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Succession Planning & Tools for Recruitment Participant Workbook

Succession Planning & tools for Recruitment Participant Workbook

Table of Contents

Board Matrix ................................................................................................................................................. 3

Succession Readiness Checklist .................................................................................................................... 5

Leadership Attributes at Lifecycle Stages ..................................................................................................... 6

Steps to Succession Planning ........................................................................................................................ 7

Succession Management Planning Worksheet ........................................................................................... 11

Succession Management Plan Template .................................................................................................... 15

Search Task Force Reference Template ...................................................................................................... 17

Role Clarification ......................................................................................................................................... 19

Executive Director Recruitment and Transition Template ......................................................................... 20

Executive Director Job-Description Template ............................................................................................ 22

Executive Director Onboarding Checklist Example ..................................................................................... 24

Creating an Organizational Contingency Inventory .................................................................................... 27

Organizational Contingency Inventory ....................................................................................................... 28

Job Description Tips .................................................................................................................................... 33

Job Description Template ........................................................................................................................... 34

Sample Job Description ............................................................................................................................... 35

Sample Position Description ....................................................................................................................... 37

Recruitment and Selection Checklist .......................................................................................................... 39

Advertising Methods ................................................................................................................................... 41

Sample Telephone Screening Questions .................................................................................................... 42

Sample Interview Questions ....................................................................................................................... 43

Developing Interview Questions ................................................................................................................. 46

Interview Observer Notes ........................................................................................................................... 47

Samples of Regret to Unsuccessful Candidates .......................................................................................... 48

Privacy Considerations ................................................................................................................................ 49

Bonafide Occupational Requirements ........................................................................................................ 50

© 2018 Property of Vantage Point Not to be reproduced without permission


Board Matrix Name 1 Name 2 Name 3 Name 4 Name 5

DEMOGRAPHICS

Gender identity/sexual orientation

Generational perspective

Ethno-cultural/racial identity (e.g., Indigenous, other?)

Connection to community we serve/Lived experience related to our mission

(Other identities relevant to our mission)

GOVERNANCE

Board Experience

Not for Profit

Public / Crown Corporation

Private / Commercial

Board Leadership

Committee (Board or Council)

Corporate Leadership

PROFESSIONAL EXPERIENCE

Accounting / Finance

Community / Social Services

Corporate / Business

Education / Training

Government

Law

Not for Profit / Charity

Other ( )

SPECIFIC KNOWLEDGE / SKILLS

Accounting / Financial Management

Advocacy

Capacity Building

Community organizing

Equity/Inclusion

Event Planning

Fundraising

Governance

Government Relations

Human Resources

Leadership & People Management

Legal

Marketing & Communications


Name 1 Name 2 Name 3 Name 4 Name 5

SPECIFIC KNOWLEDGE / SKILLS

Meeting Management

Organization Design

Public Speaking / Outreach

Program Delivery

Policy Development

Risk Assessment & Management

Strategy, Planning & Implementation

Volunteer Engagement

Indigenous Cultural Competency

(Other skills related to mission)

AREAS OF INFLUENCE

Business & Industry

Community Development / Not-for-Profits

Ethno-cultural communities

Government (civic, provincial, federal)

Media/Advertising

(Other sectors/communities related to mission)

THINKING STYLE

Fiduciary

Strategic

Visionary

HIDDEN TALENTS

NOTES & INSIGHTS


Succession Readiness Checklist When the following conditions are in place, an organization can expect a relatively smooth transition to new leadership whenever it might occur. An organization might determine which elements below are lacking in its current operations and then create a “succession plan” or “capacity building plan” that prescribes activities and timelines for filling the gaps. The agency is then ready for leadership transitions, foreseen or unforeseen.

A strategic plan is in place with goals and objectives for the near term (up to three years), including objectives for leadership talent development.

The board evaluates the executive director annually on general performance and achievement of strategic goals.

The board, based on its annual self-evaluation, is satisfactorily performing its major governance jobs—financial oversight, executive support and oversight, policy development and strategic planning.

The executive’s direct reports, based on annual evaluations, are judged as solidly skilled for their positions.

The top management cohort, as a high performing team:

• Has a solid team culture in place in which members support one another and can reach decisions as a group efficiently and harmoniously;

• Shares leadership of the organization with the executive in having significant input to all major agency decisions;

• Can lead the organization in the absence of the executive; and

• Has authority to make and carry out decisions within their respective areas of responsibility.

Another staff person or board member shares important external relationships (major donors, funders, community leaders) maintained by the executive.

A financial reserve is in place with a minimum of three months’ operating capital.

Financial systems meet industry standards. Financial reports are up to date and provide the data needed by the board and senior managers responsible for the agency’s financial strength and viability.

Operational manuals exist for key administrative systems and are easily accessible and up to date.

Top program staff have documented their key activities in writing and have identified another staff person who can carry their duties in an emergency.


Leadership Attributes at Lifecycle Stages Stage Leadership Attributes Performance Outcomes

IDEA

• Creative

• Free thinker

• Opportunity-driven

• Not bound by time

• Understands the marketplace

• Single-minded

• Committed to the cause

• Follow-through

• Founders serve as volunteers until resources can be obtained and paid staff recruited

STA

RT

UP

• Energetic

• Balances multiple priorities

• Handles continual interruptions

• Multi-talented generalist

• Single-minded but adaptable

• Risk-takers

• Other staff are invested and share organizational commitment and knowledge

• Staff have specific positions and duties

• Basic organizational activities routinized and roles clarified

GR

OW

TH

• Dynamic

• Strong base of personal reserves

• Inspires and motivates

• Energetic

• Creates a plan and provides focus

• Creates and routinizes systems

• Instincts to know what opportunities to pursue

• Comfortable with continual change

• Servant leader

• Management is willing to balance opportunity with strategy

• Organization has flexible focus on priorities

• Formalization of job and role descriptions

• Work environment geared to attracting staff

• Founder separates personal needs

MA

TUR

E

• Like to manage people and processes

• Respected in the field

• Policy and procedures oriented

• Sees the value in stability

• Capable of motivating staff

• Values organizational structure

• Executive Director is resilient and anticipatory

• Management participates in field development/public policy

• Organization has bench strength

• Work environment attracts and retains high-quality, motivated staff

DEC

LIN

E

• Committed to mission

• Willingness to shake the status quo

• Capable of objective rather than subjective analysis

• Understands the dynamics of renewal

• Responsible, no tendencies to blame or deny

• Motivates and leaders others to change the status quo

• Requires new leadership for turnaround to occur

• Self-awareness is reached about agency’s deteriorating condition

• Adapts quickly to setbacks and changing circumstances

TUR

NA

RO

UN

D

• Take charge personality

• Confidence builder

• Highly energetic

• Comfortable with bad news

• Doesn’t take things personally

• Natural problem solver

• Makes quick decisions

• Doesn’t need others’ approval

• Management owns past problems and re-establishes confidence

• Management has streamlined personnel

• Organization has the capacity to think about the future


Steps to Succession Planning

1. Evaluate and plan

In its simplest definition, succession management provides a plan and process for addressing the changes that occur when someone leaves. Most succession management plans focus on the most senior manager—the executive director—but all key positions should ideally be included in the plan. Key positions can be defined as those positions that are crucial for the operations of your organization and, because of the skill, seniority and experience required, will be hard to replace.

Whenever size and resources permit, succession management should involve nurturing and developing employees from within an organization. Employees who are perceived to have the skills, knowledge, qualities, experience and the desire can be groomed to move up to fill specific, key positions.

