salary increase recommendations, etc.
OR
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Exempt Those whose positions require a specialized course of study generally obtained through a 4-year college degree program.
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Exempt Teachers, principals, site
administrators, business managers, pastors, associate pastors, qualified professional lay ministers and others having true supervisory authority are exempt employees.
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EEO Legislation Protected classes of employees:
Age
Gender (e.g. pregnancy)
Race, nationality, ethnic group, color
Religious preference
Disability
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Other EEO Issues Sexual harassment
Religious preference
ADA
Role of EEOC
Affirmative Action
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Requirements
Preferences
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JOB DESCRIPTIONS
Job title
Reports to:
Direct Subordinates
Basic functions
Duties and responsibilities
Essential functions
Exempt/non-exempt status
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APPLICATIONS AND RESUMES
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SELECTING THE RIGHT CANDIDATE
Role of search committees
Interviewing
References and Credentials
Contracts and Agreements
Offer Letters
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INTERVIEWING Closed questions vs Open questions
Hypothetical questions (Oriented to the future)
Behavioral questions (Oriented to the past)
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INTERVIEWING cont. Types of questions to ask:
Knowledge and skill related Personality and Motivation
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INTERVIEWING cont. Effective questions begin with:
“Tell me about a time…”
“Think about a time…”
“Consider a situation in which …”
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INTERVIEWING cont. Inappropriate or illegal questions:
Age of applicant Marital status or family plans National origin Number or arrests Involvement in social organizations Disability
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INTERVIEWING cont. Discharge from military service Economic status Origin of speech or accent Health Sexual orientation Race Height, weight
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ATTRACTING THE BEST CANDIDATES
Advertising and Other Resources
Websites
Compensation and Benefits
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COMPENSATION AND BENEFITS
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COMPENSATION DECISIONS
External equity
Internal equity
Budget restraints
Length of service
Experience
Qualifications
Retention
Justice
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COMPENSATION cont.
Volunteers and compensation
No cash arrangements
Hiring youth
Exempt and non-exempt
Minimum wage
Overtime
Time sheets
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BENEFITS
BENEFITS PROGRAMS MUST BE ADMINISTERED CONSISTENTLY WITH ALL CLASSES OF EMPLOYEES
COMMON BENEFITS LEGALLY REQUIRED
Social Security Workers Compensation Family and Medical Leave Unemployment compensation
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INSURANCE AND INCOME PROTECTION PLANS Medical Insurance Dental Insurance Vision Insurance Life Insurance Short and/or Long Term Disability Pension
Defined Contribution Defined Benefit
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PAID LEAVE BENEFITS
HOLIDAYS OR HOLY DAYS
VACATION
SICK LEAVE
PERSONAL TIME
FAMILY AND MEDICAL LEAVE
OTHER LEAVES OF ABSENCE
JURY DUTY
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PAID LEAVE BENEFITS cont.
PROFESSIONAL DEVELOPMENT
ANNUAL RETREAT
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Finalizing the Hiring Decision
References and Credentials
Contracts and Agreements
Offer Letters
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Hiring
Important to come to written agreement with the pastor regarding job description and time commitment.
Ultimately, the job and the schedule are what the pastor wants them to be
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Retaining Staff
Orientation
Probation Periods
Feedback
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ONBOARDING I-9 Forms
State and Federal W-4 forms
Benefits enrollment
Criminal Background Check release
Review of policies
Review of job description and performance review process
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Orientation to the mission and culture of the organization and to one's chief responsibilities, early in one's tenure on the job.
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STRENGTHS
SUPPORTING AND EVALUATING STAFF BASED ON STRENGTHS
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Strengths and Engagement in the Workplace
The strengths revolution
You learn little about excellence by studying failure
Clifton Strengths Finder profile (Naming your strengths)
Taking action – How to use strengths to make a tangible contribution
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Levers for Engaging People
Selecting for talent
Setting clear expectations
Praise
Defining the team’s mission
MASTER LEVER is getting each person to play to his or her strengths
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STRENGTHS VS WEAKNESSES
“Which will help you be most successful: building on your strengths or fixing your weaknesses?”
