Knowledge Philanthropy Workbook
Knowledge Philanthropy
How to Find & Engage External Talent
PARTICIPANT’S WORKBOOK
Adapted from a workshop developed by
Anne Kaye & Lynn Swanson, knowledge philanthropists in coordination with Vantage Point
Last updated November 2014
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Participant’s Workbook
Knowledge Philanthropy
How to Find and Engage External Talent
Introduction
Are you an executive director or senior not-for-profit leader with big dreams and limited resources?
Looking for ways to increase your personal effectiveness and organizational sustainability?
Take the first step by engaging a knowledge philanthropist!
When not-for-profit leaders effectively engage knowledge philanthropists to further their mission, the outcomes can be phenomenal. An abundance of talented people are available to contribute new skills to your organization, and increase your capacity to translate dreams into action.
This workshop will prepare you to start connecting with that talent. From project managers to human resources experts, from business analysts to information technology specialists, community members are eager to contribute their skills to your cause. You will gain tools and techniques to proactively plan for, find, and engage knowledge philanthropists in your work.
This workshop is suitable for executive directors and other senior leaders who are keen to explore a new approach to not-for-profit management.
© 2014
Property of Vantage Point
Not to be reproduced without permission
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Knowledge Philanthropy
How to Find and Engage External Talent
Table of Contents
Contents
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Knowledge Philanthropy
How to Find and Engage External Talent
Resource
Position Description - Larger Organization Sample
THE OPEN DOOR SOCIETY
Accounting Department Operations Expert
Volunteer Position Description posted September 1, 2014
Link to the Mission:
The mission of The Open Door Society is to provide a safe and welcoming place in the daytime for street youth and to assist them, when they are ready, in moving to a safer living model.
We provide our services in three downtown eastside locations from 8am to 8pm. We also provide outreach services through five outreach workers. Last year we provided a safe place to over 2,000 youth. Many of those we assist are younger than 16 and have fled abusive families.
Open Door is seeking a knowledge philanthropist to develop a more efficient way to run our accounting department operations and better assign appropriate roles to staff within the department given their skills and other responsibilities. A more efficient accounting department will greatly increase our ability to provide our valuable services to youth-at-risk.
Qualifications*:
A minimum of five years’ experience working as an accountant, business consultant, business analyst or Organizational Development analyst
Knowledge of accounting practices, preferably in a not-for-profit environment
Experience in business process improvement
Experience developing organization charts and job descriptions
Ability to interview staff in a supportive manner on potentially sensitive topics related to their role and responsibilities
*Open Door welcomes applications from teams for this project.
Time Commitment:
Approximately 40-60 hours completed over a 3-4 month window. Some meetings will take place during traditional office hours. The work can begin any time before the end of this year.
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How to Find and Engage External Talent
Deliverables:
A review of the work processes in the accounting department
Recommendations on process improvements and work balancing across existing staff
Recommendations on ways other departments can better support accounting staff when submitting payroll and personnel forms
Review of existing payroll and personnel forms and revisions to create the most user-friendly paperwork possible. Ideally, step-by-step procedures to guide staff when filling out and submitting forms
Development of accounting team organization chart, with corresponding job descriptions
A written report to key stakeholders describing the findings and recommendations
Accountability:
The knowledge philanthropist will report to the Manager of Financial Services. There will be an opportunity to present the results of the work to the Executive Director at the end of the assignment.
Recognition:
Upon successful completion of the work and at the knowledge philanthropist’s request, the Finance
Manager will provide references. We will discuss your specific motivations and learning objectives, and keep those in mind throughout your engagement.
Contact:
Please send your resume and a brief, one-page summary of your qualifications and interest in this role to Millie Spencer, Manager of Financial Services ( millie@open_door.com
).
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How to Find and Engage External Talent
Resource
Position Description - Smaller Organization Sample
THE POETRY LIFE LINE
Marketing Campaign Designer
Volunteer Position Description posted September 1, 2014
Link to the Mission:
The Poetry Life Line brings the power of creative expression to children of all ages and circumstances.
We give kids a way to release the pain and joy of their lives into words.