The succession management process involves:

• Determining a succession-management philosophy and approach for your organization • Assessing their current and future needs based on either their strategic plan, goals and

objectives, or priority programs and projects • Matching these to the capabilities of the existing workforce • Developing a plan to manage the gaps that will arise when individuals in key positions leave or

are promoted • Meeting future talent needs through training and development for existing staff as well as

external recruitment

Let’s start with the first step: identifying the right approach. These guidelines will guide you through the process of creating an approach that fits the unique requirements of your organization. Once you’ve completed the exercise, the document can be kept on file for future reference.

Succession-management planning guidelines

In this section, outline the context for creating a plan for succession management identifying the various groups that will be included. It is an expression of your organizational focus and philosophy on succession management.

For example:

Board: Our organization strives to build a strong board with good continuity of leadership, with a focus on educating about governance. To ensure an ability to think big-picture and be visionary, we recruit board members from other roles of engagement with our organization.

Salaried Employees: Our organization leads employee hiring decisions with a philosophy to attract bright young minds that may only stay with us for 2 – 3 years. The size of the organization means there is little room for advancement because it is very flat. Our strategy is to create a desirable work place, and have the bright young minds for as long as their work is challenging. They may leave to learn more in an external role and then return later.


Evaluate your internal capacity

Once you’ve established the context and focus for your succession-management plan, you can begin the more in-depth process of identifying your internal capacity (the people-power you already have in your organization) and your future needs.

First, you need to review your organizational chart and evaluate whether logical career progressions exist within the organization. If they do not, consider whether roles can be redefined or responsibilities can be redistributed. This is an important conversation that involves many stakeholders, including the board, executive, and any persons who might be impacted by changes to the organizational chart.

Next, you need to identify candidates who might be ready, willing or able to fill key positions. The ultimate goal of succession management is to ensure the organization’s need for talent is met, whether by creating a match with the skills and aspirations of existing employees or—where necessary—by recruiting from outside.

It’s important to remember that executives and your board of directors might not have all the information necessary to determine whether people are ready, willing or able to fill key positions, so consider involving direct supervisors and even front-line staff in this process to ensure that all relevant information is considered.

One strategy to gather this information is to allow candidates to self-select into the succession management program. You can do this by giving employees opportunities to express and document career aspirations as part of the performance review process. This also offers the added benefit of identifying candidates that may have otherwise been overlooked.

The Succession Management Planning Worksheet below is designed to guide the process of evaluating your internal capacity. When you have completed the worksheet, you’ll be able to clearly see where your organization has talent gaps, where there are opportunities to nurture talent into more senior roles, and which roles are at highest risk of going unfilled.

Because organizations vary greatly in size and structure, you may need to adapt the Succession Management Planning Worksheet to fit your organization. For example, if your organization is large, you might use a separate worksheet for each program area or business function to help focus the exercise by organizing information around logical career paths. You might also consider adding different role categories than the ones offered in the template.

For smaller organizations, you might find that classifying the roles into categories is not necessary, because there are so few roles. And organizations with five or fewer employees might find that it’s not necessary to complete the table at all, but you might still use the column headings as a guide for questions to consider when evaluating the needs and capacity within your organization.


Consider volunteer support

Non-profit organizations are in a unique position to engage additional expertise and talent to fulfill their missions through volunteers.

In the absence of a dedicated HR Director or Manager and rather than having to engage paid consultants for external expertise in HR related areas, one recommended approach is to engage volunteers who have specific skills and knowledge in various areas of HR management.

In the area of succession management, you may consider engaging a specifically skilled volunteer (or knowledge philanthropist*) to provide you with professional expertise. This person can support you or your team and lead you through a process to develop a succession plan, recommend leadership development plans for current salaried employees or provide executive search expertise to recruit an ED or other key management position.

Before you begin any volunteer recruitment process, the first step is a clear description of the skills, experience and expected deliverables you require for each role. Position descriptions improve your chances that the right volunteer with the right skills will apply. They also set clarity around required deliverables, improving successful execution by the volunteer.

*A knowledge philanthropist is someone “who lends her own specific knowledge, skills, assets and talent to a not-for-profit organization in order to work with them to achieve their mission. This kind of volunteer provides her brain and her head, rather than primarily her hands.” Kelly, C., Gerty, L. (2013) The Abundant Not-For-Profit: How talent (not money) will transform your organization. Vantage Point, Vancouver BC. http://www.thevantagepoint.ca/content/abundant-not-profit

Establish a task force

When your organization faces a current or projected talent shortage, one recommended approach for addressing the issue effectively is to establish a task force led by select members of your board of directors.

In the event of a planned or unplanned vacancy, the task force is responsible for drawing up a plan of action and effectively communicating it to the rest of the staff as soon as possible. This demonstrates that the organization is taking decisive action and reassures employees and stakeholders that appropriate and swift measures are being taken to address the issue and ensure the organization continues to function smoothly and deliver service to its clients and the community.

As part of their search for a new executive director (or any other level-level employee), the task force will need to answer a number of key hiring questions:

• Should we hire from within or look for an external candidate? • Whether we hire internally or externally; what is the ideal position profile and description

based on where we are as an organization today – and where we are headed? • What kind of impact will this change have on our capacity to deliver on our mandate and on

our relationships with our clients, donors and volunteers? • What do we tell our stakeholders? • How do we proceed?


The best way to create a plan of action and communicate effectively with employees, volunteers and other stakeholders is to draft the terms of reference.

Define the recruitment process

With a task force and the terms of reference established, the recruitment process will need to be mapped out in detail.

Before you begin the search, you’ll need to establish the objectives and establish clear guidelines and timelines to keep the process on track.

A recruitment and transition reference document is designed to identify these key elements of the recruitment process and ensure everyone involved in the process is in agreement about the best way forward. The document is also essential in coordinating the efforts of everyone involved—including the task force, the board, external advisors and employees.

Preparing this type of document in advance of any major changes to senior leadership ensures that the board and all stakeholders involved in the transition process are prepared to move quickly in the event of planned or emergency succession.

Onboard the new hire

Once you’ve found the right person to fill a senior role, it’s important to have an onboarding and orientation process in place. There are two key documents that can help a new employee who is moving into an executive role get up to speed quickly: an onboarding checklist and a contingency inventory.

The onboarding checklist is a document that outlines the major steps to be addressed during an employee onboarding for a particular position.

Some of the information on the checklist will be relevant to all positions in the organization, and some will be relevant only to employees at the executive level. Information that is not relevant to a particular position can be removed or modified to be more relevant. For example, a front-line employee might not need to know specific financial details for the entire organization, but funding relationships and budgets for her particular program might be relevant. Be sure to partner with employees throughout the organization when developing the onboarding checklist to ensure that the new incumbent receives a well-rounded and thorough orientation.


Succession Management Planning Worksheet Current Information Vacancy Short-Term

Contingency Plans

Long-Term Planning & Development Role Vacant/

Filled? Risk Impact

Key

Sen

ior

Lead

ers

Ke

y O

pe

rati

on

al R

ole

s

Po

ten

tial

Su

cce

sso

rs

Bo

ard

Mem

ber

s


Guidelines for completing the Succession Management Planning Worksheet

• It is useful to have your organizational chart on hand for reference in completing this worksheet

• Begin by completing the first column (Role) before moving to the second column (current person) and continue filling in information until you reach and complete the last column (Development & Transition Steps). This is the easiest way to approach the worksheet as each column will inform the next.

• Once the worksheet has been completed review the table to identify empty boxes representing vacant positions or lack of successor. Colour code empty boxes as appropriate for easy reference.

• It is then suggested to colour code the ‘Short-term status’ individuals for quick reference as to this person’s readiness to move into a more senior role if the occasion suddenly arose (perhaps because the current employee won the lottery and has suddenly left).

• Using the colour coding that reference both vacancy and readiness identify positions requiring critical attention as well as employees requiring various degrees of development and transitioning processes.

