2.1 - Fowler - You're Hired! Attracting, Recruiting, and...

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3/7/13 1 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 [email protected] 3/7/2013 Copyright(c)2013 by Carol Fowler 2

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

[email protected]

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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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Copyright(c)2013 by Carol Fowler

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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Copyright(c)2013 by Carol Fowler

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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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Copyright(c)2013 by Carol Fowler

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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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Copyright(c)2013 by Carol Fowler

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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Copyright(c)2013 by Carol Fowler

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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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Copyright(c)2013 by Carol Fowler

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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Copyright(c)2013 by Carol Fowler

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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]