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Your contribution can help change lives. Sixteen training modules for teaching core skills. Hiring the right people and training them properly are the most effective ways to ensure the success of your organization.
In this section, you will learn how to develop guidelines for the hiring and training process, while later sections in this chapter discuss how to use those guidelines to design a position and hire and train the best person to fill it. Why do you need to establish guidelines for hiring, orienting, and training staff? An organization that sees itself as democratic or dedicated to empowerment might run a hiring process that gives applicants a chance to act naturally and show their true strengths, rather than to have to respond to pressure or intimidation.
It might also involve members of the target population, other staff, etc. In developing guidelines of any sort for an organization, the first question that needs to be asked is who will work on them. As with so much else, the answer should reflect how the organization sees itself, although it will also depend on its stage of life. Hiring staff for the first time, at the startup of an organization, is somewhat different from filling ongoing positions that have gone vacant, or hiring for a new position in an established organization.
Will participants be involved? Or will the guidelines be the work of one person? The real question here is how inclusive you want to be about who gets to make suggestions. There also may be external factors that affect what the organization can do. Is there a union involved, for instance, with its own guidelines? Sometimes a funder, particularly one distributing public money, will dictate some hiring conditions, or even push for hiring a particular person.
But it may be equally important to your organization that that person has particular interpersonal skills or personal qualities as well; and sometimes these may be more important than a body of knowledge which can be picked up as he learns the job. At both the screening -- i. These can be highly formal -- scoring systems and the like -- or based on the more informal needs of the organization, but they must be explainable, applied consistently to everyone, and non-discriminatory.
Unsuccessful applicants can be very unpleasant, and can even sue, if they feel they have been discriminated against because of their gender, age, race, etc. There are really three areas of training that effective organizations pay attention to. Orientation is aimed specifically at new staff members, and is meant to help them become familiar and comfortable with the organization. What is normally called training helps new staff people do their jobs better by focusing on the particular skills and knowledge needed for the position, and on how this particular organization applies them.
Finally, there is professional development: New staff members, regardless of their experience and skills, need timely and time-limited orientation to their positions and to the organization itself -- how it operates, who the other staff members are, what it considers normal, etc.
Areas that need to be covered in orientation include the following:. The stated goal of the organization may not be its ultimate goal. Providing preventive health information or adult literacy services, for instance, may be only a step toward increasing the political sophistication and power of a particular group of people or a community. The following is a rundown of some basics. What position to fill first will differ for each company, depending on industry, location and the skills of the founders.
In a tech company, an acting chief executive officer and a chief technology officer usually suffice. Do you really need to hire someone? Many services can be outsourced or done by free-lancers. When it comes to whom to hire, small companies often do best with flexible candidates who are used to smaller environments. In a big company, there are rules, regulations and processes to do everything.
In a small company, there often are no set jobs and everyone may do a bit of everything. One selling point for some is that small businesses are typically less bureaucratic and employees typically have more breadth in their jobs than they usually do in big companies. Leaders tend to have closer relationships with employees and often treat them like family. Ask for referrals from your friends, industry colleagues and advisers, such as your accountant, attorney, board members and organization members.
Start-ups typically find their first 10 or 15 employees this way.
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Business Plan Proby Palo Alto Software Inc. comes with several sample business plans, a manual to help you understand what goes into a plan and software to walk you through the writing of each section. While it can't do your research for you, it can help you figure out what questions to .
Hire Hire. Browse profiles & reviews, then interview. Browse profiles, reviews, and proposals then interview top candidates. Hire a favorite and begin your project/5(). While ultimately you can just hire someone to do this, I’d still suggest you check your assumptions. I bet one of your advisors has one or more sample plans you can look at and would be willing to work with you to help you create a plan for your business.
How many people will work on your business plan? If the answer is “one” then you may not get the highest quality work. No single individual excels at everything. In my experience the best results come when you have one person driving the project, but others (with different skill sets) also involved. Upwork is the leading online workplace, home to thousands of top-rated Business Plan Writers. It’s simple to post your job and get personalized bids, or browse Upwork for amazing talent ready to work on your business-plan-writers project today/5().