• Identify the ‘Action Required’ • If possible link the actions to ongoing professional development for individual employees • It can be useful to make a list of points that you interpret from the chart once it has been

completed

Please see the next page for an example of a completed worksheet.

Note: This is a living document that is best updated at various intervals throughout the year in order to maintain its applicability. It is suggested to update it regularly on an annual basis as well as to review as well as use the document for reference on the following occasions:

• A new employee is hired • An employee is promoted • An employee is leaving or has left the organization • A new position is created • Strategic Planning is occurring


Worksheet Example

Current Information Vacancy Short-Term Contingency Plans

Long-Term Planning & Development Role

Vacant/ Filled?

Impact risk

Key

Sen

ior

Lead

ers

ED Filled High Low VP

VP Med Low ED & Director of Marketing

Director of Operations

High Low Operations Coordinator

Director of Marketing

Low Low Communications Coordinator

Director of HR High High Program Manager

Director of Finance

High High ???

Ke

y O

pe

rati

on

al R

ole

s

Project Manager Low Definite Customer Service Specialist

Program Manager

High Low

Po

ten

tial

Su

cce

sso

rs Program

Coordinator

Communications coordinator

Customer Service Specialist

Operations Coordinator

Action Required:

1. Director of Finance role, requires immediate plan 2. Director of Human Resources role, transition of promotions should begin 3. Project Manager role, development and transitions should be intensified

Interpreting the Chart:

• Strong and stable senior leadership • Current ED role is stable and lottery backup plan is stable • Assoc. ED role is stable and lottery backup plan is stable


• Director of Operations role is currently stable but requires successor development to establish lottery backup

• Director of Communications role is stable, lottery backup plan is stable, long-term requires some thought

• Director of HR role has high likelihood of transition, lottery backup plan is stable, however development for successor is required

• Director of Finance role is in a critical state and requires discussions and planning for external succession

• Director of Community investment role is stable, lottery backup plan is stable, long-term require some thought

• Project Manager role, high likelihood of vacancy and development and transitions of successor should be a priority

• Program Manager role, high likelihood of vacancy given current person upcoming transition to Director of HR role. Transition should begin with successor for this role.

• Opportunity to review various coordinator roles to identify appropriateness of the role, responsibilities, etc. in anticipation of upcoming recruitment processes.


Succession Management Plan Template Context

In this section, outline the context for creating a plan for succession management identifying the various groups that will be included. It is an expression of your organizational focus and philosophy on succession management.

For example:

Board: Our organization strives to build a strong board with good continuity of leadership, with a focus on educating about governance. To ensure an ability to think big-picture and be visionary, we recruit board members from other roles of engagement with our organization.

Salaried Employees: Our organization leads employee hiring decisions with a philosophy to attract bright young minds that may only stay with us for 2 – 3 years. The size of the organization means there is little room for advancement because it is very flat. Our strategy is to create a desirable work place, and have the bright young minds for as long as their work is challenging. They may leave to learn more in an external role and then return later.

Current Situation

In this section, outline conditions or events that are likely to affect organizational strength.

For example:

1. Board a. Board chair – will be new in 2019. Require successor for March 2021. b. Vice Chair – to be determined in 2018 c. Past Chairs – all five are strong community leaders with other influential roles d. Potentially little board turnover this next year e. Treasurer vacancy for June 2019. Working on successor.

2. Employees a. ED – retiring late 2018 b. Associate ED – stable and very strong in his role c. Leadership Team stable - two full-time and very strong in their roles. d. Additional Employees – at different stages of development. e. Strong administrative component at the start of 2018


Potential Additions

Keeping in mind that organizations are fluid and roles can change depending on strategic plans and priorities, it is useful to consider potential additions. In this section, outline potential growth, new roles or positions to be recruited.

For example:

1. Board a. By spring of 2019, identify and recruit potential board members b. By fall of 2020, identify Vice Chair (or Co Vice-Chairs) - one (or both) who can move into

Chair role in 2021 c. As our organization expands its geographic reach, consider board members from

different geographic areas 2. Hire new CEO 3. Salaried Employees

a. Additional Employees – likely to hold steady b. Other – addition of salaried employees to develop new programs if required


Search Task Force Reference Template Terms of Reference for ED Search Task Force [Name of Organization] [Search Task Force (or Team)] [Last Updated]

Goal What is the ultimate goal of this task force?

Example: The task force will ensure a strong continuity of leadership in the executive director (ED) position leading up to and during the entire transition process to a new ED.

Role What will the task force do?

Example: The task force will lead the process to recruit, select and onboard a new ED.

Core Values for Guiding the Task Force What values will guide the work of the task force? These may be the same as the organizational values, or in addition to.

Example: • We value a culture of “critical inquiry” which includes valuing innovation. • We value a culture of mutual respect, diversity and learning.

Objectives Example:

1. Reassure staff and board regarding continuity of leadership. 2. Mitigate operational and reputational impacts as a result of losing a senior member of staff

with significant institutional knowledge. 3. Craft a strong position profile and role description to ensure an adequate candidate pool from

which to select candidates for interviews. 4. Structure and conduct the interview process itself, and make a recommendation to the full

board regarding who it feels should receive an offer. 5. Install a new ED with the proven ability and passion to lead the organization. 6. Do all of the above in a way that is consistent with [name of organization] brand and program

standards.

Membership Specify the role that will convene the task force and the other roles and individuals that will be involved.

For example, the task force may be convened by the Board Chair and include board members, individuals with recruitment or other HR expertise, and others as deemed appropriate by the task force (e.g., past board members). Members of the ED task force sit as individuals and not representatives of their organization.

It may also be useful to outline the roles of the various task force members.


Meeting Schedule/Time Commitment Example: The ED Search Task Force will meet [how often and for how long each time?] Provide clear expectations in this area to ensure task force members understand the commitment they are making. Make sure you are clear that task force members will be asked to step down from the task force if they are not performing!


Role Clarification Role clarification for the recruitment and transition process is critical for two reasons. First, the Task Force overseeing the entire process needs to be nimble and move quickly. Second, the board needs to feel that it is well-apprised of all steps of the process and not kept in the dark on key steps and/or developments.


Executive Director Recruitment and Transition Template [ORGANIZATION NAME] ED Recruitment and Transition Process

Initial Brief Prepared by: [NAME] [DATE]

Introduction This section outlines the context of, and catalyst for, the Ed Recruitment process.

For example: The current ED has indicated they plan on leaving in the near future, the ED has announced retirement, etc.

Purpose This section outlines the desired purpose for pursuing the planning for the completion of this recruitment process.

For example: The purpose of this document is to secure agreement from the board for a proposed recruitment, selection and transition process, as well as for the approach and timing for defining and then running the process. Support from the board at this time would allow for further work to be done to engage other individuals in the exercise and to add more detail to the overall recruitment process.

Objectives This section outlines the objectives of the recruitment process.

For example: The entire process should pursue the following objectives:

• Energize key stakeholders about the work and future of the organization

• Reassure staff and board regarding continuity of leadership

• Mitigate operational and reputational impacts as a result of losing a senior member of staff with significant institutional knowledge

• Install a new ED with the proven ability and passion to lead the organization through the latter stages of its current strategic plan, and beyond

• Do all of the above in a way that is consistent with our organizational brand and program standards

Process This section outlines the process that is being recommended and takes into consideration the previously identified objectives. Include an expected completion date for each step of the process. For example:

1. Create and affirm a role profile to guide recruitment We will need to define a process whereby the organization and key stakeholders have an opportunity to reflect on who we are now, who we want to be in the future, and what kind of leader will we need to get us there. The output from this exercise should be a role description that outlines specific


competencies and experience that we collectively agree a successful incumbent must have. Once this work is completed, it will also be necessary to review our current compensation strategy, confirm that the approach to ED compensation is still appropriate, and to define an appropriate rewards package for a new ED.

