Showing posts with label job description. Show all posts
Showing posts with label job description. Show all posts

Create a Job Description for the Volunteer to Set Expectations

Creating a job description is one of the easiest things you can do that will have a lasting impact for your chamber.

If you’re like me, you hate uncertainty, well if your volunteers don’t have any expectations of what is expected of them, their in the same boat you are.

What should be in that job description?

Explain to any potential volunteer what their responsibility is as a board member.  Legally, in a nutshell, we all know it’s:

  • Duty of Care - competence to make good decisions on behalf of the organization;
  • Duty of Loyalty - act in the best interest of the organization and not their self-interest; and
  • Duty of Obedience - follow the mission.

In addition, the three things I always want to make clear in any volunteer job description are the following:

  • You want their intellect;
  • You want their passion; and
  • You want their financial support (money).

Other things that could be spelled out in the job description could include, but not limited to:

  • Attendance requirements;
  • Recruitment responsibilities; and
  • Advocacy participation.

That's a recipe for success for all involved!

4 Tips For Onboarding New Staff

We all hire staff from time to time and how we onboard that employee into our chamber workplace is a critical first step!

Everyone is busy, but it's important to take the time to have a formal onboarding process that will position your new staff member to be successful.

Here are four areas I focus on:

  • Job Description - what a great place to start.  Do you have a detailed job description for the new staff member of your chamber?  You might want to even have an operational manual of the duties that the previous staff member has created to help with your onboarding process.  This manual could be broken down into a day, week, and monthly list of tasks.
  • Set Expectations - it's very important to set your expectations upfront. That way there will be no misunderstandings down the road.  I wrote a blog post HERE on that subject matter.  For me there are four: professionalism; positive attitude; strong work ethic; and results.
  • Resources - give that new staff member the proper resources that will allow them to excel in their new job.  What do I mean by resources? Your time, the technology to accomplish the tasks at hand and the ability to learn your organizational structure (staff vs. volunteers) and the mission of your chamber.
  • Feedback - it's critical to be honest and constructive in giving ongoing feedback on how your new employee is doing based on your expectations and the expectations of your members.

I'm reminded of a staffing concept laid out in Jim Collins' book Good to Great. The book talks about a lot of good stuff but I want to highlight where he talks about getting the right people on the bus.

Do you have the right people on your team (bus)?  And are they in the right position (seat)?

Something to think about!

For a great article by The Bridgespan Group on onboarding and supporting a new CEO go HERE.

Managing Volunteers: Setting Expectations

As staff leaders, it’s important for us to set expectations for our volunteers.

Have you considered giving them a job description?

If not, I suggest you do.

Being selected to join a committee is an honor and a responsibility to support the organization goes with that commitment.

I suggest two things:

  1. Create a job description and hand it out at your next volunteer orientation session.  Your volunteers will take your lead.
  2. And after that, if they don’t commit, thank them for their service and recruit a new member to join your leadership team.
Remember, being on a committee is a resume builder for each of your volunteers.  They need to earn that honor.

I’ve said it before, set the expectations up front.  No surprises!  Let them know you want their intellectual capital, full participation and financial support.

Don’t accept anything less!

For additional resources on volunteer management go HERE and HERE.

Board of Director Job Descriptions: Do you Have One?

If not, you should.

You were hired based on your qualifications and how your skill set fit the CEO job description your chamber posted.

Shouldn’t your board members be held to that same standard? I think so.

Here are just a couple of key things that should be included when creating your board of directors job description:

  • Leader in the community
  • Financial support
  • Intellectual support
  • Full participation in board meetings, monthly luncheons and annual meeting
  • CEO only, if possible
  • Understands the role of a board to set policy, not implement policy - that’s your job

The last bullet is key. Our boards should be made up of business leaders that are setting policy for the organization to thrive today and in the years ahead.

Worrying about the color of the napkins at the next event is not time well spent by your leadership. Sound familiar?

Sample Board of Director Job Description