The poems emerging from our workshops and competitions have been featured in magazines as prestigious as Quill. They have been published in anthologies, read on radio and television, painted onto murals and set to music. One of our poets has shown us the importance of this creative opportunity in her own words:
My life
A line
From your heart to mine
Melissa, age 8
The Marketing Campaign Designer will employ their creativity as a knowledge philanthropist to develop the messaging and materials to keep our life line alive for another year! The annual campaign represents 60% of our funding, and is vital to our ability to work with talented children like Melissa.
Qualifications:
Recent experience developing marketing campaign strategies
A minimum of five years’ experience working as a creative director or creative designer
A strong portfolio with relevant samples of past work
Experience with both print and web media
Creative and innovative with outstanding communications skills
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Time Commitment:
Approximately 100 hours to be completed by March 15. We would like to start work no later than
November 1. Very little time will be required during normal office hours, but ED and staff prefer meetings during the day, if possible.
Deliverables:
Overall, the Marketing Campaign Designer will deliver a marketing strategy for the campaign that includes ways to reach our targeted audience, messaging, creative and supporting materials.
Recommendations for the campaign’s creative design, including what marketing materials
(posters, post cards, flyers, etc.) to use that fit within our established budget.
Finalization on the agreed upon design.
Specific creation of an estimated 4-5 marketing pieces using the new design.
Production coordination for the materials (print and web).
Accountability:
The knowledge philanthropist will report to the Executive Director, Jane Smith.
Recognition:
We will recognize the contribution with name credits on the larger creative pieces. We are also happy to give references and include contact information on our website. We will discuss your specific motivations and learning objectives, and keep those in mind throughout your engagement.
Contact:
Please send your resume, portfolio examples of your work and a brief description of two campaigns you have worked on to: Jane Smith at JaneSmith@poetrylifeline.org
.
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How to Find and Engage External Talent
Template
POSITION DESCRIPTION
Template – Position Description
_________________________
<name of organization>
<insert date of posting>
Link to the Mission:
<Insert organization’s mission statement and the role the knowledge philanthropist will play in supporting the mission.>
Qualifications:
<Insert the desired qualifications. Be as specific as possible and dream big.>
Time Commitment:
<Insert the estimated duration of the project and the estimated hours of work required.>
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Deliverables:
<Insert the list of deliverables the knowledge philanthropist will produce. This may include formal documents, processes, reports, recommendations, etc.>
Accountability:
<Insert the name and title to whom the knowledge philanthropist is accountable. Provide contact details, if appropriate.>
Recognition:
<Insert the means and method of recognition for the work completed by the knowledge philanthropist.>
Contact:
<Insert contact details, i.e. where and to whom resumes or requests for information should be sent.>
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How to Find and Engage External Talent
Resource
Sample Interview Questions and Tips
Adapted from:
Tips
Asking the right interview questions will:
Confirm the candidate's education, training, and experience listed in the resume
Provide information about the candidate’s past performance and accomplishments
Indicate the candidate's compatibility with your organizational culture of your organization
Offer insights into the candidate's interests and motivations
Sample Questions
Breaking the ice questions: ease into the interview process and allow them to become comfortable
How much do you know about [org name]?
What excites you about working with [org name]?
What attracted you and caused you to apply for this role?
Work and educational history questions: their past work, volunteer and/or educational experiences
Tell me about your role at [XYZ company]. What relevant skills did you develop there?
What professional accomplishments are you most proud of?
Position specific questions: does the candidate have the appropriate knowledge/skills/abilities
What is the most important thing you do in your current role?
Tell me about your experience in [insert required skill or competency]?
What do you find the most challenging about scheduling employees?
Tell me about a time when you had to make changes at the last minute? What have you learned about your ability to manage change?
Personal and motivational questions
What do you most love to do?
What makes you jump out of bed in the morning?
What are you looking to learn or gain from this experience?
What is the greatest asset you could contribute to this organization?
Can you describe your ideal work environment?
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How to Find and Engage External Talent
Resource
Letter of Agreement - Larger Organization Sample
The Open Door Society
Date:
This form constitutes an agreement between The Open Door Society and John Doe for the services described in the included deliverables. The terms and conditions as set out herein are not subject to any other written or verbal condition, qualification or agreement.