2. Strike a Search Committee responsible for overseeing the recruitment and selection process With the role description confirmed, a search committee will need to be struck. This committee will also need terms of reference to guide its work. Broadly speaking, this committee would be responsible for creating an adequate candidate pool from which to select candidates for interviews; the interview process itself; and for making a recommendation to the full board regarding who it feels should receive an offer.

3. Source candidates and run the selection process This part of the process is relatively self-explanatory. Some additional detail will be needed around where we will build a candidate pool and how the interview process is to be structured.

4. Make an offer to the successful candidate; confirm acceptance Also self-explanatory. Much of the work at this time will be supported by the earlier review of the organizational compensation strategy and by the prior assessment of the appropriate compensation for the re-defined ED role.

5. Onboard the successful candidate and oversee the leadership/management transition An onboarding process will need to be confirmed, and key objectives of the leadership/management transition will need to be defined in advance to guide the work of the current ED and the new incumbent. A communications plan will also need to be prepared that covers all of the various touch points that the board should have with key stakeholders throughout the process and through to the announcement of the arrival of the new ED.

Recruitment process example:

Phase Deadline Comments

Create and affirm a role profile to guide recruitment

March 2019 Surveys and interviews with key stakeholders will start.

Strike a Search Committee responsible for overseeing the recruitment and selection process

April 2019 This activity will run concurrently with creating the role description.

Source candidates and run the selection process

May 2018 to September 2019

This will be a fluid process as opposed to a staged process, e.g. candidates will be interviewed as they apply versus waiting to interview all candidates at the same time.

Make an offer to the successful candidate; confirm acceptance

October 2019 Board needs to agree that we will put off making an offer until the selection committee is confident we have found the right person.

Onboard the successful candidate and oversee the leadership/management transition

Incumbent starts January 2020 Current ED transitions out March 2020


Executive Director Job-Description Template Executive Director Job Description [DATE]

Responsible to To whom will the Executive Director be accountable? In most cases, it is the Board of Directors.

The Organization Spend a couple of pages describing in detail your organization’s mission, vision, values, history, current state of affairs, and your culture. It’s important to give potential candidates enough information to understand the context surrounding the role and for them to assess if their values and culture align with yours.

Summary and Purpose Spend about a page outlining why your organization is searching for a new leader and at a high level, what you feel the next generation of leadership will do for your organization. Will they build on strong existing foundations? Or are you seeking someone to take the organization in a radical new direction?

Based on the organization’s current priorities, what are the essential attributes of the new leader? Some examples might include:

• Thinking and leading strategically • Understanding the difference between leadership and management • Strong financial manager • Entrepreneurial mindset • An eye for scalability

Priorities and Expectations Think about the successful candidate’s first six months in the role. What will they have accomplished? Drafting goals and outcomes up front will allow you to develop and evaluate the new executive director in the critical time of transition. Be sure to keep this list realistically manageable, and at a high level. This could be 4-6 bullet points on top goals and key areas of focus.

Duties and Responsibilities What will be the ongoing responsibilities of the executive director? These are the day-to-day responsibilities required in the role outside of annual goals and priorities. They are also at a high-level.

For example: • Participate with the Board of Directors in developing a vision and strategic plan to guide the

organization • Oversee the efficient and effective day-to-day operation of the organization • Work with the staff, Finance Committee, and the board in preparing a budget; see that the

organization operates within budget guidelines. • Accountable for the recruitment, management and ongoing development of salaried

employees and knowledge philanthropists.


The Candidate What skills, knowledge and experience are you looking for in the successful candidate? Are there a certain number of years’ experience required? A certain degree or designation?

Contact Information Who can potential applicants contact for more information? What should candidates include in their application package? What is the ideal way to receive an application?


Executive Director Onboarding Checklist Example Prior to Employment Date

This is a list of actions that can ideally be addressed prior to the first-day in office of the new executive director. Ensuring that these steps are proactively addressed allows the new ED to focus on priorities associated with quick integration and leadership.

Advise team, contacts of new employee’s name and employment date Plan office/work station, ensuring it is clean Ensure the Contingency Toolkit/Employee Orientation binder are up to date Request computer; access to computer drives; e-mail address; telephone local; other

communication devices (if applicable) Complete requirements for security system access card and keys Update office phone list and provide to all employees Complete any HR forms in advance, if possible – including the letter of offer / acceptance signed

by the ED

First Week(s) of Onboarding

The actions included in this list ensure that the new ED becomes acquainted with the physical and electronic functioning of the organization in a timely and structured manner. It includes elements that are specific to the role of ED as well as general information that is relevant to all employees. In addition, it provides the ED with the opportunity to interact with a variety of employees and acquaints the ED with the organizational knowledge that each employee possesses.

Office Orientation [Insert name of responsible person]:

Provide office orientation, including computer, printers, photocopiers etc. Review Employee Phone List Review telephone and computer systems, including voice and e-mail Obtain two emergency contacts and add to employee emergency contact document Update website with new person’s name and position; welcome them to the team via social

media Update telephone system messaging (voice mail tree) to include new employee and their

extension number Explain internal and outgoing mail; courier service Explain process for ordering supplies Provide security pass and keys Contact Security firm to add new employee to emergency contact list (if they live closer to the

office than the current contacts) Explain how to book meetings, arrange for refreshments, equipment, etc. Explain reading files Show bike room Arrange for order of business cards, name tag etc. Arrange for and secure a headshot


HR Admin [Insert name of responsible person]

Complete the personnel records form and create an HR file Complete payroll forms (e.g., direct deposit, Revenue Canada forms TD1 and TD1BC) Review employee time sheets and how to allocate hours Review pay periods and statutory holidays payment Review benefits package and complete required forms (at 3 months) Review business expense claims and petty cash process

Communications/Marketing/Membership [Insert name of responsible person]

Review email signature requirements and expectations re: written communications Describe internal communications culture and expectations for email and in person Review Brand Identity, Style Guide, including FAQs for new employees Review design templates: PowerPoint, Workbooks Review major communication methods: website(s), blog, social media, e-comms (approach:

digital vs print) Provide key resources Orientation to Marketing Plan Key relationships in this area Current membership approach/structure

Filing and Systems [Insert name of responsible person]

Review Company folder on Network Review document guidelines/naming conventions Orient to Customer Relationship Management (CRM) System

Organization Wide [Insert name of responsible person]

Conduct tour of work area, lunch room, washrooms, coat closet, supply room and emergency exits

Provide background and general information on the organization, including mission, vision and values, as well as organizational culture and philosophies

Review organizational history timeline Discuss People Policies (Human Resource Policies) Review full suite of programs and services; provide broad overview Provide information about facilities and any relevant agreements Review the organizational chart Review the relationship with former ED Review the relationship with Board (history/relevant committees) Review the Succession Plan Review the current team (salaried employees and volunteers) Review key external stakeholders

Governance/Board [Board Chair and/or Vice Chair]

Provide background on all current board members (names, history with organization, membership on subcommittees or task forces, key expertise area, term limit details)


Articulate key board priorities Provide orientation to board approach and governance model Set up weekly check-ins between Board Chair and ED Identify and secure board approval for ED’s short-term (first 3 months) and long-term (year 1)

goals

Finance/Fund Development [Insert name of responsible person]

Review current finances/budget Explain/explore coming year budgeting process Current funding relationships Status of other donor relationships Potential future donor relationships

Evaluation/Key Performance Indicators [Insert name of responsible person]

Review current evaluation framework Review the key performance Indicators and dashboard

Events into ED calendar:

Planned team meetings 30min meetings with employees who are not direct reports 1hr meetings with direct reports (to provide status on their direct reports) Onboarding specific time slots (all individuals responsible for onboarding items) Board meetings Additional meetings coming up with key stakeholders Upcoming conferences

Independently (ED):

Set up voice mail and email signature Read through website Recent annual report Volunteer engagement tools Volunteer onboarding docs (handbook, guidelines, etc.) Current governance policies/bylaws Go through current committee/task force folders


Creating an Organizational Contingency Inventory The contingency inventory is essential to the transfer of key knowledge in your organization. It’s a document that is updated regularly with critical information and made available to anyone at the senior leadership level. It provides a reference document for a variety of critical positions and ensures that important information is transmitted to employees who move into new positions through succession management processes. This information may also be required for a variety of other reasons, including unexpected employee departures.

