Investing in Human ResourcesInvesting in Human Resources: How Junior Achievement of British Columbia applies a “People-First” approach to leveraging both its paid and unpaid human resources An Interview with Jan Bell-Irving, President, and Anne Sashikata, Manager, Community Relations at Junior Achievement of BC, an organization that seeks to inspire and educate young Canadians to experience free enterprise, understand business and economics and develop leadership and entrepreneurial skills. Members of the business community (from Customer Service Reps to CEOs) volunteer as facilitators or advisors; they show students what really happens in the business world. During the 2007-08 school year 950 volunteers will deliver 1,000 Junior Achievement programs, reaching 30,000 BC students. How can a not-for-profit organization balance its contribution of paid and unpaid staff most effectively? Junior Achievement of BC (JABC) focuses on investing in its people, both paid and unpaid. In this engaging interview, Jan Bell-Irving and Anne Sashikata provide an inside view of JABC’s organizational commitment to consciously investing in all its human resources through training, flexibility in work roles, recognition programs, screening protocols & standards, and other initiatives. A Flexible and Responsive Approach to People Engagement “If a volunteer wants to customize the way the day turns out - they are encouraged to do that” At the core of JABC’s “People-First” approach is effectively matching the objectives of the organization to its available paid and unpaid human resources. To accomplish this, JABC is continually investing in evaluating its organizational requirements and offering roles that both fulfill these objectives and meet the specific skill-sets of their paid and unpaid human resources. It is about “offering flexibility to meet their (volunteer) needs without compromising the requirements of the organization”, says Anne. As Jim Collins would suggest, it’s about getting the right people on the bus. i To maintain longer-term relationships with their volunteers, JABC maintains an adaptable approach to ensure volunteers have an on-going great experience by keeping them engaged, offering them a lot of choices, and moving people through various roles. If a volunteer wants to customize some of the lessons or discussion topics they are encouraged to do that. And what does “flexibility” look like for paid staff at JABC? Adaptable working hours, opportunity for skills-building and autonomous decision-making, and appropriate support to ensure a positive work-life balance – all are investments JABC is making to ensure their organization has a focus on “people-first”. Valuing the People “When stretching to do new things we put the resources behind our people” Once a volunteer or paid staff person has engaged in a role at JABC, how are they recognized for their contributions? How does JABC show that it values its people, both paid and unpaid? Firstly, recognition is based on the investment made in volunteer and staff role development. For the volunteers, JABC provides training packages and materials and any other support that they require to feel comfortable at the front of the room. Recognition then comes in many forms including regular verbal recognition, small tokens of appreciation, as well as invitations to celebrate student successes and other year end events. Furthermore, volunteer contributions are “highlighted” to volunteers’ employers. JABC may also use news stories and nominations for outstanding work for volunteers who have gone the extra mile. Aligned with JABC’s investment in valuing its volunteers, paid staff is valued in similar ways. Paid staff is given ample opportunities to be autonomous and to develop their skills and take ownership. JABC maintains a training allowance for staff, offer meetings to discuss issues, and annual performance reviews. JABC provides staff with challenging opportunities and set them up with the tools to succeed. Finding the Cultural Fit “There is a definitive need for finding the right fit for the job. Personality and attitude fit as well as skills” What are some of the challenges JABC faces in putting “people-first”? Similarly to many not-for-organizations, volunteer recruitment & retention represent a significant challenge, as does ensuring the right “match” between the volunteer role and the available skills of the potential volunteer. And it is not just about the fit between the role and the skills – it is also about finding the right cultural and attitudinal fit for the organization. An upfront investment focusing on a good cultural “fit” is prioritized at JABC to ensure that volunteers’ skills are leveraged beyond a one-time involvement with the organization. Communication is Key “Listening to both staff and volunteers – what are their needs and how can we accommodate. How can we be flexible to make that happen?” JABC strives to “think outside the box” when facing human resources challenges and aims to introduce flexible and creative communication channels. JABC maintains regular communication with volunteers to ensure their unpaid human resources feel connected and involved in the organization’s mission – they know they are making a difference. JABC communicates frequently with local corporations to build awareness about their programs and community impact, successfully building a good reputation with people looking to donate financial resources and time & talent. Furthermore, JABC invests in communicating volunteer recruitment campaigns such as their “Bring a Buddy” program and communicates openly and effectively with regional partners in rural communities to ensure broad provincial participation. Reveling in Success Another key milestone in 2007 included JABC’s program expansion to new communities across BC. JABC hired regional staff to launch programs and recruit volunteers in formerly untapped areas. In addition, existing volunteers who have moved from the Vancouver area to smaller communities in the province have enabled JABC to extend its geographic reach . In leveraging volunteers’ time & talent outside of the classroom, skilled JABC volunteers have contributed in new and unexpected ways. One volunteer dedicated both time and talent to work on a balanced score card approach to measure growth and enhance accountability. Other volunteers have spearheaded committees within local companies, securing corporate support while acting as valuable ambassadors to attract additional unpaid human resources. About Junior Achievement of BC Since 1955, JABC has been an active part of many communities across BC, including Vancouver, Victoria, Nanaimo, Kelowna, Kamloops, and Prince George. Junior Achievement of British Columbia relies wholly on the support and enthusiasm of its dedicated financial supporters and volunteers. Through their commitment, JABC is able to deliver its programs to students free of charge. For more information, visit www.jabc.org. ii Imagine Canada, “Volunteer Value Calculator”. Imagine Canada, Toronto 2005. Available at www.nonprofitscan.ca.
About Volunteer VancouverThe mission of Volunteer Vancouver is to inspire & build leadership in the voluntary sector. This publication is intended to be a medium of communication and information for the many organizations active in the volunteer and not-for-profit sector. The opinions expressed herein are solely those of the writers and do not necessarily reflect official policy of the Board of Directors of Volunteer Vancouver. Volunteer Vancouver |
