Cmp Study Cards: Human Resources

Front 1

What are the primary steps in developing selection criteria for future staff/volunteers?

Back 1

1. Develop job descriptions for each position

2. Review job descriptions to ensure compliance with local, regional and national laws

3. Identify where gaps in existing workforce competencies exist and use those to develop actual selection criteria

4. Become familiar with local labor laws, skill sets required for specific positions and terms that are applicable to volunteers before beginning recruitment

Front 2

What are some ways that future staff can be recruited?

Back 2

- Job postings on industry websites

- Word-of-mouth

- Local media

- Executive search firms/employment agencies

- Peer networking

Front 3

What is the definitely of an executive search firm?

Back 3

A fee-based resource that offers various pricing methods, depending on services required and helps to recruit potential job candidates

Front 4

What elements of diversity should be considered when hiring staff and why is it important to have a diverse workforce?

Back 4

Elements to be considered include generation, race, culture and gender.

Workforce should be diverse because it reflects both the diversity of the organization and people attending the event and ensures the various interests/needs of stakeholders are met.

Front 5

What questions should the hiring manager answer about potential job candidates when reviewing applications?

Back 5

1. Do the candidate's abilities meet the requirements of the job?

2. Will the candidate be able to preform the tasks required?

3. Does the candidate fit with the culture of the organization?

4. Can the candidate work with the level of supervision needed?

5. Can the candidate work with other potential participants, suppliers, clients and teams?

Front 6

Name some best practices to follow during the process of interviewing candidates.

Back 6

- Base interview questions on the job criteria

- Ask the same questions of all candidates

- Determine the weighting for each of the questions or skills in advance to minimize the potential for bias

- Use behavioral questions that ask how the candidate previously approached typical employment-related situations

- Avoid using questions that do not meet local regulations regarding acceptable interview practices

- Select times when currently employed candidates can participate discretely in the interviews

- Select locations for the interviews that are accessible to all candidates

Front 7

Walk through the steps of a typical Selection Process Time Line.

Back 7

1. Two months before start date - job is posted

2. Six weeks before start date - Applications are reviewed and candidates are selected for interviews/regrets letters may be sent to those not selected

3. Five weeks before start date - First-round interviews are conducted/reference and background checks are conducted for top candidates

4. Four weeks before start date - offers are made and accepted/regrets letters may be sent to those not selected

Front 8

What is the difference between orientation and training?

Back 8

Orientation suggests a pointing out of one's location relative to the surroundings (coworkers, event attendees, suppliers, clients, customers, etc) and helps staff and volunteers to understand your team and event, how you work and how they should interact with others, while training focuses on acquiring skills and improving one's capacity to perform a job. Training is also usually on-going.

Front 9

List some details important to cover during a staff orientation.

Back 9

- Mission statement, goals and objectives of event and organization

- Meeting or event features and details (ie. agenda, venues, attendees)

- Job descriptions (roles/responsibilities)

- Applicable legislation (ie. labor laws)

- Union or employment contracts

- Workplace health and safety procedures (ie evacuation, emergency response)

- Organizational structure (including contact list)

- Organizational policies (ie. ethics, harassment and non-discrimination)

- Organizational procedures (ie. payments, employee reviews)

- Communication protocols

- Equipment and tools

- Workplace incentive or rewards programs

Front 10

What is one solution to the potential problem of volunteers not showing up at an event or cancelling at the last minute?

Back 10

Compensate by recruiting more volunteers than you need and drawing from that pool of standby volunteers.

Front 11

When evaluating potential training programs or topics, what questions should be answered?

Back 11

1. Is the training required by law?

2. Does the topic of training fit within the employee's area of responsibility?

3. Does the training ensure that staff or volunteers can perform a necessary task?

4. Does the topic have value to your customer or meeting/event stakeholders?

5. Could this training help differentiate your organization in the marketplace?

6. Does the training contribute to a professional credential?

7. Does the training experience prepare a team member to train others?

8. Does your budget support the training?

Front 12

What are some things to consider if you're developing your own staff training program?

Back 12

- Make sure learning objectives are in place to ensure the program is designed around what the audience should get out of it

- Think about what knowledge you may need as a prerequisite for the training

- Consider method of delivery and whether the audience would prefer learning by listening, discussion or hands-on activity (or a combination)

Front 13

If you don't have resources to use multiple learning methods in a training session, what questions can you ask yourself to help identify the best approach?

Back 13

1. How much time is allotted for the training?

2. What are the 2 or 3 most important points you need attendees to learn?

3. What is the culture of the audience? Are they used to learning in a certain way?

4. Will the training be in person or through a webcast?

5. Is the training space limited or flexible to accommodate activities and interaction?

6. What technology do you have or need?

Front 14

What are some steps that might take place after a training session is done?

Back 14

- Evaluate the effectiveness of the training by testing attendees or having them complete an assignment

- Poll staff and volunteers about the effectiveness of their training

- Review the impact of the training and update job descriptions to reflect new roles/responsibilities

- Update material on a continual basis based on feedback and evolving needs

Front 15

What are two types of feedback that supervisors can provide to employees?

Back 15

1. Coaching sessions - focus on personal growth and help employees and employers stay in good, regular communication; may be held fairly frequently; mentoring and discussing challenges and opportunities to improve, without added stress of how compensation might be affected

2. Formal performance reviews - covers overall performance, highlights areas of strength and success and draws on improvements from previous coaching sessions; may also set new and evaluate old performance goals; pay, benefits and other aspects of employee agreements may be adjusted at this time

Front 16

Name some best practices of workplace conflict resolution?

Back 16

- Model and affirm respectful communication

- Acknowledge the problem and attempt to clearly define it

- Ensure all sides are provided with an opportunity to share perspectives

- Acknowledge the validity of feelings that resulted from the problems and move quickly to focus on facts

- Have the conflicting parties suggest possible solutions

- Discuss what is ideal and fair and encourage give and take

- Agree to a solution

- Have each person articulate the agreement and confirm that he/she will abide by it

- Thank parties for their commitment to resolve the conflict

- Commit to follow up and review the outcome

Front 17

Give some examples of recognition ideas for staff.

Back 17

- Public acknowledgement of their contribution(s)

- Certificate of accomplishment

- Handwritten letter or thank you

- Letter of recommendation for future positions (in the case of volunteers)

- Eligibility for an incentive prize

- Comp registration for the event (in the case of volunteers)

Front 18

What is the key role of a leader as it pertains to managing an event?

Back 18

To align staff and volunteers behind the vision for the meeting; to delegate tasks, monitor progress, provide course correction, lead by example and model good judgment.