The ultimate goal of the contingency inventory is to improve institutional memory and to transfer organizational knowledge. One area that is often overlooked is “how” the work is done. This is especially important for front-line and mid-level positions where the majority of direct service (the work of the organization) is performed. For these types of positions, it might be necessary to supplement the contingency inventory with a procedures manual, so that business will continue as usual in the absence of a key individual.

A contingency inventory isn’t meant to replace other forms of skills transfer. One-on-one coaching, on-the-job interaction, and discussion groups are also important strategies to help leaders and emerging leaders develop both soft skills and hard skills and to learn about experiences doing the work of the organization. Developmental assignments also provide employees with challenging work that facilitates learning, often while achieving organizational objectives.

Large and complex organizations may find that they have too much information to fit into a single contingency inventory. In these cases, the responsibility for documenting certain types of knowledge can be delegated to supervisors and other staff. For example, supervisors might keep track of program-specific information, such as policies and procedures, contracts, fund development and grants, facilities management, and document security and passwords.

Regularly updating this inventory on an annual basis ensures that critical information is easily accessible for senior leadership whenever required.


Organizational Contingency Inventory Contingency Inventory [DATE]

Update Information Contingency Inventory Last Updated: Name & Title of Person who last updated the Inventory:

Information/ Data

URL Link (Server /Online) or File Last Updated/ Completed

Not-for-profit/ Charity Status & Critical Info

People/ Companies

Include: Name/ Contact Information/ Comments, etc.

Include: Link and indicate location (server/online) or file cabinet

Indicate when contact information, etc. was last updated

N/A

Information & Documents

Include: Relevant information/actual numbers, etc.


Indicate when documents/information was last updated

Letters Patent

Articles of Incorporation

File Cabinet C Reviewed 12/09/2012

Bylaws

Mission Statement

Board Minutes

T:\Governance & Strategy\Board\Board Files 2013 - 2019

BC Society Number

S-0000046351

Charitable Registration Number

156473 16478 RR 00001

Corporate Seal

Policies

People/Contacts


Include: Link and indicate location(server/online) or file cabinet






Bylaws and Constitution


Information/ Data


Governance Policies

Privacy Policy T:\Governance & Strategy\Policies\Privacy 12/06/2011- Requires Update

People Policies (HR)

T:\Governance & Strategy\Policies\People 06/09/2010

Investment Policy

Complaints Policy

Fundraising Policy

Volunteer Handbook/Policies

Conflict of Interest Policy

Others…

Financial/Banking Information/E-Commerce

People/Contact




Auditor Tisha Laforest [email protected] 409-847-2536

Account Holders

Authorized Check Signers

Authorized for E-Commerce transactions

Financial Planner / Broker Company

Representative Name

Authorized for account transfers

mailto:[email protected]



Information/ Data


Financial Planner / Broker Company





Business Number:

B-15465124554 T:\BusinessPolicies \FinancialInformation\2013

Current and previous Charitable Returns

File Cabinet B 12/06/2012

Current and previous Society Returns

Current and previous Annual Summary (Annual Reports)

Current and previous audited financial statements

Company Books & Records

GST/PST Returns

Blank Checks

Company Credit Card

1256 1254 1235 Only Shelley and Tom have authority

12/08/2012

Donor Records

Client Records

Vendor Records


Information/ Data


Contracts

Information & Documents (Top Contracts)

Include: Organization, Contact Name, Contract Amount, Contact Information/Comments



Contract 1 Jamestown Organization James Gillis [email protected] 604-777-2525 75k Ongoing for 5 years, is 2 years into the contract, options for increase…

T:\Contracts\Consulting\Jamestown Organization\2013

16/03/2011

Contract 2

Contract 3

Pending Contracts & Follow-Up

Include: Organization, Contact Name, Contract Amount, Contact Information /Comments



Fund Development/ Grants

Information & Documents (Top Fund Investors)




Investor 1 MacAulay Philanthropic Foundation Evelyne MacAulay [email protected] 902-687-3174

T:\FundDevelopment\Investors\MacAulayFoundation\2013

20/09/2013






Information/ Data


10k annually In talks for new opportunities- should follow up

Investor 2

Gaming Funds

Gaming Audit Summary Report (GAS) (annual)

T:\Governance\FinancialInformation\AnnualReports\GAS

05/07/2012

United Way

Pending or Recently Initiatived Fund Development





Job Description Tips List duties and responsibilities in logical sequence

• The percentage of time spent doing the job

• Start with the items that take up the majority of the time for an incumbent to do

State separate duties and responsibilities clearly, simply, and concisely

• An example of what you do not want is: “Deals with staff schedules, vacation schedules and answers phone.”

Begin each sentence with an action verb

• For example – Responds to customer concerns

Use quantitative terms whenever possible to achieve greater objectivity and clarity

• Use specific rather than vague terms

• For example – Oversees 10 people, responsible for closing duties two times a week usually on weekends

Answer the questions of how, what, and why

• For example, a retail person who is responsible for stocking shelves: responsible for stocking shelves with clothing items for the purpose of display. Requires handling 10 pound boxes and standing on mini stool.

• This way the incumbent knows exactly what is required of them.

Job descriptions are not legally required, but highly advisable

• This will be a referencing document, things included will be part of the job

• Will help if a conflict does come up, as well as it will help you to have a clear understanding of the requirements for your organization.

• In developing job descriptions you might realize that an area that is important for your business has been missed.

What not to say in job/position descriptions:

• Anything discriminatory: Race, gender, religion, age, marital status


Job Description Template <INESRT NAME OF ORGANIZATION>

Job Title: Reports To:

Written By: Approved By:

Date: Job Code (optional – NOC):

Job Summary A paragraph of 3 or 4 sentences that describe the major purpose of this position, include any relationships, internal and/or external. Focus on what the incumbent accomplishes rather than how they accomplish it.

Duties and Responsibilities List major or essential functional responsibilities in order of highest % to lowest. Use no more than 2-3 sentences to describe each key function.

Qualifications Include education and experience as well as behavioral requirements)

Working Conditions Health or safety concerns, shift work or long hours, working in unusual conditions, physical requirements, location, frequent traveling


Sample Job Description Job Title: Administrative Assistant Reports To: Director

Written By: Human Resources, Jennifer Leaman Approved By: Director

Date: September 22, 2009 Job Code (optional – NOC): 1411

Job Summary The Administrative Assistant provides accurate and timely administrative support to the senior management team.

Duties and Responsibilities

• Develops, edits, proofreads and finalizes correspondence, reports, statements, invoices, forms, presentations, and other documents.

• Responds to telephone, in person or electronic enquiries or forwards to an appropriate person.

• Provides general information to clients and the public.

• Photocopies and collates documents for distribution, mailing, and filing.

• Maintains and prepares reports from manual or electronic files, inventories, mailing lists and databases.

• Maintains personnel files by keeping all contracts, timesheets, leave of absences and correspondences up to date for all employees.

• Coordinates meetings by preparing agendas, minutes, background material, and follow up on any action items.

• Processes incoming and outgoing mail, manually or electronically.

• Manages the senior management team’s appointments and calendar.