Term:
The term of the agreement shall be from September 30, 2012 to approximately January 30, 2013 for an estimated 40-60 hours of work, executed in person, via telephonic and electronic consultations and independently. The end date of the contract is subject to flexibility, with two weeks’ notice.
Deliverables:
John Doe will be responsible to The Open Door Society for deliverables as referenced in the
Accounting Department Operations Expert Position Description (see position description). These deliverables include:
A review of the work processes in the accounting department
Recommendations on process improvements and work balancing across existing staff
Recommendations on ways other departments can better support accounting staff when submitting payroll and personnel forms
Review of existing payroll and personnel forms and revisions to create the most user-friendly paperwork possible. Ideally, step-by-step procedures to guide staff when filling out and submitting forms
Development of accounting team organization chart, with corresponding job descriptions
A verbal report to key stakeholders describing the findings and recommendations
Organization Deliverables:
The Open Door Society will be responsible to John Doe for deliverables as required to enable the project’s activities. These deliverables include:
A primary contact: Millie Spencer, Manager of Financial Services
Timely response to questions and requests and access to appropriate information.
Feedback on performance and deliverables.
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Awareness of knowledge philanthropist’s learning objective to understand not-for-profit financial norms as distinct from for profit.
Reporting:
John Doe is accountable to the Manager of Financial Services.
Recognition:
Upon receipt of the agreed deliverables and at the request of John Doe, Open Door will provide a letter of recommendation based on the work completed.
Expenses:
Open Door will pay reasonable expenses, upon submission of receipts and with the prior approval of the Manager of Financial Services.
Liability/Insurance:
Open Door will be responsible for all insurance and liability coverage needed for the project.
Ownership:
The copyright of any reports/products developed for Open Door relating to the deliverables during this agreement will belong to Open Door exclusively.
Confidentiality:
It is expected that John Doe will not divulge any confidential information concerning Open Door or its dealings with individuals or organizations. John Doe will review and abide by the Privacy Policy
Statement and Confidentiality portions of the Open Door Policies Manual.
Termination:
This agreement may be terminated with two (2) weeks’ written notice, by either party. In the case of early termination, Open Door will provide John Doe with appropriate feedback on the quality of performance to that date.
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This agreement carries with it no commitment respecting continuation of services beyond the specified term.
_____________________________________
Millie Spencer, Manager Financial Services Date
______________________________
The Open Door Society
_____________________________________
John Doe
Accounting Department Operations Expert
______________________________
Date
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How to Find and Engage External Talent
Resource
Letter of Agreement - Smaller Organization Sample
The Poetry Life Line
Date:
This form constitutes an agreement between The Poetry Life Line and Jane Doe for the services described in the included deliverables. The terms and conditions as set out herein are not subject to any other written or verbal condition, qualification or agreement.
Term:
The term of the agreement shall be from September 30, 2012 to approximately March 15, 2013 for an estimated 100 hours of work, executed in person, via telephonic and electronic consultations and independently. The end date of the contract is subject to flexibility, with two weeks’ notice.
Deliverables:
Jane Doe will be responsible to The Poetry Life Line for deliverables as referenced in the Marketing
Campaign Designer Position Description (see position description). These deliverables include:
A fundraising strategy for this year, including who we need to reach, with what message, and how we get to them.
Options for the campaign’s creative design.
Design of the chosen creative ideas.
Specific creation of an estimated 4-5 marketing pieces using the new design.
Production coordination for the materials (print and web).
Organization Deliverables:
Poetry Life Line will be responsible to Jane Doe for deliverables as required to enable the project’s activities. These deliverables include:
A primary contact: Jane Smith, Executive Director
Timely response to questions and requests and access to appropriate information.
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How to Find and Engage External Talent
Feedback on performance and deliverables.
Access to appropriate contacts from previous campaigns (print vendors, etc.).
Work space in the office, available when requested with 24 hours’ notice by the knowledge philanthropist.
Name credits on larger design pieces of the campaign and on the website.
Reporting:
Jane Doe is accountable to the Executive Director.
Recognition:
Upon receipt of the agreed deliverables and at the request of Jane Doe, Poetry Life Line will provide a letter of reference based on the work completed.
