Assemblingworkforce.ppt

Assembling workforce Sandra Harris an executive director of Parent/Child Stress Services Parent/Child Stress Services To prevent child abuse through parental counseling Is undergoing a shift toward increased professionalism(p85) Sandra’s dilemmas She needs to decide on the types people to hire for particular job. The people have a strong empathy for the field of child abuse. the board members urging her to hire individuals with specific management expertise. She doesn’t want to lose the loyalty of her volunteers.(p85) The purpose of this chapter The challenges associated with assembling a workforce. How to combine salaried staff, volunteers and other kinds of workers most effectively.(p85) Hiring the right person for the job The hiring of a new director of resource development to oversee organizational fund-raising efforts. There are two candidates finally(p85) First one. is a man who works for ten years at fund raising in a private school. He was credited with working effectively both with the headmaster and the trustees, coordinating the annual fund drive and running a small capital drive. He writes well and has experience writing foundation proposals. But he has no background in the child abuse field. (p86-7) The other candidate A woman who has worked in child abuse organization for twenty years. Originally attracted to the field because she herself was a victim. She has been primarily a counselor working directly with parents. She is personable and has excellent references. (p87) Some basic questions need to be addressed Should they favor candidates who are bright and may be able to learn quickly on the job, even if they’re inexperienced? Should they hire people who have experience in the field in which the organization is active, even if it is not related the job to be filled? Should they lean toward individuals with a strong educational background, even if the training is in an unrelated field? Should they give serious considerat