Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Human Resources
Nonprofit Managaement
| Question | Answer |
|---|---|
| What categories should you consider when dealing with HR? | 9 |
| 1. | Organizational Policies |
| 2. | Safety |
| 3. | Programs and Service Delivery |
| 4. | People's Wellbeing |
| 5. | Retention |
| 6. | Recruitment |
| 7. | Legal |
| 8. | Ethical |
| 9. | Financial |
| All these categories focus on what organization? | CAFSI |
| Funders | Give Money |
| Donors | Are the umbrella |
| Where is the nonprofit line divided by tax code? | Private effect for public benefit |
| What classes can be protected from discrimnation? | 9 |
| 1. | Age |
| 2. | Color/Ethnicity |
| 3. | Disability |
| 4. | Race |
| 5. | Military service |
| 6. | Sex |
| 7. | Religious Background |
| 8. | Parental Status |
| 9. | National Orgin |
| This list means... | You cannot be judged or fire a person for these reasons |
| Must be very specific and clear on what? | Job Description |
| What is one class that is not protected? | Sexual Orientation |
| What is Race important in a NP? | Creates cultural diversity in a noprofit; produces creativity |
| Board Matrix | |
| Volunteer Management | Sections (3) |
| 1. | Volunteer Recruitment |
| 2. | Volunteer Management |
| 3. | Partnership Development |
| Volunteer Categories | 4 |
| 1. | Communication/Marketing |
| 2. | Manual Labor |
| 3. | Fundraising |
| 4. | Programs |
| Ongoing Volunteers | Board Members / National Service Volunteer/ Program members implementing weekly activities |
| Special events | Event workers / meal servers / event committees |
| Special Projects | Special project committees |
| Identify what when dealing with volunteers? | NEEDS |
| What is the lever of an organization's success? | Participation of people "valuable sources" |
| Stronger organization w/ human capital management = | Greater impact in the community |
| Ensure organizational success of HCM | Effect recruiting and hiring |
| Refer to notes | - |
| Use what to identify requirements of an individual? | Competency Model |
| What should you look at when consider hiring? | Past accomplishments leads to future success |
| When planning to hire what do you consider? | Slow Pace, don't overload, scope every candidtate |
| Process to eliminate candidates | 6 |
| 1. | Application Review |
| 2. | Phone Screen |
| 3. | Initial in-person interview |
| 4. | Fullow-up interview |
| 5. | Background and reference check |
| 6. | Offer negotiation and hiring |
| Integrate tenets | 4 |
| 1. | Clarity (know what you want) |
| 2. | Consistency (same process) |
| 3. | Equally |
| 4. | Legality (nodiscriminate) |
| Why use an assessment tool? | To identify components needed for the position |
| What should you offer to encourage candidates to recruit? | Bonus |
| Attracting qualified candidates | 3 steps |
| 1. | Need compelling job decsription |
| 2. | bring out the opportunities avaiable |
| 3. | Outline the requirements |
| How do you generate candidates? | Networking |
| Points that will guarantee offer will be accepted | 4 |
| 1. | What the candidate desires |
| 2. | Open and honest |
| 3. | not "getting a deal" process |
| 4. | Lay out details |
| What will the Salary consist of? | 4 |
| 1. | Retirement funds |
| 2. | Medical and dental benefits |
| 3. | Insurance policy |
| 4. | Tuition Reimbursement |
| What should you estimate on a position? | Salary |
| What should you always identify? | What components makes your organization better than the rest |
| Compensation Philosophy | an organization's approach |
| Compensation structure | how the organization's set up |
| What tool should you use when hiring? | Competency Model |
| What is an organization's greatest asset? | Talent |
| What will these hiring processes guarantee? | Ensure that an organization will build the best team and have maximizing impact |
| What is human resource issue? | Hiring, firing, evaluating performance |
| How does the staff must work well with with? | Board |
| Board's role | Governs the organization / policy and oversight |
| Staff's role | Operations |
| Before hiring a staff | Board must be involved in daily operations |
| What improves staff morale? | Written personnel manual |
| What is needed to get staff and volunteers on the right foot? | Orientation |
| What can help avoid accidents such as sexual harassment issues? | Clear policies and procedures |
| Chief operating officer | Executive Director |
| Board's most important function | Overseeing, selecting, and terminating the ED |
| Bottom Line of Human Resources | 3 |
| 1. | Have clear policies and procedures |
| 2. | Keep board and staff seperated |
| 3. | Fairly evaluate all staff |
| Retention | Keeping People |
| What are areas of Retention | 5 |
| 1. | Relationships/People |
| 2. | Health/Well being |
| 3. | Ethic/Culture |
| 4. | Vision/Role Clarity |
| 5. | Policies/Priorities |
| Determining Discrimnation | 6 |
| 1. | Have evidence |
| 2. | Different treatment before/after |
| 3. | Different treatment towards similar individual |
| 4. | Applying rules and standards differently |
| 5. | Inference based on credibility |
| 6. | Inference based on violating policies |
| Disabilities and Reasonable Accommodation | Disabled person has physical or mental impairment that limits his/her activities |
| Qualified Disabled person | Someone who can perform the essential functions of his/her position without reasonable accomdations |
| Substance Abuse | Consuming illegal drugs is considered a disability |
| Infectious Disease | TB, HIV. Considered disability. Does not have a direct to others |
| How does a disabled individual receive accommodations? | AmeriCorps VISTA must notify the Supervisor |
| Some Accommodations | 3 |
| 1. | Job restructing |
| 2. | Modify work schedule |
| 3. | Making facilities accessible |
| Ideas for Addressing Supervisory | 6 |
| 1. | Negotiate working agreements |
| 2. | Clarify expectation |
| 3. | Seek multiple perspectives |
| 4. | Keep good documentation |
| 5. | Commit to working together |
| 6. | Feedback process |
Created by:
animalsavior
Popular Business sets