Human Resources

In this category, the standards address all aspects related to human resources management, namely the following three areas: promoting a positive and equitable work environment, hiring, engagement and retention of staff, and managing volunteers and students. Listed below are the various standards within the main areas of Human Resources. For a more in-depth overview of this category, we encourage you to listen to the short video located in the right hand corner of this page.

EMPLOYMENT POLICIES AND PROCEDURES

EMPLOYMENT POLICIES AND PROCEDURES

 An organization should have the policies in place to explain how they will deal with issues when they arise and to show that they operate in a fair and consistent way towards all employees. 

It can be hard to write a policy from scratch.This resource will assist you with:

Developing and implementing a policy. 

What should an employment policy include?

Defining a good policy

Professsional Development Plan for Organizations

Professional Development

All types of facilitated learning opportunities that aim to increase a person’s skills or knowledge, leading to personal development and career advancement. Learning opportunities may include courses, workshops, coaching, etc and may be specific to the present demands on an organization’s staff or leadership, or may be more broadly relevant to a person’s career goals.

Plan

A professional development plan documents the goals, required skill and competency development, and objectives a staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

member will need to accomplish in order to support continuous improvement and career development. A professional development plan is created by the manager working closely with the staff member to identify the necessary skills and resources to support the staff member's career goals and the organization's business needs.

Professional development for staff members begins when a new member joins your team. In addition, all staff members should have a "living" professional development plan in place. Planning should not take place only after an staff member is identified as needing improvement. Professional development plans should be reviewed on an on-going basis throughout the year, with at least one interim https://hr.duke.edu/managers/performance-management/professional-development-plan<

7 Steps to Better Employee Self-Care in the Workplace

7 Steps to Better Employee Self-Care in the Workplace

How organizing our space can organize our thoughts and life: a chronicle<

How organizing can turn our life inside out, at first! Balancing work, family, and personal life has always been challenging for employees. It is even more challenging today. Our technological advancements are overwhelming us with its information overload. The workday is filled with multi-tasking expectations and increasing emphasis on efficiency, productivity< and global competitiveness. Employees find themselves competing not only against peers but also against a global workforce. These workplace< pressures continue to mount, especially with the current economic and political challenges and uncertainty. Such pressures can lead to the experience of cumulative stress< for employees. It may also compromise the quality of their performance in all areas of their lives, and their emotional and physical well-being overall. 

 

Professional Development Strategies

Developing a self-care plan

Once you have created a self-care plan it is important to ask yourself, “what might get in the way?” What can you do to remove these barriers? If you can’t remove them you might want to adjust your strategies. Think honestly about whether any of your strategies are negative and how you can adjust your plan to avoid or minimise their impact.

It can be challenging if your workplace is not supportive of self-care activities, but you can still do things outside of work to help yourself. It is import that your plan resonates for you and that you put it in to action starting now.

Human Resource Management

History Antecedent theoretical developments The Human Resources field evolved first in 18th century Europe from a simple idea by Robert Owen and Charles Babbage during the industrial revolution. These men knew that people were crucial to the success of an organization. They expressed that the wellbeing of employees led to perfect work. Without healthy workers, the organization would not survive.[6] HR later emerged as a specific field in the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor explored what he termed "scientific management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

" others later referred to "Taylorism", striving to improve economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing process—labor—sparking inquiry into workforce productivity.[7] 

PERFORMANCE MANAGEMENT TOOL

PERFORMANCE MANAGEMENT

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

TOOL

 Download the tool<

PURPOSE:

To provide the organization with a means of managing the performance of their staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

through identifying critical performance objectives for all employees which are linked to the priority goals of the organization and reviewed on a specific time frame.

DESCRIPTION:

The Performance Management Tool consists of three complimentary parts: A Work Planning and Performance Review System, a guide for Developing Performance Objectives and a guide for Developing Job Descriptions.

Moving From Diversity to Inclusion

Moving From Diversity to Inclusion<

 

Do you know what you need to create an action plan for shifting from diversity management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

to inclusion?

As a start, a common definition of “diversity” and “inclusion” is needed. Diversity means all the ways we differ. Some of these differences we are born with and cannot change. Anything that makes us unique is part of this definition of diversity. Inclusion involves bringing together and harnessing these diverse forces and resources, in a way that is beneficial. Inclusion puts the concept and practice of diversity into action by creating an environment of involvement, respect, and connection—where the richness of ideas, backgrounds, and perspectives are harnessed to create business value. Organizations need both diversity and inclusion to be successful.

Diversity at Work

Diversity at Work

Creating an inclusive and supportive work environment

Once an organization has successfully modified their recruitment and hiring practices to reach a more diverse audience, the next step is to successfully engage and support them as employees.

Visit the following HR Toolkit sections for information on HR practices that support an organization’s ability to engage and retain diverse teams. These practices are not exclusive to diversity and inclusion efforts but are considered particularly important to the successful engagement and retention of diverse talent.

Human Resources Training: HR for the Non HR Manager

Purpose of course

This course is an overview of human issues facing today's business owners, managers and human resource support staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

. You do not always have the expertise to deal with the many employee relationship issues you face, and yet you will be expected to make decisions that are both effective and legal.

Volunteer Connections: Creating an Accessible and Inclusive Environment

This manual aims to assist organizations in diversifying their volunteer force to be inclusive of persons with a variety of disabilities, and discusses the impact, opportunities and challenges presented. Creating an inclusive environment for individuals with disabilities (p. 3), Readying your organization and its people (p. 20)

 
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