People & Planning: A Human Resources Management Tool Kit for CAPC/CPNP Projects

People & Planning: A Human Resources Management Tool Kit for CAPC/CPNP Project
3,935 KB, 221 pages, in PDF format 

The information in this kit is accurate and complete to the best of our knowledge. The kit is intended as an information guide. In no way is this kit intended to replace, countermand or conflict with the advice given to your organization by legal counsel. The information contained in this kit is of a general nature only and should not be relied upon to resolve specific matters, since each situation is fact-specific. Please ensure that you receive appropriate professional advice on each specific situation. All recommendations are made without guarantee on the part of the author and/or ThePas Family Resource Centre, Inc. as publisher. The author and publisher disclaim all liability in connection with the use of this information. The reader is encouraged to adapt the information in the kit for the educational purposes of his/her organization.

Photocopying of these materials in whole or in part is permitted as long as the photocopies are used for information only. Reproduction for sale or inclusion in any publication for sale may not be done without the prior written permission of the publisher.

Funding for this resource was provided by Health Canada, as a part of the National Projects Fund of the Community Action Program for Children (CAPC) and the Canada Prenatal Nutrition Program (CPNP). The views expressed in this publication are those of the author and contributors and should not be attributed to Health Canada.

Publisher:
The Pas Family Resource Centre, Inc.
Box 97
81 Edwards Ave.
The Pas, MB
R9A 1K3
Phone: 1-204-623-4841
Fax: 1-204-623-4346
tpfrc@mb.sympatico.ca

Text:
Michael Case
Freelance consultant
Winnipeg, Manitoba
mcase@mts.net

Design:
Christina Kuziw
syverson:monteyne architecture
607-70 Arthur St.
Winnipeg, MB
R3B 1G7
www.sm-arc.com

ISBN 0-9731412-0-4

Copyright © 2002 by The Pas Family Resource Centre, Inc.

Acknowledgements

Thanks to everyone

Thank you also to:

Leslie Buckle, Lynn Foley, Dominique Parisien, Kimberly Resch, Mary Sehl, and Judy Watson from Health Canada

Dale Howatt and Carmen Robillard from the NPF Volunteer Project

Dean, Tom, Brian, Desmond, Patrick and Jon at syverson:monteyne architecture

Table of Contents

Section 1 - Introduction

• Our Kit, Our Story
• The HRTS Project Team
• The HRTS Survey
• The Big Picture - HR management in the CAPC/CPNP context
• The Big Picture - CAPC/CPNP's policy framework
• The Big Picture - The Determinants of Health
• The Big Picture - From policy to practice
• The Big Picture - The success of CAPC/CPNP
• The Big Picture - In conclusion...
• What is Management?
• What's in The Kit
• Important Notes for Readers
• The Kit's Response to Major HR Challenges
• The Partnership Page

Section 2 - Strategic Planning

• Strategic Planning for CAPC/CPNP projects
• Strategic Planning? May we suggest...
• The Benefits of a Good Strategic Plan
• Key Elements of a Strategic Plan
• The Strategic Planning Session
• Scheduling Strategic Planning
• After the Planning Session
• The PATH Process
• Evaluation
• Evaluation & Project Logic Models
• Board Management
• The Partnership Page

Strategic Planning Tool Box

Section 3 - Hiring

• Hiring for CAPC/CPNP projects
• Hiring? May we suggest...
• Classifying Workers
• Job Descriptions & Job Analysis
• Recruitment
• Screening Applicants
• Interviews
• Reference Checks
• Making an Offer
• Employee Records
• Salary Scales
• Risk Management
• The Partnership Page

Hiring Tool Box

Section 4 - Orientation

• Orientation for CAPC/CPNP projects
• Orientation? May we suggest...
• The Orientation Cycle
• The Benefi ts of a Good Orientation
• Celebrate The New Arrivals
• Orientation Checklist - Prepare for arrival
• Orientation Checklist - On the first day
• Orientation Checklist - After one week
• Orientation Checklist - After three months
• The Partnership Page

Orientation Tool Box

Section 5 - Supervision

• Supervision for CAPC/CPNP projects
• Supervision? May we suggest...
• Direct Supervision
• Leadership
• Reflective Practice
• Stress Management
• Personnel Policies
• Performance Appraisals
• Performance Appraisals - Meetings and feedback
• Performance Appraisals - Preparing a report
• Performance Appraisals - The 360 approach
• When Things Aren't Working Out - Problem solving
• When Things Aren't Working Out - Conflict management
• When Things Aren't Working Out - Grievances
• When Things Aren't Working Out - Discipline
• When Things Aren't Working Out - Termination
• Exit Interviews
• The Partnership Page

Supervision Tool Box

Section 6 - Training

• Training for CAPC/CPNP projects
• Training? May we suggest...
• A Learning Organization
• The Training Cycle
• Training Goals & Objectives
• Training Methods
• Facilitating Training Sessions
• Evaluate The Training
• Follow up!
• Training and Turnover
• The Partnership Page

Section 7 - Glossary & References

• Glossary
• References

What is Management?

Management comes down to this: taking responsibility for making sure an organization does its job as planned, and in doing so accomplishes what it wants to accomplish.

In the case of CAPC/CPNP, the job is to deliver useful programs and services that improve the health and well-being of at-risk children from pre-natal to age 6. To get these programs and services running effectively takes a lot of work. We can't just pick up and start running a parenting program or a Food Bingo. We need to hire staff, arrange space, make rules, sweep floors, make sure the furnace is working, follow building codes, and on and on. That's the job of management.

We can also think of management as a combination of four major functions, all integrated and overlapping:

• Planning - Deciding what you are going to do
• Organizing - Putting the plan in place
• Leading - Providing direction and support
• Controlling - Monitoring and evaluating

To do all this requires three main kinds of skills:

• People skills - Understanding, communicating and interacting with people
• Technical skills - Having an understanding of (and/or experience in) the job(s) that you're supervising
• Conceptual skills - Understanding systems, thinking one or two (even three!) steps ahead

From this we can conclude that management has a dual focus: people and planning. Both are important, but managing people accounts for most of what we do as managers. Anything to do with managing people is HR management.