• Coordinates travel arrangements, professional development sessions, and retreats.

• Orders office supplies, service office equipment and arranges for servicing in the case of major repairs.

• These are representative duties and responsibilities but are not all encompassing and may change from time to time.

Qualifications

Education and Experience

• The technical requirements for this job would typically be acquired through a diploma in Business or Office Administration or related areas of study, plus two years’ experience in an administrative environment or an equivalent combination of education and experience.

Knowledge, Skills and Abilities

• Knowledge of XXXXX’s goals, objectives, and policies

• Strong computer skills including Microsoft Office suite (Outlook, Word, Excel)

• Excellent verbal and written communication skills


• Strong planning and time management skills

• Ability to multitask and prioritize

• Ability to maintain confidentiality and handle sensitive information with discretion

• Ability to work independently

Working Conditions

• This position primarily works at the head office.

• Working conditions are typical office conditions including working in a cubicle in front of a computer

• Hours of work are Monday to Friday, 8:00am to 4:30pm which includes a half hour unpaid lunch break.

• Travel to different locations may be required periodically

• Small amounts of overtime may be required on a periodic basis


Sample Position Description Recruitment Advisor - Volunteer Position Description September 22, 2009

Link to the Mission: The Recruitment Advisor ensures the XXX organization recruits talented volunteers in order to meet the objectives of XXX. As XXX continues to grow, the Recruitment Advisor will provided full service recruitment support to ensure that all new volunteers accurately reflect the vision and mission of XXXX.

Qualifications:

• 3 years of experience in either a HR generalist or Recruitment position

• Ability to design a full service recruitment process for the volunteer sector

• Ability to manage confidential information

• Strong knowledge of XXX’s mission and vision

• Knowledge of recruiting volunteers

• Knowledge of best practices and legislative requirements in recruiting

• Ability to work independently and in teams

• Ability to meet deadlines and to prioritize

• Strong written and verbal communication skills

Time Commitment: 50 hours over a one year time frame to develop, implement and test the recruitment process for XXX. Work can be done during evenings and weekend, and a monthly status meeting is required.

Deliverables:

• Develops and implements a full service volunteer recruitment process to attract highly qualified volunteers to the organization.

• Ensures appropriate screening measurements are in place for XXX.

• Develops position advertisements.

• Develops interview questions.

• Develops and conducts reference checks.

• Develops volunteer position contracts.

• Provides a status report to the board on a monthly basis.

• Train employees and volunteers of the new recruitment process.

• The more specific you are the better chance the right volunteer will apply.

• Specifics give volunteers comfort, just as a clear job description gives your staff comfort.

• Perhaps a report presented to your board of directors or $35,000 net income from an event.

Accountability: The Recruitment Advisor reports to the Director.

Benefits: This position will learn about the voluntary sector, specifically in the YYY field. The incumbent will have the opportunity to meet and interact with community leaders in these sectors. This experience can lead to further HR and/or recruitment opportunities in XXX.


Recognition: This position will be publically recognized in the Annual General Meeting and Report. This position receives free coffee and tea when working in the offices of XXX. Upon successful completion of full service recruitment process, a letter of recommendation will be presented.

Contact: Please contact Jennifer Leaman at [email protected] or at 604.659.1300 ext 6 for more information.


Recruitment and Selection Checklist Adapted from: http://www.hrcouncil.ca/hr-toolkit/right-people-recruitment.cfm

Before you recruit

• Review the organization’s recruitment and selection policy and/or practices

• Review the strategic and operational plans to determine if the position should be filled

• Confirm that funding exists to recruit for and staff the position

• Obtain the necessary approvals to staff the position

• Develop a job description if the position is new

• Review and update the job description for an existing position

• Decide on the type of employment (full-time; part-time; permanent; contract; short-term; etc)

• Identify constraints that will have an impact on the staffing process (need someone soon; specialized skills; supply/demand, etc)

Establish the recruitment and selection criteria:

• Develop recruitment and selection criteria based on the job description

• Establish the minimum qualification for the position

• Review all recruitment and selection criteria to ensure they are job-related and measurable

• Ensure that all recruitment and selection criteria comply with Human Rights Legislation

Recruitment process:

• Determine the best method for recruiting for the position

• Draft the job announcement using the job description, minimum qualifications and selection criteria

• Include the following in the job announcement:

• Application deadline

• Request for references

• Start date

• Salary range

• Contact information

• Format for submission

• Ensure that the job announcement complies with Human Rights Legislation

Selection process - Before the interview

Plan the interview process:

• Number of rounds of interviews o Number of interviewers o Length of the interview o Location of the interview o Date of the interviews

http://www.hrcouncil.ca/hr-toolkit/right-people-recruitment.cfm


o Any materials the candidate should bring to the interview

• Ask colleagues to sit on the interview panel

• Give the interview panel the logistical information about the interviews

• Develop the interview questions

• Prepare an interview rating guide

• Develop a reference check guide

• Prepare a reference release form

• Ensure that the interview questions, reference questions and other selection criteria comply with Human Rights Legislation

• Prescreen applications using the selection criteria

• Set up the interviews with the selected candidates

• Forward the applications of those candidates being interviewed to the interview panel

• Forward the interview questions and interview rating guide to the interview panel

• Meet with the interview panel to brief them on the interview process

Conduct the interview

• Review the candidate’s application before each interview

• Welcome the candidate to the interview

• Introduce the interview panel

• Explain the interview process

• Rate the candidate’s responses to the questions

• Give the candidate an opportunity to ask questions

• Close by explaining next steps and thanking the candidate for coming to the interview

• Ensure that interview discussion and note taking complies with Human Rights Legislation

After the interview

• Finalize your interview notes

Select the right candidate

• Use other selection methods as appropriate

• Telephone the references

• Use the reference checking guide to document the conversation

• Ensure that the discussion and the note taking during the reference check complies with Human Rights Legislation

Conclude the staffing process

• Make your decision and review it

• Make a verbal offer of the position to the selected candidate

• Follow-up the verbal offer in writing

• Prepare the job contract and have it signed before the new staff member starts work

• Send out rejection letters to the other candidates that were interviewed

• Set up a competition file

• Complete the paperwork necessary for the new staff member to start work


Advertising Methods • Online recruitment and job boards

• Social networking o Facebook o Blog o Twitter o Linked In

• Print Advertising o Newspapers o Professional periodicals and trade journals o Radio and television o Public Displays o Direct Mail

• Special recruiting events o Open houses o Job fairs

• Employee referrals

• Networking

• Posting on your own websites

• Private Employment Agencies

• Walk-ins and write-ins

• Educational Institutions: High Schools, Colleges, Universities


Sample Telephone Screening Questions Introduce yourself and why you are calling. Ask if they have 15 minutes to talk about the position or if you can schedule a different time.

This is only a guideline of the questions that you should ask. To get quality information, you need to ask probing questions. You will need to ask questions about the position you are trying to fill.

At the end of the phone call, let them know the process. (“We are currently contacting a few candidates, after we have spoken with them we will decide who to bring in for an interview. If you are selected for an interview we will contact you by…”)

Conducted By: Date:

Name of Applicant: Phone Number:

Position Considered For:

Questions

How did you hear about this opportunity?

What interests you about this role?

Tell me about your current position.

What experience do you have with XYZ responsibility/duty?

Can you tell me more about XYZ experience?

Are you eligible to work in Canada?

What is your salary range expectation?

Do you have any questions that you would like to ask me?


Sample Interview Questions Adapted from HR Council with supplemental information.

Asking the right interview questions will:

• Confirm the candidate's education, training, and experience listed in the resume

• Provide information about the candidate’s past performance and accomplishments

• Indicate the candidate's compatibility with the culture of your organization (for example, work pace, work style)

• Offer insights into the reasons behind the candidate's desire to change jobs

• Responses to key questions should be probed further and confirmed through subsequent reference checks.