Expenses:
Poetry Life Line will pay expenses as related to material purchasing and printing, with the agreed upon budget of $2,500. Poetry Life Line will pay other reasonable expenses, upon submission of receipts and with the prior approval of the Executive Director.
Liability/Insurance:
Poetry Life Line will be responsible for all insurance and liability coverage needed for the project.
Ownership:
The copyright of any designs developed for Poetry Life Line relating to the deliverables during this agreement will belong to Poetry Life Line exclusively. The knowledge philanthropist does have permission to include created materials in her portfolio and on her website, with appropriate acknowledgement to Poetry Life Line.
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Confidentiality:
It is expected that Jane Doe will not divulge any confidential information concerning Poetry Life Line or its dealings with individuals or organizations. Jane Doe will review and abide by the Privacy Policy
Statement and Confidentiality portions of the Poetry Life Line Volunteer Handbook.
Termination:
This agreement may be terminated with two (2) weeks’ written notice, by either party. In the case of early termination, Poetry Life Line will provide Jane Doe with appropriate feedback on the quality of performance to that date.
This agreement carries with it no commitment respecting continuation of services beyond the specified term.
_____________________________________
Jane Smith, Executive Director
Poetry Life Line
______________________________
Date
_____________________________________
Jane Doe
Marketing Campaign Designer
______________________________
Date
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How to Find and Engage External Talent
Template
Letter of Agreement - Template
Date:
Term:
The term of the agreement shall be from (date) to approximately (date) for an estimated (number) hours of work, executed in person, via telephonic and electronic consultations and independently.
The end date of the contract is subject to flexibility, with two weeks’ notice.
Deliverables:
XXX will be responsible to (Society) for deliverables as referenced in the Position Description (see position description). These deliverables include:
Deliverable
Deliverable
Organization Deliverables:
XXX Society will be responsible to (Society) for deliverables as required to enable the project’s activities. These deliverables include:
Contact person
Resources
Reporting:
XXX is accountable to (Supervisor).
Recognition:
Upon receipt of the agreed deliverables and at the request of XXX, (Society) will provide a letter of recommendation based on the work completed.
Expenses:
XXX will pay reasonable expenses, upon submission of receipts and with the prior approval of the
(Supervisor).
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Liability/Insurance:
XXX will be responsible for all insurance and liability coverage needed for the project.
Ownership:
The copyright of any reports/products developed for (Society) relating to the deliverables during this agreement will belong to (Society) exclusively. (Or other arrangements)
Confidentiality:
It is expected that XXX will not divulge any confidential information concerning Society or its dealings with individuals or organizations. XXX will review and abide by the Privacy Policy Statement and
Confidentiality portions of the (Society) Policies Manual.
Termination:
This agreement may be terminated with two (2) weeks’ written notice, by either party. In the case of early termination, (Society) will provide XXX with appropriate feedback on the quality of performance to that date.
This agreement carries with it no commitment respecting continuation of services beyond the specified term.
_____________________________________
(Society Supervisor)
(Society)
______________________________
Date
_____________________________________
XXX
(Position Description)
______________________________
Date
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How to Find and Engage External Talent
Resource
Orientation Plan - Larger Organization Sample
The Open Door Society
Orientation Objectives
Knowledge Philanthropist Orientation
At the end of the orientation period, the knowledge philanthropist will be able to:
Describe the vision, mission and mandate of The Open Door Society
Describe the organization’s structure and the key roles of the full and part-time staff members
Describe the financial model of the organization including the sources of funding and the operating budget
Describe their work assignment in detail including the goal, scope, deliverables, time-frame and constraints/risks
Provide a detailed description of the Finance Department including the current job responsibilities and reporting structure
Describe the current written policies and procedures
Describe the typical issues encountered by the Finance Department in processing payroll and personnel forms submitted by staff.
Staff Orientation
At the end of the orientation period, involved staff will be able to:
Describe the role of the knowledge philanthropist in the work assignment
Describe their own role
Have an opportunity to freely express any concerns that they may have in working with the knowledge philanthropist.
Orientation Plan
Before Knowledge Philanthropist starts:
Millie to provide a package including our brochures, annual report and website link.
