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Hiring Process

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Transcript of Hiring Process

Staff Development
National Staff
Hiring &
Placement Process

Worker Care
Appraisal Process
We look forward to working together with you!
1. Initial Appraisal Reports (IAR)

2. Performance Appraisal Reports (PAR)

3. End of Term Report (ETR)

4. Supplemental Appraisal Forms (SAF)

Initial Appraisal Report (IAR)
HR on the HUB
Understanding HR
Processes & Benefits

Performance Appraisal Report (PAR)
End of Term Report (ETR)
Supplemental Appraisal Form (SAF)
Role Play #1
1. Supervisor Resources

2. Expanded Policy Manual (EPM)

3. Expanded Policy Manual for National Staff

4. Worker Care

5. Support/Prayer Cards

6. Orientation and Training

7. Re-entry
1. Administrative Procedures for HR Forms

2. Medical Plan

3. Allowances, vacation, resettlement

4. Leaves- Policy 802 & 587

5. Exceptions to Policy

Medical Plan

1. Service Worker Levels

2. Vacation tracking and accrual

3. Resettlement - access 50% every December
Types of Leaves
1. Home Leave (Policy #802)

2. Medical/Sick Leave (Policy #563)

3. Stress Leave (Policy #587)
Exceptions to Policy
1. National Staff Handbooks
2. Currently Under Review: Medical Benefits
3. Attendance at Orientation Policy (#713)
4. Possible Source of Additional Information
5. Pass Into to Rep
6. Address Concerns and Issues with National Staff
National Staff Handbooks
Medical Benefits
Attendance at Orientation Policy (#713)
2.2 National Staff at General Orientation

At the time of hiring, all National Staff (including support personnel) are to receive a
comprehensive introduction to MCC (mission, global programs, constituent beliefs,
operating principles, and policies) as part of their local orientation.

National Staff who meet the eligibility screens, and are in program and administrative
positions (FTE 0.5 or greater) are to participate in a General Orientation
in accordance
with the following conditions:

a.) Completed a minimum of two years of employment with MCC or have a
recommendation from MCC Representative
b.) Demonstrated commitment to MCC mission and values
c.) Demonstrated commitment to their role at MCC;
d.) Approval of Area Director

In some situations, due to cost and visa restrictions, attendance at a tier-2 regional
orientation may be more appropriate than attendance at general orientation.

Managing Dispersed Teams
1. Support for Individuals

2. Support for Teams
National Staff-Continued
Support for Teams
1. Team Retreats

2. Worker Care Resources on the HUB

3. HR Support and consultation for Reps/ADs

1. Know and adhere to applicable MCC Policy and host country laws.
• Are there mandatory holidays, compensation practices, bonus precedents such as 13th month etc? Should any of this be included in your Assignment/Job Descriptions?

2. Define expectations at hiring.

3. Does the country have a termination protocol?
• Develop a clear communication plan around terminations and in consideration of any privacy/confidentiality laws of the country and policies of MCC.

Local advisory boards/reference groups.

Partner churches/organizations/denominational bodies

ACCORD, InsideNGO (international organizations that MCC draws expertise from)

MCC staff within the Region

HR staff in Canada or U.S.
Ensure the above relevant information is passed from Rep to Rep as transitions occur.

Address concerns and issues with National staff before your term ends.
Possible Sources of
Additional Information

Rep Transitions
Be Proactive - Prevent Misconduct

Mitigating Circumstances

Seriousness of the “act of misconduct”

Relation to a particular job or workplace

Employee’s disciplinary record

Mitigating factors

Determination of
Disciplinary Action

Verbal Warning

Written Warning


Termination of employment

Types of Disciplinary Measure

Investigation Checklist


The Disciplinary Process


HR Policy Framework – Policy #1

Discipline in the Workplace - Policy #409

Policy References

Get all the facts before deciding whether an act of misconduct occurred;

give the employee a chance to provide his or her version of events or explanation of the situation;

avoid making decisions based on incomplete information or assumptions.
Consult Human Resources.

Interview the employee suspected of the act of misconduct.

Visit the physical setting of the incident, if necessary; Note layout, operating procedures, other relevant factors.

Take detailed notes (you may ask employee to review notes for accuracy).
Interview any necessary witnesses.

Obtain relevant documentation.

The seriousness of the misconduct affects the choice of disciplinary action, taking into consideration any extenuating or mitigating circumstances.

