Human Resources 1
Human Resources:
Strategies and Solutions
NAME
PROFESSOR
COURSE
DATE
Human Resources: Strategies and Solutions
Part A:
This organization is dedicated to the promotion of literacy in underserved and vulnerable communities in the US and around the world. There are three environmental factors that will shape how the organization achieves its mission. The first of these is funding. Because this organization is a non-profit organization, funding is a perpetual source of concern. The company can extend its services only as far as the available funds will allow. For this reason, the company must dedicate a great deal of its time and effort to the funding of its services, including proactively seeking grants and gifts from the government and the private sector and driving fundraising through public awareness campaigns and fund raising activities.
Another environmental factor is technology. In these underserved communities, technology may be primitive or unreliable. The most effective strategies for building literacy, however, depend upon the use of technology for educational purposes, especially in areas where reading and writing materials are scarce. Further, when team members are in the field, it is essential that they have access to the technologies and telecom resources needed to do their work effectively and to maintain contact with the base of operations. In order to do our work effectively, we must develop strategies to contend with the unreliable or non-existent technological infrastructure, including putting tablets or related technologies in the hands of children and adult learners so that the learning can continue and access to materials will continue after our professionals leave. Further, these technologies must boast extreme durability long battery life, a capacity to be recharged even where access to electricity is limited, and an ability to remain functional even when other telecom systems are down. These requirements further illustrate theneed for continuous funding and for the recruiting of highly-skilled engineers and IT professionals.
A third environmental factor shaping this organization and its workforce is the workforce itself. A non-profit organization, especially one serving remote and impoverished areas worldwide, is too often limited in its capacity to recruit top professionals, whose desire to serve may be overwhelmed by more lucrative offers elsewhere. The challenge for this organization is to adhere to its mission, ensuring that the preponderance of resources goes to serving these target populations, while also developing compensation strategies that are fair and competitive (at least within the non-profit sector). The organization and our clients will not be well-served if compensation strategies are so miserly that the company is too short-staffed to fulfill its mission.
Job Description: Fundraising Coordinator
This position will drive all fundraising activities for our service organization, including coordinating and/or overseeing the fundraising initiatives of local and international chapters of our organization. The fundraising coordinator will be responsible for driving public awareness, including developing media strategies and community outreach programs to promote name recognition, volunteer recruitment, and public donations. The fundraising coordinator will also plan and execute fundraising initiatives year-round, including national and international fundraising programs, including public event and funding drives. In addition, the coordinator will be responsible for pursuing grants and gifts in adherence with all applicable organizational and industry regulations, as well as local, state, federal, and international laws. Thus, the coordinator will write grant and gift proposals and pursue relevant and appropriate opportunities from both public and private donors.
Fundraiser Coordinator Training: The training program for this position will be three-fold, encompassing three two-hour training sessions conducted over three days.
On the first day, the FC trainee will be introduced to the organization, its mission, its
policies and procedures, and its domestic and international operations. This will include an emphasis on the current state of funding, including fundraising goals and needs, established donors and grant programs, previous donors and grants, and targeted donors and grant programs.
On the second day, training will focus on organizational and industry-related protocols and regulations related to fundraising. In addition, the trainee will be trained in relevant local, state, federal, and international laws, policies, and procedures related to fundraising, including passing a required in-house certification program and signing a compliance agreement.
On the third and final training day, the new FC will be provided with instruction in fundraising best practices and protocols, introducing the incumbent with techniques likely to be most effective for fundraising within the non-profit sector in general and our organization in particular. The new FC will also be introduced by the company president to major donors, partner organizations, and key personnel at company headquarters and from important local and international chapters.
Evaluation: This training program will be effective because it will provide the FC incumbent with in-depth knowledge regarding the what, the who, and the how of the position: s/he will learn what needs to be done, who needs to be contacted, and how it can be done effectively, legally, and ethically. The primary disadvantage of this program is its short duration. The subject matter is rigorous and very important (particularly the Day Two training); there is much to be absorbed in a very limited time. However, given the financial and logistical constraints the organization faces—the urgent need for funding and the relative personnel shortage—additional training time is not feasible.
Part B:
The processes for determining the compensation strategies for each position are based upon the specific standards for each position, as well as the role of each position in relation to the operation of the organization and the fulfillment of its mission and short-term and long-range goals. These compensation strategies align with the experience, training, performance, and function of each position within the organization.