Millie and Julie to meet with the Finance Department staff to discuss the role of the knowledge philanthropist and address any questions and concerns.
Millie to send out an email message to all staff describing the role of the knowledge philanthropist and giving a brief profile of his/her skills and experience.
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Day One
Knowledge philanthropist to meet with both Millie and Julie for a two-hour meeting on the organization as a whole and be given a package of materials including the current organization structure of the Finance department, the position descriptions, samples of the appropriate forms and any written procedures Millie feels are relevant.
Day Two
A meet-and-greet lunch with the Finance Department. (Millie to give a brief welcome speech.)
Day Three
A two to three-hour meeting with the knowledge philanthropist to review any questions on the materials provided and provide further detail as needed.
Day Four
Millie to speak to each of member of the Finance Department individually to address any questions or concerns. Millie to stress that her “door is always open” if anyone has any questions or concerns as the work progresses.
To Be Determined
Millie to take the knowledge philanthropist to lunch to answer any questions they may have now that the project is well underway.
Julie to call the knowledge philanthropist to check-in and offer any insights from the ED perspective.
Knowledge philanthropist to be invited to any all-staff event so everyone has the opportunity to meet him/her. (For example, the November Birthdays Celebration.)
Knowledge philanthropist to discuss any outstanding items.
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Resource
Orientation Plan - Smaller Organization Sample
The Poetry Life Line
Orientation Objectives
Knowledge Philanthropist Orientation
At the end of the orientation period, the knowledge philanthropist will be able to:
Describe the vision, mission and mandate of The Poetry Life Line
Describe the organization’s structure and the key roles of the full and part-time staff members
Describe their work assignment in detail including the goal, scope, deliverables, time-frame and constraints/risks
Provide profiles of the typical donor describing what motivates them to contribute, the range in the value of donations, and any expectations of feedback and/or involvement (as these are the target audience of the marketing campaign)
Provide an overview of the marketing strategies from the last two years describing:
•
•
The target audience
The key messages
•
•
•
•
The overall style and approach
The media used and why it was chosen
The success vis-a-vis the financial targets
Provide an assessment of the strengths and challenges of the previous two campaigns.
Staff Orientation
At the end of the orientation period, involved staff will be able to:
Describe the role of the knowledge philanthropist in the work assignment
Describe their own role in working with and/or supporting the knowledge philanthropist
Have an opportunity to freely express any concerns that they may have in working with the knowledge philanthropist.
Orientation Plan
Before Knowledge Philanthropist starts:
John to put together a package including previous marketing materials and the last two annual reports.
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How to Find and Engage External Talent
Day One
Knowledge philanthropist to meet with both Jane and John for a two-hour meeting on the organization as a whole and to provide a package of materials from the previous campaigns accompanied by a brief overview.
Day Two
John to meet with knowledge philanthropist for a one to two-hour question-and-answer session on the campaign materials.
Day Three
An informal lunch or dinner meeting with Jane and John to help the knowledge philanthropist get to know us in a more social setting.
Day Four
Jane and John to meet to discuss their assignment and discuss any questions or concerns.
Day Five
Optional meeting between Jane and the knowledge philanthropist to discuss any outstanding items
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How to Find and Engage External Talent
Template
ORIENTATION PLAN
Template – Orientation Plan
_________________________
<name of organization>
Orientation Objectives
Knowledge Philanthropist Orientation
<Provide a description of what the knowledge philanthropist will be able to do at the completion of the orientation.>
At the end of the orientation period, the knowledge philanthropist will be able to:
Staff Orientation
<Provide a description of what the staff will be able to do at the completion of the orientation.>
At the end of the orientation period, involved staff will be able to:
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Orientation Plan
<Provide a list of materials that you will collect and provide to the knowledge philanthropist and a description of the activities, meetings and events that will take place to help prepare them for their role within the organization.>
Before Knowledge Philanthropist starts:
Day One:
Day Two:
Day Three:
Day Four:
To Be Determined:
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Resource
Recognition Plan - Larger Organization Sample
The Open Door Society
Recognition
Chair of the Board to send a Welcome card
Give a small, appropriate gift around the half-way point of the work (eg. Starbucks coffee card, small box of chocolates, or something more personal)
Pizza lunch, at about the half-way point, for those involved, with short speech of appreciation from Julie.