Length of employee service

Possibility of rehabilitation


Single vs. Repetitive Incident

Ensure that employees are aware of and understand MCC policies and procedures

Set a good personal example

Maintain a respectful workplace

Promote communication by being a good listener

Be consistent

React in a timely manner

Discipline and Investigations
Performance Management
Suggestions or
Get an idea of how the initial adjustment is going (often still in language study).

Find out about challenges of transition.

Clarify expectations....answer questions.
Review accomplishments, challenges, answer questions, identify areas for further training/resourcing, etc.

Develop annual work plan
Review assignment, debrief experience, give feedback, ask for suggestions for future improvement.
Support for Individuals
1. EAP (Employee Assistance Plan) & Counselling

2. Self-care and Resiliency Training

3. Re-entry Retreats

4. HR support
Rep “Sam/Samantha”
– As a rep, two of your strengths that you bring to your role are that you are an encourager and you place a high value on relationships with your team. You like to focus on the positive and affirm what people are doing well. Your philosophy is that if people feel good about themselves, they will do good work and that to address problems or areas that need improvement would be demoralizing to them and also possibly hurt your relationship with them.

When doing appraisals, you are upbeat, positive and keep things kind of on the surface. You avoid probing into deeper issues and direct the conversation away from anything difficult that the SWer might bring up, or at least TRY to bring up.

These are your questions from the appraisal form:
1) What things are going well in your assignment?
2) What areas have been challenging in your assignment?

Leadership Seminar 2014
Performance Management

When things don’t go as planned………(Performance Management)
Managing performance requires us to reconcile
caring for and developing our people
ensuring that organizational aims are achieved.
Managing performance requires us to strike a balance between compassion and accountability.

Performance management is an on-going activity

Performance appraisal (PAR) is an annual report/process

Identifying poor performance should not come as a surprise at the PAR meeting

Performance Management
Types of Unsatisfactory Performance
What are some examples of unsatisfactory work performance?

Indicators of Unsatisfactory Performance



Culpable behaviour:
Under the employee’s control
Deliberate and voluntary actions


Non-culpable behaviour:
Attributable to factors outside of the employee’s control
Actions for which the employee is not at fault

Culpable and Non-Culpable Behaviour
Ensure the expectations are clear

Provide consistent supervision and opportunity for training where necessary

Time in the Role
Give the employee a period of time to meet the required level of job performance

Notice Of Consequence
Provide the employee with notice regarding the consequences of his/her continued failure to meet the required level of job performance

Decision and Action

If the employee is unable to meet the established level of job performance, a decision is made and taken regarding the consequences (alternative employment, demotion, termination)

Performance Management Process
What are the responsibilities of the Rep/Manager
in the Performance Management process?

Step 1: preparing to talk to the employee

Step 2: meeting with the employee

Step 3: developing the action plan

Step 4: follow-up

Changing Unsatisfactory Performance: The Four-Step Approach
When Performance Does Not Improve


A willful action or inaction on the part of an employee in breach of standards of discipline or conduct.

Can you name some examples of workplace misconduct?

1. Investigate – “Fact Finding”
2. Disciplinary Decision
3. Disciplinary Hearing
4. Document
5. Follow-up

** The supervisor/manager must consult with Human Resources at each step of the disciplinary process.

Succession Planning
Definition: A deliberate & systematic effort by an organization to ensure continuity in key positions, in order to retain and develop intellectual capital for the future and encourage advancement.

Future State and Skills

What are:
Key Positions

Key Changes

Key Skills
1. People Pool
Where might you find people with these skills?

2. Skills Gap
Do you have enough potential people?

3. Plan
Identify potential people
Assist them to decide if this is a match

4. Close Gap
Time frame
Skill development
Succession Planning at MCC
MCC Directors should work with HR to identify key positions and future skills/experiences required

MCC entities should be aware of skills needed across system and seek to develop these in their staff

Future Steps
Does your Province/Region/US/C/IP budget for training/development of staff?

How do you envision your role participating in Succession Planning?

What do we mean by dispersed teams?
A group of individuals who work across time, space and/or organizational boundaries.

The individuals may be in different locations (country, city, building) or at a different time (time zone, work schedules, day, extensive travel) from each other and/or the manager.

