Human Resource Management

Introduction

Finding and keeping good staff help in volunteer-driven organizations.

Overview

This section includes staff recruitment, training, and management principles, resources and consultants.

Page Index

  • Key Issues
  • Common Problems and Solutions
  • Successful Strategies
  • Annotated Web Resources
  • Topic Library
  • Sub-Topics and Vendors


    • Key Issues Related to this Topic

  • Volunteers are the heart of a neighborhood - staff can support them. Neighborhood groups are different from traditional nonprofits because volunteers carry out most of the work of neighborhood associations.

  • With proper systems in place, hiring staff can add to your organization's effectiveness. When neighborhoods choose to hire staff, and develop a strong working partnership between neighborhood volunteers and staff, great things can be accomplished. When neighborhood associations lack the systems necessary to develop a strong partnership between staff and volunteers, operating a neighborhood association can become very taxing for all involved.

  • Part-time staff can help out with the basics. Some neighborhood associations hire a part-time staff person to carry out basic administrative and communications functions, including typing and sending out board minutes, publishing a neighborhood newsletter, assisting with correspondence, liaison with city departments and following up with zoning variance requests.

  • Additional staffing results in additional responsibilities shared. Some neighborhoods in Minneapolis and St. Paul are often able to hire a full-time staff person who can help volunteers with basic administration and communications, and also help manage program implementation and enhance board and volunteer development.

  • Multiple staff can take on multiple projects. Some neighborhood organizations have multiple staff members working in a variety of capacities. Committee development, project implementation, fundraising, strategic partnerships and long-term planning can be enhanced when staffing levels are increased.

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    Common Problems and Solutions

  • Working without paid staff. The majority of neighborhood groups in the United States are completely volunteer-staffed. A number of official and informal neighborhood associations in the Twin Cities are also reaching their goals through volunteer power alone. Some local neighborhood organizations with no paid staff often find that completing all their required tasks through volunteer labor alone can lead to volunteer burn-out. However, hiring your own staff person is not the only way for neighborhood volunteers to find support. Neighborhoods with no paid staff often make use of the help of staff from city departments, business, churches and other nonprofits working in their neighborhood to accomplish their goals.

  • Fulfilling responsibilities as an employer - most of the neighborhood groups/ district councils in Minneapolis and St. Paul hire at least part-time paid staff to support neighborhood volunteers to accomplish their goals. The opportunity to hire staff brings with it challenges: writing personnel policies and realistic job descriptions, recruiting and hiring qualified staff, providing adequate training and supervision for staff, developing clear roles and responsibilities for staff and volunteers, and raising funds to retain staff. Please see the successful strategies to meet these challenges listed below.

  • Hiring Contractors or Employees? While it may seem easier for a neighborhood organization to hire a staff person as an independent contractor, caution must be exercised to ensure that the position fits the strict distinguishing features that the IRS looks for to determine whether or not and individual is in reality an independent contractor, not an employee. Serious consequences and tax liability can result if the IRS deems an organization to have erroneously called an employee an independent contractor. Wrongly classifying an employee as an independent contractor also takes unfair advantage of the individual. (Resource: Jay Clark's Personnel and Organization Management Manual for Minneapolis Neighborhood Organizations) Organizations should seek legal advice before entering into a relationship with an independent contractor.

  • Hiring staff in a tight labor market. When choosing to hire a staff person or contract employee for your organization take into careful consideration what level of compensation is required to hire and retain staff with the qualifications you need in the current job market. It may cost you more money than you thought at first glance. The MN Council of Nonprofits publishes an excellent survey of nonprofit wages in Minnesota, for many different job categories. Independent payroll management companies can make it easier for your organization to handle the responsibility of tracking payroll and benefits for your employee(s).

  • Options when staff/ board conflicts arise Conflicts between neighborhood staff and volunteers are normal and are to be expected. They can be a great opportunity for developing greater insight and more effective management systems. Organizations are wise to look beyond the individual personalities involved in a conflict to see the underlying issues around the mission, values and structure of an organization. Outside consultants can often be very helpful in sorting out staff/volunteer conflicts. Free or fee-based management consultants & executive coaches can provide a neutral perspective to hear all sides and point to the bigger picture. Mediation programs that provide free, confidential trained mediators have helped a number of neighborhood groups. If necessary, a lawyer can help staff and volunteers to sort out legal obligations and options.

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    Successful Strategies

  • Develop a job description. The typical job description of a neighborhood staff person can be diverse and far-reaching. The more clearly focused a job description, the higher degree of effectiveness and satisfaction on the part of both staff and volunteers. Good job descriptions balance administrative duties with outreach and organizing duties, providing opportunities for staff to engage both their head and their heart.