Thank you card signed by all staff involved and a small gift of appreciation at the end of the project
Staff Recognition
Small “keep up the good work” gifts whenever spirits seem to be flagging or extra efforts have been made
Pizza lunch at the half-way point
Thank you card from the Chair of the Board to all those involved
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Resource
Recognition Plan - Smaller Organization Sample
The Poetry Life Line
Recognition
Chair of the Board to send a Welcome card
Framed original poem from a client
Invitation to the campaign wrap event with special recognition as part of the program
Staff Recognition
Recognition of staff contributions at weekly staff meetings, with special emphasis on increased fundraising efforts made possible by the marketing campaign expert’s work
Group lunch at the half-way point
Thank you card from the Chair of the Board to all those involved.
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Template
Recognition Plan
Template – Recognition Plan
_________________________
<name of organization>
Recognition
<Insert list of recognition events, methods, small gifts, etc. and the name or title of the person recognizing the knowledge philanthropist.>
Staff Recognition
<Insert list of staff recognition events, methods, small gifts, etc. and the name or title of the person recognizing the staff.>
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Appendix Items
Committee Terms of Reference Sample – HR Committee
Committee Terms of Reference Sample
Goal
To provide leading edge opinion and expertise to assist in ensuring [organization] has exemplary Human
Resources policies and practices.
Role
The Board is focused on setting policy, governance, and the strategic direction of the organization. The
HR Committee will deal with the HR policies and take their recommendations to the Board as a whole.
Alone and as a group, members of the committee will also act as a sounding board for the Executive
Director – to assist in formulating actions and strategies with regard to HR issues.
Core Values for Guiding the Committee
We value a culture of “critical inquiry” which includes valuing innovation. We value a culture of mutual respect, diversity and learning.
Objectives
To review and amend HR policies
To liaise with the Board of Directors
To advise the Executive Director on best practices in HR
To promote the value of excellence in HR policy and practice
Membership 1
The Committee will be convened by the Executive Director
One to two, maximum, members of the Board of [organization] with HR expertise
Individuals with HR expertise not serving on the Board
Executive Director
Others as deemed appropriate by the committee
Accountable to
Executive Director
Meeting Schedule/Time Commitment
The Advisory Committee will meet a minimum of once and no more than 10 times per year, dependent on work to be completed. Work required outside of meetings is estimated at 10 hours per year. Meetings will not exceed an additional 10 hours per year. Committee members commit to two years of service in this role.
1 Members of the HR Committee sit as individuals and not as representatives of their organization.
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Appendix Items
Position Creating Tips
UPDATED N OVEMBER 1, 2014
P OSITION C REATION T IPS
Talented people are out there, ready and eager to help your organization excel. Today’s knowledge philanthropists are time-starved, cause-driven and specifically-skilled. Vantage Point believes that the key to engaging these passionate citizens is to create the right positions. Think outside the traditional roles your organization engages. To involve professional community members, who are used to responsibility and ownership, reflect upon your organization and consider what appealing engagement opportunities you can offer. The tips below might help get you started.
T HINK ABOUT SKILL SETS NOT ON YOUR STAFF
Many not-for-profit organizations are too small to employ an HR professional or IT network administrator. Think about skill gaps in your existing workforce, and identify project-specific roles a knowledge philanthropist could lead.
Perhaps standing committees could oversee workforce gaps and agree to execute projects as they arise. Vantage Point currently engages an IT Committee, an HR Committee and a Financial
Sustainability Committee – all specific skill sets not found as an expertise in full-time staff.
P UT YOURSELF IN THEIR SHOES
Imagine you are healthy, work full time, are approaching an empty nest and have an educational resumé that includes at least one post-graduate degree. Perhaps you don’t need to imagine – we
know how educated our peers in the voluntary sector are! You are now the almost-retired baby boomer.
Now imagine, as this person, would you like to answer phones? Stuff envelopes? Hand out flyers on the street? What about launch a new program? Revamp your meal delivery system? Redesign a logo?