41% say building on strengths
59% say fixing weaknesses
Leaders need to focus on strengths
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Talent +
Knowledge +
Skills =
Strength!
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Directing & Supervising
Develop reasonable expectations.
Communicate your expectations clearly.
Give negative and/or positive feedback frequently.
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Directing & Supervising
Encourage employees to ask questions and get clarification when necessary.
Ensure that employees get proper training to do their jobs.
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Coaching & Counseling
Help employees identify their strengths and weaknesses
Suggest ways for employees to use their strengths for the maximum benefit of the organization.
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Coaching & Counseling
Suggest ways the employee can gain knowledge and skills in areas of current weakness.
Motivate employees through job enrichment and recognition.
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PERFORMANCE REVIEWS
Every staff member has a right to a formal, written performance review
This is not a formal discipline or counseling session
Honest is of great importance
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Performance Management
Ongoing two-way feedback, education, development and goal setting
Positive and collaborative process (mutual)
Focus on the future
Focus on growth and learning
Focus on building on strengths and working around weaknesses
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SUMMARY
EFFECTIVE INSTITUTIONS SUPPORT, DIRECT, FOCUS AND CELEBRATE WORKER EFFORTS.
DEDICATED INDIVIDUALS LABOR, ASSIST, SUGGEST AND RESPOND TO INSTITUTIONAL INITIATIVES WHICH FURTHER THE CHURCH’S UNDERSTANDING AND PURSUIT OF ITS MISSION.
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RESOURCES AND BIBLIOGRAPHY
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Resources
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Standards for Excellence Forum
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www.CatholicStandardsForum.org
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RESOURCES AVAILABLE
Diocesan offices
NACPA - National Association of Church Personnel Administrators 100 East Eighth St, Cincinnati Ohio 45202 513-421-3134 [email protected] www.nacpa.org
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RESOURCES cont. National Leadership Roundtable on Church Management
www.TheLeadershipRoundtable.org 202-223-8962
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RESOURCES
THE INDIVIDUAL AND THE INSTITUTION:
Strengthening Working Relationships in the Church
The National Association of Church Personnel Administrators
100 E Cincinnati, OH 45202
www.nacpa.org
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BOOKS cont. Personnel Policies and Procedures for Church
Organizations Ed. William Daly, NACPA
Wage and Salary Survey of Catholic Parishes 2007, NACPA
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BOOKS cont. Parish Job Description Manual, 2006, NACPA
The Laborer is Worthy of His Hire, William Daly, National Federation of Priests’ Councils
Publications of the Society for Human Resource Management, shrm.org
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Some additional books: Effective Phrases for Performance
Appraisals, Neal Publications, 127 W Indiana Ave, Perrysburg, OH 43551
Perfect Phrases for Setting Performance Goals, Max, Douglas and Bacal, Robert, McGraw Hill
Co-Workers in the Vineyard, USCCB
Just Wages for Church Employees, Almade, Frank, Peter Lang Publishing
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Villanova Center for the Study of Church Management
Established in 2004
Located Administratively in the Villanova School of Business The Church is not a business, but we do have a stewardship
responsibility to use our resources effectively. Frequently that involves the use of sound business management techniques
Generate/Disseminate Knowledge Four books on a variety of church management topics Seminal Report on Church Embezzlement Quarterly Newsletter sent electronically to 11,000 US parishes
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Copyright(c)2013 by Carol Fowler
Variety of Educational Programs On-site customized programming in dioceses and
seminaries Webinars (in partnership with Our Sunday Visitor)
leading to a Certificate in Church Management Three day conferences On-line AACSB accredited Masters Degree in Church
Management One day workshops on specific topics
Website http://www1.villanova.edu/villanova/business/centers/churchmanagement.html
Contact [email protected]
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National Leadership Roundtable on Church Management
Telephone: 202/223-8962 | Email: [email protected] | Website: www.TheLeadershipRoundtable.org
www.TheLeadershipRoundtable.org
Telephone: 202-223-8962 ׀ Email: [email protected]