b shared hr functions
DESCRIPTION
Shared HR Functions from Caster Family Center for Nonprofit Research event on June 5, 2009. The event was sponsored by U.S. Bank.TRANSCRIPT
PartnersBethlehem Haven
Center for Victims of Violence & CrimePOWER
Pittsburgh, Pennsylvania
Bethlehem Haven’s mission is to
provide a continuum of care to homeless women that leads to
self sufficiency.
The Center for Victims of Violence &
Crime’s mission is to heal
trauma, resolve conflict & end
violence.
POWER’s mission is to help women reclaim their lives from the
disease of addiction & to reduce the incidence of
addiction in future generations.
Collaboration . . . mutually beneficial relationship between two or more organizations that includes:
• Commitment to shared relationships & goals
• Jointly developed structure & shared responsibility
• Mutual Authority & Accountability
• Sharing of Resources & RewardsReport from The Forbes Funds
“Mutually Beneficial”
Step 1: Identified the Problem
• Growing HR needs• Limited resources
Step 2: Envisioned the Solution
• To address growing HR needs by creating a shared HR department
Getting Started
Step 3: Who Should be Involved?
• Identified ourselves as the Partners
• Obtained Board approval
• Secured initial Foundation support
• Hired Consultant
HR Director & Partners with consultant Kate Dewey, Dewey & Kaye
“Commitment to Shared Relationships &
Goals”
• Why it worked (and works!)
Initially . . . Trust, respect & mutual likability
Throughout . . . Operating Agreement
Today . . . History and trust, respect & mutual likability
The Relationship
HR-C Original PartnersHR Director, Nancy Simpronio, with Executive Directors of HR-C Partner Agencies – Marilyn Sullivan, Rosa Davis and Stephanie
Walsh
The Goals
• Address growing HR & personnel management needs of the three partner agencies
• Ensure legal compliance & best practices
• Become employers of choice
• Realize cost savings through economies of scale
Step 4: Conducted a Readiness Assessment
• Hired consulting firm to conduct HR audits of each organization
“Jointly Developed Structure with Shared
Responsibilities”
Step 5: Developed a Plan
• Establish a workable model
• Created a job description
• Agreed on plan for recruiting HR Director
• Developed an Operating Agreement
Planning Cont’d.
• Agreed on Resources & Inputs
– Time ~ commitment to monthly meetings
– Talent ~ each ED took responsibility for portion of the plan (i.e. grant writing, supervision, pr)
– Funding ~ sought & secured $325,000+ from foundations
Planning Cont’d.• Identified Desired Outputs– Hire & Share HR Director– Develop materials, templates, etc.– Establish structure for future expansion
• Assigned responsibilities– Rosa ~ grant writer & keeper of records– Stephanie ~ space & management– Marilyn ~ communications/PR
“Mutual Authority & Accountability for
Success”Step 6:
Implemented the Collaborative
• Operating Agreement described:– our values &
guiding principles– how decisions
would be made– the exit strategy
HR-C received the
People Do Matter Award
April 5, 2006
HR-C wins People Do Matter award, sponsored by the PHRA, in the category of “Work Structures & Processes”
Nancy Simpronio, MSHR, PHR and her mom!
Increased Local Visibility & National Attention
Respect & Recognition/Model
Increased Funding from Foundation Community
Opportunities to Share & Learn Outside of HR
SHARING MORE RESOURCES & REWARDS
So, where are we now and where are we headed?
Today’s Team
A Strategy for Expanding the Impact of the HR-C
• With additional funding from Richard King Mellon Foundation, we hired consultant Rhonda Schuldt of The Synergos Group LLC to help us develop a business model & plan for expanding the HR-C. (Outline for the business plan developed by consultant follows)
An Expanded HR-C• The HR-C’s Primary Customer– Executive Directors of Nonprofit
Organizations
• What They Need (What we’ve learned*)– HR Audits– Benefits and Pay– Professional/Expert Knowledge– Uniform Policies and Procedures– Successful Recruiting & Retention– Collaboration Consulting* customer research through surveys in early 2008 & executive
director round table discussion in the summer of 2008
What Has Changed?Radically Changing Economic Times
Current HR-C Members• All 3 have merged and/or grown – increased complexity &
issues that accompany such changes have stressed HR-C capacity
Nonprofit Community• Stress on Employees – as more people seek assistance &
resources to deliver services, organizations need assistance in training, motivating & retaining employees
• Downsizing – assistance with layoffs and organizational closures
• Risk Management – employee stress can increase risk, particularly in human services agencies
• Partnership & Mergers – cultural and programmatic alignment to better serve the community through organizational alliances
Invest in staff development – “Agency leaders must be cautious of the stress being placed on nonprofit
staffs and avoid burnout during this tumultuous time. Workloads must be monitored, and agencies must implement activities to keep staff energized,
refreshed, and current with needs and trends.”• Understanding the Impact of the Economic Downturn on
Pittsburgh Residents and Human Services AgenciesThe Forbes FundNovember 2008
OPPORTUNITY
“We are all faced with a series of great opportunities - brilliantly disguised as
insoluble problems.”~ John W. Gardner
Immediate Opportunities
Assist organizations in crisis by helping them thoughtfully address staff
reductions while maintainingcritical services.
Longer Range OpportunitiesStrategic Direction
Missionour purpose, expressed in lives changed
“To professionalize human resources for nonprofit organizations so they can better focus on their mission.”
9/3/08
Strategic Vision strategic destination…where we want to be
“The HR-C will be a premier builder of human resource
capacity for the nonprofit community in
Southwestern Pennsylvania”
9/3/08
Responding to the Needsdiffering levels of need and engagement
Partners – New partners in the “collaborative”– Professional HR function to be present within the organization– HR professional as a member of the management team
Clients– Specific services offered– Short-term engagement– “consulting”
Subscribers– Access to a knowledge bank, updated information related to
HR issues– “Call-In” option for HR questions needing a quick answer from a
HR professional– Community/Network
Potential Offerings
Strategic Next Steps Moving Forward
Contacts & Resources
• HR-C, Nancy Simpronio, PHR– 412.243.7535, x-221– [email protected]
• Bethlehem Haven, Lois Mufuka-Martin, MEd– 412.391.1348– [email protected]– www.bethlehemhaven.org
Contacts & Resources• CVVC, Stephanie Walsh, MSW– 412.482.3240, x-120– [email protected]– www.cvvc.org
• POWER, Rosa Davis, MSW– 412.243.7535, x-213– [email protected]– www.power-recovery.com
Contacts & Resources• The Synergos Group LLC, Rhonda Schuldt– 412.551.4408– [email protected]– www.synergosgroup.com
• Dewey & Kaye, Kate Dewey– 412.281.9690– [email protected]– www.deweykaye.com
Contacts & Resources
• The Forbes Funds, Diana Bucco– 412. 394.4271 – [email protected] – www.forbesfunds.org