Types of Question

Breaking the ice questions. These questions ease the candidate into the interview process and allows them to become comfortable (these tend to be the easier types of questions)

• Did you find us okay?

• After our conversation (telephone interview) did you have the opportunity to do some research on our organization? What did you think?

• What excites you about applying for this role?

Work history questions. These questions are asking about their past work and or volunteer questions. You usually ask to find out about their past responsibilities and how effective they were in handling these responsibilities

• Please tell me about your experiences at XYZ company. What was your main responsibility?

• What did you find challenging about your last position?

Position specific questions. These questions are focused on finding out if the candidate has the appropriate knowledge/skills/abilities and experiences to perform the role that you are interviewing them for. In this area you might ask very specific questions around there experience and ability to do a certain task

• Please tell me how you ensure that your work is accurate?

• Tell me about your experience in building and maintaining client relationships?

• What do you find the most challenging about scheduling employees?

Personal and motivational questions. These questions focus on the individual. You can find out how they deal with stress, conflict, how they keep motivated, etc.

• After a particularly stressful day at work, how do you unwind? How do you deal with stress at work?

• Tell me about yourself. How would you describe your own personality?

• List three personal attributes that you would like to improve? Have you made any efforts to improve in these areas?

• How would others describe your weaknesses?

• What accomplishments are you most proud of?

• How do you handle not being successful?


Remuneration and benefits questions. These questions ask about what the candidate is looking for in terms of remuneration

• What are your salary expectations?

• Looking at your total compensation package, what is most important to you? (salary, bonuses, flex time, benefits package, etc)

Future career goals. These questions establish what the candidate is looking for in the long term.

• Looking five years into the future, what areas are you interested in developing in?

• When you think about your career in the future, what does it look like?

Educational questions. These questions ask about the candidate’s educational background and how it might or might not be relevant to the role.

• How do you feel that your education at XYZ relates to this role?

• Looking at your educational experience, what would you say were the top 5 relevant skills that you learned?

Closing interview questions. These questions wind up the interview and signals to the candidate that the interview is coming to an end.

• Why do you think that you are the right person for this role?

• In addition to your educational and professional experiences, what else would you like us to know about you in order to make an appropriate decision?

• Do you have any questions for me/us?

Methods to ask questions

Behavioural questions. Behavioural interviewing techniques probe beyond superficial answers. They require candidates to assess themselves and recall examples of behaviour. Most behavioural questions are formed as either self-appraisal queries or situational queries, as shown in the examples below:

• Self-appraisal query: If you had the choice of working in a job with peaks and valleys in the workload or a job with a steady volume of work, which would you choose and why?

• Past situational query: Tell me about a time when you had to make a critical decision in your supervisor's absence. How did you handle it? What was the result?

Situational questions. A situational question presents a hypothetical situation to the interviewee and asks how s/he would respond to it. For example, give the candidate a scenario of a current or past problem that your organization has had to address. (The problem should be related to the position being staffed.) Ask the candidate to describe how they would handle the situation or resolve the problem

• A co-worker tells you in confidence that she plans to call in sick while actually taking a week's vacation. What would you do and why?

• Describe how you would handle the situation if you met resistance when introducing a new idea or policy to a team or work group.

• What would you do if the priorities on a project you were working on changed suddenly?

• List the steps that you would take to make an important decision on the job.

• What would you do if you realized at deadline time that a report you wrote for your boss or professor was not up to par?


Open-ended questions. These questions require an explanation from the candidate. Open-ended questions begin with words such as "what," "why," "how," "describe," and "explain."

• What is the greatest asset you will bring to this job?

• What is the most important thing you do at your current job?

• Describe the last time you had a short deadline and explain how you handled it.

• How have you had to adapt to your job’s changing needs?

Neutral questions. Neutral questions do not reveal a bias toward an acceptable or correct answer.

• Can you describe your ideal work environment?

Yes or no questions. Use questions that can be answered with a “yes” or “no” to confirm information you already have. In general, use these types of questions sparingly because they don’t add new information.

Probing/Follow-up questions. After a candidate answers a question, follow up with another question that probes their attitudes or delves further into the issue. For example, you may start with a broad question: "What are your responsibilities as the administrative assistant?" A candidate may respond with a list of duties such as: answer phones, type, keep the calendar, arrange travel, and file documents. Although this information confirms the resume, it does not give information about the relationship with the supervisor, consequences of actions, or pride in work output. To get this kind of information, ask follow-up questions, such as: What aspects of your job are most crucial? How many hours a week do you find you need to work to get your job done?

Questions not to ask. You must avoid asking discriminatory questions as outlined in Human Rights legislation. Questions to avoid include, but are not limited to:

• What year did you graduate from high school or post-secondary school?

• Where were you born?

• Where did you learn a foreign language?

• What are your child care arrangements?

• What are your religious practices?

• How many days did you miss because of illness last year?

• Do you have any disabilities?

• Have you ever been arrested?

• Are you planning to have children anytime soon?

• Are you responsible for parental care?

• Do you have senior parents or another family member that depends on you?


Developing Interview Questions Using the job description of volunteer position description that your group has decided on, develop 5 interview questions. Review handout 11 for types of questions, methods to ask questions and sample questions to help you in this process.

What are trying to determine?

What type of question are you going to ask?

What method will you use to ask it?

Question


Interview Observer Notes Note-taker Template

How did the interviewer put the candidate at ease?

What was the body language of the interviewee and the interviewer?

How was the word choice of the questions? Did the questions allow the interviewer to get the information they were looking for from the candidate?

Did the interviewer allow for silence?

Did the interviewer ask for verification (did they ask a question in a different way)?

Did the interviewer refocus or redirect the interviewee when/if necessary? How was this done?

What probing questions did the interviewer ask to gain more information from the interviewee?

How did the interviewer close the interview? Was it appropriate?

Overall comments and feedback


Samples of Regret to Unsuccessful Candidates Unsuccessful at the initial screening stages – email:

Dear candidate,

We have successfully received the resume you recently submitted to us. We also appreciate your interest in our company. Unfortunately, your skills and qualification were not a match for the (insert position name) position.

However, we will be keeping your resume on files for one year. As a result, if your qualifications included in your resume match any other current or future position openings, we will contact you directly to see if you are interested.

Thanks again for your interest!

Unsuccessful after first interview – email or letter:

Dear Candidate,

Thank you for your time and interest in (insert organization). I/We enjoyed meeting with you in regards to the (insert title of role).

As you know we have met with other candidates for this position and, after careful consideration, we feel that your skills and experience do not quite match our requirements.

We regret that we cannot give you the opportunity to join the (insert organization)’s team at this time. However, please note that your resume will remain on file for one year.

Again, we thank you for your interest in (insert organization) and wish you all the best in your future endeavors.

Your name

Your title

Unsuccessful after final interview – phone call:

Thank you (insert candidate’s name). We appreciate your interest in this role and with our organization. This was a difficult decision to make, however another candidate is the best fit for this role. Thank you for your time and interest. We will keep your information on file for a year in case another position comes up that is aligned with your qualifications and experience. We wish you all the best in your future endeavors. (You can offer specific feedback if you choose.)


