HR Management Toolkit

Resources

	JOB DESCRIPTIONS Effectively developed, the job description is a communication tool that can contribute significantly to an organisation’s success. See table of contents Why Are Job Descriptions Useful? Potential Problems Writing a Job Description Resources Appendices I – Action Verbs II – Sample Job Description Form III – Sample – Purpose of Job Statement IV – Sample - Primary/Secondary Responsibilities
	RECRUITMENT Find and retain the right people– this makes all the difference in running a successful cultural organisation. See table of contents Step 1: Define Skill and Talent Requirements Step 2: Attract the Right People Step 3: Select the Best Person Bias, Discrimination and Difference in Recruitment Appendices I – Skills Grid Template II – Sample Behaviour-based Interview Questions III – Sample Offer Letter
	BENEFITS PLAN Providing a benefits plan for employees shows a caring attitude about their financial security, well-being and peace of mind. See table of contents Why have an Employee Benefits Plan? Choosing a Benefits Provider Mandatory Employee Benefits Discretionary Employee Benefits Workplace Mental Health Establishing a Basic Benefits Plan Retirement Plans Appendices I – Web sites – Employee Benefits II – Benefits Providers III – Related Publications
	CONTRACTING WITH INDEPENDENT CONTRACTORS To help managers negotiate and draft effective agreements with independent contractors. See table of contents Independent Contractor or Employee Benefits of Contracts What Constitutes a Contract? Contract Drafting Tips Taking Charge of the Drafting What Are Boilerplate Provisions? Effective Contract Drafting Practices Resolving Contract Disputes Resolving Breaches of Contract Appendices I – Common Contract Terms II – Sample Contract - Choreographer III – Sample Contract - Performer IV – Sample Contract - Consultant/Researcher V – Request for Proposals (RFP) Template
	MANAGING PERFORMANCE Ensure that employees’ activities – what they do and how well they do them – are in sync with the goals of the organisation. See table of contents What is Performance Management? Continuous Feedback The Skilled Performance Manager Constructive Criticism Managing Differences Performance Review Approaches The Performance Review Meeting Action Plans Appendices I – Sample Performance Review Form A II – Sample Performance Review Form B III – Sample Performance Review Form C IV – Employee Self-Evaluation Template V – Action Plan Template VI – Resources
	MENTORING Understanding the why and how of mentoring and the critical role it plays in the cultural sector See table of contents What is Mentoring? Why Focus on Mentoring? Different Types of Mentoring What Makes a Good Mentee? What Makes a Good Mentor? Building the Mentoring Relationship Appendices I – Mentorship Agreement Outline II – Steps to Find a Mentor III – Cultural Mentor’s Skillset
	SUCCESSION PLANNING To help you to reflect on and to implement a succession process - this approach takes into account that there is more than one way to achieve this. See table of contents Successions are major challenges for cultural organisations Challenges faced by all cultural organisations The different succession models The succession process Appendices I – Strategic reflection checklist II – Means for information sharing and staff development III – Emergency succession plan IV – Recruitment plan V – Tips on conducting a successful selection interview VI – What can help to ensure the transition VII – Tips on conducting an evaluation VIII – References
	WORKPLACE HARASSMENT AND VIOLENCE Workplace harassment (including sexual harassment, bullying and discriminatory harassment) and violence have become increasingly challenging and risky for organizations to navigate. This tool will be your guide. See table of contents Definitions Workplace Sexual Harassment Discriminatory Harassment Workplace Violence Early Warning Signs Mutual Obligations Reporting Investigation Discipline Confidentiality and Reprisal Appendix 1: Sample Policy Appendix 2: Fact Sheet Appendix 3: Checklist of Steps to Take
	RESOLVING CONFLICTS Conflicts over power and authority are common in the workplace, and conflicts between people over values and worldview can be very difficult to resolve. See table of contents Resolving Conflicts Using Different Conflict Styles Making Collaboration Work Communication Skills Handling Conflict with a Difficult Person The Conflict Resolution Meeting Alternatives to One-on-One Approaches Formalizing Conflict Resolution Processes
	TERMINATION Terminate employment in a way that preserves dignity while meeting the organisation’s needs. See table of contents Termination of Employment Reasons for Termination Steps in a progressive discipline process Preparing for the Event The Termination Meeting The Employee’s Departure Exit Interviews Releases and References Appendices I – Labour/Employment Standards II – Sample Progressive Discipline Policy III – Sample Content for Termination Letter IV – Sample Content for Termination Letter V – Sample Release Form VI – Termination Checklist
	BEST PRACTICES Learn from other organisations in the cultural sector that have succeeded in implementing exemplary human resource management practices. See table of contents Introduction The Qualities of the HR-oriented Manager Human Resources Practice Areas Appendices I – 2003 research project II – Best practices criteria III – Interview questions
	USING COMPETENCY CHARTS AND PROFILES Learn from other organisations in the cultural sector that have succeeded in implementing exemplary human resource management practices. See table of contents How the Chart and Profile are Organized How to Use the Chart and Profile Case Studies How to Develop Content for In-house Training Appendices I – Competency Charts and Profiles II – DACUM (Developing a Curriculum)
	WORKING WITH A NON-PROFIT BOARD Helpful tips that bring fresh perspectives to working with a non-profit Board. See table of contents Context It’s All About the Relationship Challenges and Strategies Supporting the Board Appendices I – References and Resources II – Notes