Think about your ideal knowledge philanthropist, and try to imagine a position that would be interesting for that person. If it’s not interesting, consider the alternative of paying someone to do it. If it is, engage a knowledge philanthropist!
G ET YOUR STAFF & KNOWLEDGE PHILANTHROPISTS INVOLVED
The next time an idea surfaces and you hear a staff person say “I don’t have time to take that on”, ask them to consider how external talent could play a role. Don’t be afraid to ask the knowledge philanthropist to lead, either!
Ask community members what they’d like to do. If you don’t understand someone’s skill set, ask them to explain it over coffee and brainstorm ways they could positively affect your organization and its clients.
Host a brainstorming session with various constituents to create project-based roles. Could a team of students perform a communications audit at your organization each year? Could a life coach meet annually with management staff to talk about their personal effectiveness?
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Appendix Items
Recruiting Tips
Recruiting Tips
We believe a more than adequate supply of eager, talented people exists for the right positions. If your organization has trouble recruiting volunteers, we suggest the following tips.
C REATING THE RIGHT POSITION AND POSITION DESCRIPTION :
Put yourself in their shoes – if you had the right skill set, would you be interested in the position? If the answer is “no”, start over or consider if this is the right type of role for a volunteer at all. You should understand the skill set required for the role – if you’re unclear, do some research. You should be able to articulate the link of the role to your mission – why will this person and their work be important?
Specific, tangible, INTERESTING, bite-size projects. Period.
K NOWING WHAT YOU ARE LOOKING FOR :
In order to recruit effectively, you need to know who you’re recruiting. Try answering these questions:
What specific skills are need-to-have?
What specific skills are nice-to-have?
What level of experience is appropriate?
Do you need someone with individual or team management experience?
What type of volunteer is appropriate for your organization’s culture and will be effective?
Can a student or recent grad do the work?
Does the role require a personal connection to your mission or clientele?
Can the role engage an ESL speaker?
Someone with a disability?
Someone younger than 18?
Someone older than 65?
Does the volunteer need to supply their work station, transportation, materials, etc.?
G ETTING THE WORD OUT :
Don’t rely on only one promotion vehicle for all your opportunities. Send the position description out to as many constituents as possible – you never know from where the next best resource will come!
Post opportunities on www.govolunteer.ca
(of course!).
Advertise specific opportunities in your newsletters, email blasts, websites, etc.
Contact professional associations that might have relevant experts who could be interested.
Contact universities’ specific departments that relate to your project scope.
Identify small consulting firms with related expertise whose employees may be interested.
Encourage your existing sponsors, vendors, Board members and other volunteers to spread the word.
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Participant’s Workbook
Knowledge Philanthropy
How to Find and Engage External Talent
Appendix Items
Project Preparation
Project Preparation Checklist
C HECKLIST
Detailed, description of the project and/or work to be done and description incorporated into position description.
Written, tangible goals for the work assignment.
Realistic time-frame for starting the work and for completing it.
Proactive, constructive identification of constraints and risks and forethought on mitigation strategies.
Good match between the skills and experience required for the work and the skills, experience, and personal goals of the knowledge philanthropist.
Good personal “fit” between the knowledge philanthropist, the organization and the involved staff members.
Clear roles and responsibilities for the knowledge philanthropist and involved staff members.
One individual who is accountable for the work and is accessible to the knowledge philanthropist.
Agreement between the knowledge philanthropist and your organization as to role and responsibilities.
Orientation for the knowledge philanthropist to the assignment and to the organization with the goal of maximum independence.
Orientation for involved staff members to the assignment and their personal role in the work.
Meaningful recognition of the contribution of the knowledge philanthropist and the involved staff members.
Page 30 of 36
Participant’s Workbook
Knowledge Philanthropy
How to Find and Engage External Talent
Resources List
Appendix Items
Professional Associations Resources List
P ROFESSIONAL A SSOCIATIONS R ESOURCES L IST
One great way to recruit for knowledge philanthropists is to go right to the source of that skill set. Every community boasts skilled individuals that come together for their own development and networking in professional associations. The below list, far from exhaustive, might be a good place to start if your organization is located in the Lower Mainland. Google is also a great resource for association web pages. FYI – Charity Village has an even more comprehensive list on their web site!