Privacy Considerations One should be familiar with the privacy considerations that are relevant to your organization. If you are a private organization in BC you fall under the Personal Information Protection Act. This applies to non-profit organizations (trade unions, charities, foundations, trusts, clubs, religious institutions, associations, and amateur sports organizations). More information is available at http//www.oipc.bc.ca and hiring related privacy concerns are available at http://www.oipcbc.org/pdfs/private/PIPAHiringFAQ(10APR06).pdf

Summary:

• A volunteer is considered an employee under this act (same privacy rights as an employee)

• Unsolicited resumes do not have to be kept on file for the one year requirement – shred paper copies and delete electronic ones

• Keep a resume on file for a year if you use to make a decision – to hire or not to

• Collection of personal information must be reasonable

• References – referee – can keep it confidential from applicant – however no guarantee as one can request to see their personal information

http://www.oipcbc.org/pdfs/private/PIPAHiringFAQ(10APR06).pdf


Bonafide Occupational Requirements As defined from Canadian Human Rights Commission - http://www.chrc-ccdp.ca/preventing_discrimination/page4-en.asp

What is a bona fide occupational requirement?

A bona fide occupational requirement (or BFOR, for short) is a standard or rule that is integral to carrying out the functions of a specific position. For a standard to be considered a BFOR, an employer has to establish that any accommodation or changes to the standard would create an undue hardship.

For example, an airline pilot must have very good eyesight. This standard is integral to carrying out the duties of a pilot’s job.

When a standard is a BFOR, an employer is not expected to change it to accommodate an employee. However, to be as inclusive as possible, an employer should still explore whether some form of accommodation is possible anyhow.

What is the process for determining if a rule or standard is a BFOR?

The Supreme Court of Canada established a three-step process to determine if a specific accommodation is a BFOR because it creates an undue hardship.* The three-step process encourages the development of standards that are free from discriminatory barriers and that accommodate the potential contributions of all employees.

a) Step one: Establish a rational connection

Was the rule adopted for a purpose rationally connected to the performance of the job?

In the first step, the employer identifies the general purpose of the standard and determines whether it is rationally connected to the performance of the job. For example, in the case of the airline pilot, good eyesight is rationally connected to flying aircraft in all weather conditions.

However, if there is no rational relationship, the employer is expected to accommodate and the rule cannot be a BFOR. For example, the employer believes that good customer service requires that all its employees stand when greeting customers. While the rule of standing to greet customers may have been adopted in good faith and with no intention to discriminate, it has a discriminatory impact on those who use wheelchairs. Is the standard reasonably necessary? No. One might legitimately argue that good customer service does not solely rely on standing to greet customers.

b) Step two: Establish good faith

Did the employer adopt the rule in an honest and good faith belief that it was necessary to the fulfilment of a legitimate work-related purpose?

This step looks at the subjective element of the standard. The employer considers whether the standard was adopted with no intention of discriminating against an employee or group of employees.

http://www.chrc-ccdp.ca/preventing_discrimination/page4-en.asp


The following considerations are helpful in determining whether the rule or standard was adopted in good faith:

1. Why was the standard developed? 2. When and by whom was the standard developed? 3. What process was used to develop the standard?

If the standard is not thought to be reasonably necessary or motivated by discriminatory considerations, then the standard must be changed, as it cannot be a BFOR.

c) Step three: Establish reasonable necessity

Is the rule reasonably necessary to the accomplishment of that legitimate work-related purpose?

In this step the employer examines whether the standard is reasonably necessary. The employer must carefully consider all reasonable options for accommodation, short of undue hardship. If the employer, after exploring all options for accommodation, finds that it cannot accommodate, then the rule can be considered a BFOR. On the other hand, if the employer finds that it can accommodate the employee, then the employer must change the rule or standard to incorporate the accommodation.

Here are some questions to ask in considering whether the standard is reasonably necessary:

1. Were alternatives to the standard or rule considered? 2. If so, why weren’t they adopted? 3. Must all employees meet a single standard, or could different standards be adopted? 4. Does the standard treat some more harshly than others? 5. If so, was the standard designed to minimize this differential treatment? 6. What steps were taken to find accommodations? 7. Is there evidence of undue hardship if accommodations were provided?

*British Columbia (Public Service Employee Relations Commission) v. BCGSEU (1999 35 C.H.R.R. D/257 (S.C.C.) also known by the name of Meiorin


Additional Resources Charity Village on Culture https://charityvillage.com/cms/content/topic/culture_the_charity_sector_s_missing_ingredient/last/137#.XOWIFy8ZM_U https://charityvillage.com/cms/content/topic/building_the_culture_you_want_at_your_nonprofit/last/137#.XOWJ7C8ZM_U Charity Village on Strategic Talent Management https://charityvillage.com/cms/content/topic/nextgen_leaders_how_to_future_proof_your_organization/last/137#.XOWKnC8ZM_ https://charityvillage.com/cms/content/topic/on_the_front_lines_of_the_future_of_work_why_managers_need_career_tools_and_confidence/last/137#.XOWIoy8ZM_U Retain & Gain workbook https://ceric.ca/resource/retain-and-gain-career-management-for-non-profits-and-charities-playbook/ IgniteNPS Trends & Forces whitepaper https://ignitenps.com/wp-content/uploads/2017/06/IGN_PHIL_TrendsForces_0604.pdf Ontario Nonprofit Network on Decent Work https://theonn.ca/our-work/our-people/decent-work/ Mowat Centre on Decent Work http://mowatcentre.ca/wp-content/uploads/publications/111_change_work.pdf Ontario Nonprofit Network on Leadership Competencies https://theonn.ca/our-work/our-people/leadership-competencies/ Ontario Nonprofit Network on Labour Force Strategy https://theonn.ca/our-work/our-people/labour-force-strategy/ Psychological Health and Safety Standards https://canadianlabour.ca/uncategorized/national-standard-canada-psychological-health-and-safety-workplace/ https://www.csagroup.org/documents/codes-and-standards/publications/CAN_CSA-Z1003-13_BNQ_9700-803_2013_EN.pdf

https://charityvillage.com/cms/content/topic/culture_the_charity_sector_s_missing_ingredient/last/137#.XOWIFy8ZM_U

https://charityvillage.com/cms/content/topic/culture_the_charity_sector_s_missing_ingredient/last/137#.XOWIFy8ZM_U

https://charityvillage.com/cms/content/topic/building_the_culture_you_want_at_your_nonprofit/last/137#.XOWJ7C8ZM_U

https://charityvillage.com/cms/content/topic/building_the_culture_you_want_at_your_nonprofit/last/137#.XOWJ7C8ZM_U

https://charityvillage.com/cms/content/topic/nextgen_leaders_how_to_future_proof_your_organization/last/137#.XOWKnC8ZM_

https://charityvillage.com/cms/content/topic/nextgen_leaders_how_to_future_proof_your_organization/last/137#.XOWKnC8ZM_

https://charityvillage.com/cms/content/topic/on_the_front_lines_of_the_future_of_work_why_managers_need_career_tools_and_confidence/last/137#.XOWIoy8ZM_U

https://charityvillage.com/cms/content/topic/on_the_front_lines_of_the_future_of_work_why_managers_need_career_tools_and_confidence/last/137#.XOWIoy8ZM_U

https://ceric.ca/resource/retain-and-gain-career-management-for-non-profits-and-charities-playbook/

https://ignitenps.com/wp-content/uploads/2017/06/IGN_PHIL_TrendsForces_0604.pdf

https://theonn.ca/our-work/our-people/decent-work/

http://mowatcentre.ca/wp-content/uploads/publications/111_change_work.pdf

https://theonn.ca/our-work/our-people/leadership-competencies/

https://theonn.ca/our-work/our-people/labour-force-strategy/

https://canadianlabour.ca/uncategorized/national-standard-canada-psychological-health-and-safety-workplace/

https://canadianlabour.ca/uncategorized/national-standard-canada-psychological-health-and-safety-workplace/

https://www.csagroup.org/documents/codes-and-standards/publications/CAN_CSA-Z1003-13_BNQ_9700-803_2013_EN.pdf

https://www.csagroup.org/documents/codes-and-standards/publications/CAN_CSA-Z1003-13_BNQ_9700-803_2013_EN.pdf