Action Plan
Goals for Today's Workshop
Building trust, getting to know employees
Understanding the issues employees/teams have at their locations
Knowing about conflict
Identifying the need for and giving feedback
Spotting talent in team members; balancing workload among team members
Communicating without nonverbal cues and managing additional travel to meet face to face
Measuring performance when you are unable to see employees working
Making sure everyone gets the same information or messages

Leader Challenges
Team Member Challenges
Understanding your organization’s direction

Locating manager when you need him/her, is manager aware of your work

Getting development opportunities, being mentored, getting enough recognition

Being pulled by others are your location to do work outside of your responsibilities, thinking your manager may be unaware when you are overloaded with work

Getting incomplete communication, feeling disconnected or lonely

Having limited opportunities for casual relationship building

How Does One Build Trust?
Building the Dispersed Team
The Tuckman Model
Building Trust With Your Team
Communication Skills
Managing Conflict
Proactively make sure expectations are clear

Having a structure in place that everyone knows about to address conflict

Intentional contact with others ie regular check-ins

Build a sense of we and not them vs us mentality

How Does Your Team Measure Up to Working Remotely?
Selecting New Team Members
Title: Receptionist


Provides general office support with a variety of clerical activities and related tasks

Title: Receptionist


Provides general office support with a variety of clerical activities and related tasks. The receptionist will be responsible for answering incoming calls, directing call to appropriate associates, mail distribution, flow of correspondence, requisition of supplies, greeting and directing guests as well as additional clerical duties.

Starts with the Job/Assignment Description

Keep in mind team dynamics & makeup

Location, security, partner parameters

Think about what characteristics an individual might need to succeed in the environment & on the team?

Selecting New Team Members
Selecting New Team Members
Orient New Team Members
Make no assumptions

Outline expectations, methods of communication and support with training as needed

Assign a mentor/point person for clarifications

Work with partner organizations to clarify expectations and communicate information to the worker

Take the time for a good orientation on location

Use whatever technology you have to your benefit

Supporting Good Performance
Supervision Tips for Dispersed Teams
1. The size of your team impacts your supervision style/expectations

2. Blend formal check-in and calls for a “virtual cup of coffee” – a friendly virtual visit

3. Take notes on the check-ins – documentation is important

4. Ask your staff about their preferred communication with you – email, phone, Skype….and how often…

5. Set a regular time for communication whether there is an issue or not… keep that time unless absolutely not possible

6. Set a time for conference calls when all team members can participate… start with a team building exercise and each person sharing – remember time differences!

What works for your team?
Developing Your Action Plan
To Build Trust, I will ____________________

To Enhance Communication, I will ________

To reduce Conflict, I will ________________

To improve Performance, I will ___________

To improve Team function, I will __________

Other things I will do____________________

Scenario Activity
Worker Care Resources on the HUB
All exceptions must be approved by an HR Director (Karen Grace Pankratz or Susan Wadel).

Goal is to make as few exceptions as possible (vs. exceptions are the rule).
1. Medical cards

2. Reimbursement form - notify QHM

3. Dental/Vision Policy (Policy #569)

4. Post-term medical
Vacation & Resettlement
YAMEN/SALT - Mid-Year Reflection Report
Reflections by YALTER
Ask 3-5 additional persons to inform appraisal (can be partners, colleagues, SWers.

Can ask for suggestions of who to complete the SAF.
SWer “Carl/Carol
” – You are an introvert with a quiet personality. You have opinions but don’t feel compelled to share them unsolicited. If someone is interested and asks, you are willing to share your thoughts but otherwise are content to keep quiet. You don’t want to cause anyone concern or add to their stress, because they have problems of their own.

This is how you approach your appraisal. You recognize that your reps have a full plate and a lot of responsibilities. You are enjoying your assignment and feeling like you are beginning to be productive in your work. Your language study went well and you are beginning to communicate with your partners. This feels good.

However, you have been struggling with feeling isolated in your location because you are about 2 hours from others on your team. Also, as a single person, you don’t have a close friend or spouse to debrief your experience with or who provides the social interaction you would like with someone who is comfortable and speaks English as a first language. You hadn’t expected this would be as challenging as it has turned out to be. You are lonely and getting a bit discouraged.

What will this appraisal look like??
Currently Under Review

HR Presentation
"The Life Cycle of an MCC Worker"

Role Play #2
Rep “Ray/Rae-ann”
– As a rep, two of the strengths you bring to your role are that you are an encourager as well as a good listener. You recognize the value of affirmation and try to notice what the SWers on your team are doing well. You also pay careful attention to what they say, as well as what they don’t say. You ask good questions and genuinely care about the overall well-being of the people on your team.

These are your (starting) questions from the appraisal form:
1) What things are going well in your assignment?
2) What areas have been challenging in your assignment?

SWer “Carl/Carol”
– same person, same personality.

Debrief: What are some positive outcomes of an appraisal done this way?
What will be better for the SWer in the long run? Why?
What will benefit the MCC program in your country in the long run? Why?
Full transcript