M ARKETING AND C OMMUNICATIONS
Advertising Agency Association British Columbia ( www.aaabc.ca
)
American Marketing Association – British Columbia Chapter ( www.bcama.com
)
British Columbia Association of Integrated Marketers ( www.youraim.ca
)
British Columbia Printing & Imaging Association ( www.bcpia.org
)
Canadian Association of Photographers and Illustrators in Communications ( www.capic.org
)
Canadian Public Relations Society Vancouver ( www.cprsvancouver.com
)
Canadian Women in Communications ( www.wct-fct.com
)
Editors’ Association of Canada – British Columbia Branch ( www.editors.ca/branches/bc/ )
International Association of Business Communicators ( www.iabc.bc.ca
)
Legal Marketing Association Vancouver ( www.lmavancouver.com
)
Professional Writers Association of Canada ( www.pwac.ca
)
Society of Graphic Designers of Canada – BC Mainland Chapter ( www.gdc.net
)
I NFORMATION T ECHNOLOGY
Association of Professional Computer Consultants ( www.apcconline.com
)
TechVibes ( www.techvibes.com
)
Vancouver Enterprise Forum ( www.vef.org
)
Vancouver Technology User Group ( www.vantug.com
)
Wired Woman ( www.wiredwoman.com
)
Wireless Innovation Network ( www.winbc.org
)
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Participant’s Workbook
Knowledge Philanthropy
How to Find and Engage External Talent
F INANCE /A CCOUNTING
Advocis, formerly Canadian Association of Insurance and Financial Advisors ( www.advocisvancouver.ca/ )
Certified General Accountants Association of Canada ( www.cga-online.org
)
Certified Management Accountants – British Columbia ( www.cmabc.com
)
Chartered Financial Analyst Vancouver ( www.cfavancouver.com
)
F UNDRAISING
Association of Fundraising Professionals – Vancouver Chapter ( www.afpvancouver.org
)
H UMAN R ESOURCES
BC Human Resources Management Association ( www.bchrma.org
)
L AW
ProBono Law of BC ( www.probononet.bc.ca
)
The Society of Notaries Public of BC ( www.notaries.bc.ca
)
Vancouver Bar Association ( www.vancouverbar.ca
)
M ANAGEMENT C ONSULTING /S TRATEGIC P LANNING
Association of Independent Consultants ( www.aiconsult.ca
)
BC Organization Development Network ( www.bcodn.org
)
Canadian West Coast Project Management Institute ( www.pmi.org
)
Canadian Association of Management Consultants – BC Mainland Chapter ( www.camc.com
)
The Strategic Leadership Forum – Vancouver Chapter ( www.direct.ca/slf )
Page 32 of 36
Participant’s Workbook
Knowledge Philanthropy
How to Find and Engage External Talent
S CIENCE & T ECHNOLOGY
Applied Science Technologists and Technicians of BC ( www.asttbc.org
)
BC Medical Technology Industry Association ( www.bcmedtech.com/ )
BC Regional Science & Technology Network ( www.bcrstn.com
)
BC Technology Industry Association ( www.bctia.org
)
Canadian Advanced Technology Alliance ( www.cata.ca
)
Professional Engineers and Geoscientists of BC ( www.apeg.bc.ca
)
M ISCELLANEOUS
Canadian Information Processing Society ( www.cips.ca
)
Knowledge Management Community of Practice ( www.kmcop.org
)
Page 33 of 36
Participant’s Workbook
Knowledge Philanthropy
How to Find and Engage External Talent
Thank You and Good Luck!
Vantage Point
www.thevantagepoint.ca
www.govolunteer.ca
604.875.914
Page 34 of 36
About Vantage Point
Vantage Point offers leading-edge learning opportunities for not-for-profit executives and boards of directors. We work with you to attract, meaningfully engage and integrate the abundance of talent available to you. By mindfully engaging passionate citizens you can stretch budgets and human resources further to create an abundant not-for-profit. facebook.com/vantagepnt linkedin.com/company/vantagepnt
@vantagepnt Page 35 of 36