  • Develop personnel policies and the organizational structure needed to hire and retain staff. It's best to develop personnel policies for your organization before staff is hired. Key to developing a clear, workable structure for your organization are the establishment of clear hierarchy and reporting authority (an organization chart), clear job descriptions, clear grievance procedures and codes of conduct. A personnel manual should be developed to provide written documentation of policies and structures. Your organization may want to consider seeking outside advice on or review of your proposed policies to ensure that they are in keeping with both legal requirements and sound hiring practices.

  • Should neighborhood staff be hired from within your neighborhood? Hiring from within your neighborhood has the advantage of finding someone with knowledge of the neighborhood, credibility within the neighborhood, and with contacts and acquaintances who could become volunteers. It also provides a job to a local resident. By hiring someone who does not live in your neighborhood, you may gain access to additional professional skills and could prevent some potential neighborhood conflict (a staff person from outside of the neighborhood may be seen as more objective.)

  • Advertising an opening- key to hiring good personnel is to have as big a pool as possible to choose from. In addition to advertising in major and specialized newspapers, consider additional resources. The Minneapolis Consortium of Community Developers (www.cando.org), the Minnesota Council of NonProfits (www.mncn.org) and other organizations post job announcements on their web sites. Colleges and universities can also help you get the word out to their students and alumni - contact departments and programs such as the Center for Urban and Regional Affairs at the University of Minnesota.

  • Interviewing candidates- the key component of an interview is to look for qualities as well as skill. Many people have skill. Few people have the distinctive qualities and personality that is needed for the position. In order to find this out, it is important that the candidate becomes an active (talking!) participant. Interviews can be done one person or a group, with their decision being forwarded to the board for final approval. Questions should not only bring out the candidate's knowledge of neighborhood organizing, but also give the committee and candidate a chance to get to know one another.

  • Defining the roles and relationships of staff and volunteers- - having clear roles promotes teamwork and prevents burnout. Clarifying the division of labor and responsibilities between a neighborhood association's board, staff and committee volunteers is critical for success of a neighborhood and to retaining both volunteers and staff .

  • Staff supervision and evaluation- Normally the Board Chair and Executive Committee provide supervision for the neighborhood's lead staff person, who takes responsibility to supervise any other staff hired by the organization. Staff should regularly inform the board of what they are doing, receive direction from the board on priorities and have regular staff reviews. Great resources for staff supervision can be found on the MAP for Nonprofits' web site.

  • Staff Training- it is rare when a neighborhood can hire a staff person will all the skills and background needed to fulfill their responsibilities. It is vital that organizations set aside funds for training staff and volunteers to make the most of their human resources. Many of the training resources listed in this guide can be accessed for free, while other training opportunities can be paid for using neighborhood funds or scholarship resources from organizations such as the United Way.

  • Legal responsibilities- Organizations such as MAP for Nonprofits and the Minnesota Council of Nonprofits can provide resources that give an overview of the legal responsibilities inherent to your role as an employer, nad can provide referrals to lawyers who can review your specific circumstances.

  • Keep good staff once you have found them. There are many things your organization can do to help retain capable staff. Empower staff members to follow their own best judgement in carrying out the day-to-day operations of your group. Offer staff verbal recognition for their hard work. Provide adequate salary, benefits and opportunities for professional development. Help with fundraising efforts to ensure funds are consistently available to cover your desired level of staffing. Hire enough staff to support volunteers to complete the amount of work that your organization chooses to take on.

  • Maintain good records to ensure continuity during staff & volunteer transitions- By maintaining clear records through well-maintained computer and paper files, you can help ensure that accurate knowledge can be transfered from one generation of staff to the next and from one generation of volunteers to the next. Having adequate overlap time between old and new staff and volunteers is also essential to ensuring that information is transferred in an efficient and thorough manner.

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    Annotated WebLinks

  • Free Management Library
    MAP for Nonprofits   03/28/03
    Bacground on human resources management.

  • Post openings
    Minneapolis Consortium of Community Developers   03/28/03
    Job board

  • Finding advice and posting openings
    MN Council of Nonprofits   03/27/03
    The Council's Nonprofit Yellow Pages has listings for vendors who can help with a variety of issues related to staffing; they also host a job board where openings can be posted.

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    Library

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    Vendors by Sub-Topic

    Human Resource Consultants  
        MAP for Nonprofits


    Staff Recruitment Resources  
        Community Leader Development Program- Family & Children's Service
        Minneapolis Neighborhood Revitalization Program
        Minneapolis Training Program for Neighborhood Organizers
        Minnesota Council of Nonprofits
        Organizing Apprenticeship Project


    Staff Training Resources  
        Community Leader Development Program- Family & Children's Service
        CURA- Neighborhood Planning for Community Revitalization
        Dayton's Bluff District 4 Community Council
        MCDA - Community Outreach Department
        Metro State Univ. Center for Community-Based Learning
        Minneapolis Community Development Agency
        Minneapolis Neighborhood Revitalization Program
        Minneapolis Training Program for Neighborhood Organizers
        Organizing Apprenticeship Project
        The Voice in Phillips


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