entr4800 class 6 (part 1): operations and hr considerations for social enterprise
DESCRIPTION
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise? Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture? http://www.socialentrepreneurship.ca/entr4800TRANSCRIPT
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ENTR 4800: Social Entrepreneurship
Class 6 (Part 1): Operational and HR Considerations
Monday, October 25, 2010
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Instructors: Norm Tasevski ([email protected])
Karim Harji ([email protected])
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© Norm Tasevski & Karim Harji
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© Norm Tasevski & Karim Harji
Agenda
• Greyston Bakery • What did we learn – Last Week? • “Live Case” - Christine Ho (Well of Change) • HR Considerations • Operational Considerations • Part 2 – Legal Considerations (other slide deck)
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© Norm Tasevski & Karim Harji
Last Week – What did we learn?
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© Norm Tasevski & Karim Harji
Well of Change – Christine Ho
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HR Considerations…
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© Norm Tasevski & Karim Harji
Where does HR Fit?
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© Norm Tasevski & Karim Harji
A Caveat…
Think of your HR from the perspective of “running a business”, not “running a charity”
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A Second Caveat…
Your HR Strategy must align with your business model and align with organizational values
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What if you were a…
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Product-based, for-profit Social Business…!
“Purpose-built”, non-profit Social Enterprise…!
“Fee-for-service” Social Business…!
“Virtual” Platform…!
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© Norm Tasevski & Karim Harji
What If you were a…. Product-based social business!
• Types of Employees?
• Volunteers?
• HR/volunteer management?
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© Norm Tasevski & Karim Harji
What If you were a…. Purpose-built social enterprise?!
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• Types of Employees?
• Volunteers?
• HR/volunteer management?
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© Norm Tasevski & Karim Harji
What If you were a…. Fee-for-service Social Business? !
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• Types of Employees?
• Volunteers?
• HR/volunteer management?
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© Norm Tasevski & Karim Harji
What If you were a…. Virtual platform? !
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• Types of Employees?
• Volunteers?
• HR/volunteer management?
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© Norm Tasevski & Karim Harji
Other HR Considerations…
• Who/what do you need?
• How do you find the right people?
• How do you define what they do?
• How (and from where) do you pay them?
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Exercise: What HR Strategy makes sense for…!
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Exercise: What HR Strategy makes sense for…!
Your venture???!
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© Norm Tasevski & Karim Harji
Balancing Financial and Social Tensions
• “Social cost”
• Business acumen
• Two missions – may lead to confusion/conflict
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© Norm Tasevski & Karim Harji
Governance and Decision Making
Board of Directors • Defining structure, roles, desired competencies • Governance principles; identifying accountabilities • Recruitment of members (tied to skill sets required) • Relationship between management and Board • Relationship with investors or funders • Relationship with other stakeholders • Managing tension between financial and social
objectives and activities
Management • Responsibilities and accountability for each position • Skills gaps and how will they be addressed • Will staffing needs change as the enterprise grows?
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© Norm Tasevski & Karim Harji
Summary: Key Questions
• Who will manage the business? • How do you plan to staff the venture? • Will staff require special training or accreditation? • Will the non-profit’s clients be hired? If so, are there any special
accommodations that will require additional staff or other resources? • Will staff work on contract, for honoraria, or on a permanent basis? • Do you have a person with business experience and/or training on
staff and how will that person be utilized? • Does the staffing plan match your operational needs and revenue
growth projections? • How will the staffing needs change as the enterprise grows? • Are any of the positions transitional by design? If so, how will the high
turnover rates be accounted for in the enterprise? • How easy will it be to attract qualified staff with anticipated working
conditions and salaries? • What is the organizational chart? What is the accountability of each
staff member? Source: http://www.enterprisingnonprofits.ca/sites/www.enterprisingnonprofits.ca/files/uploads/SEGUIDE_Web_Chapter_Five.pdf 21
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Operational Considerations…
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How do you… Operationalize your Value Proposition?!
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Your venture???!
???!
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How do you… Operationalize your “Customer” function?!
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Your venture???!
???!
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How do you… Operationalize your Channels?!
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Your venture???!
???!
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How do you… Operationalize your “Relationships” function?!
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Your venture???!
???!
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How do you… Operationalize your Key Resources?!
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Your venture???!
???!
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How do you… Operationalize your Key Activities?!
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Your venture???!
???!
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How do you… Operationalize your Partner Development?!
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Your venture???!
???!
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© Norm Tasevski & Karim Harji
Balancing Financial and Social Tensions
• “Social cost”
• Business acumen
• Two missions – may lead to confusion/conflict
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© Norm Tasevski & Karim Harji
Summary: Key Questions
• How will you operationalize each segment of the business model?
• How will you ensure that you adequately understand and capture your considerations and assumptions?
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© Norm Tasevski & Karim Harji
Appendix: MaRS workbooks
1. Building an A-Team • What values do you seek in new hires? • As the company grows, what new hires will you need and when? • What skills do successful employees at your company require? • What qualities do your employees need to make them excellent? • How should you screen and interview to find the best candidates? • How do you make an official offer of employment?
2. Compensation • What forms of compensation are most effective for a start-up? • How do I structure my employee stock option plan? • What benefits am I legally required to provide and how much will they cost? • How do I build a realistic and comprehensive HR budget?
3. HR at Work • How do I effectively bring new people on board? • How do I establish and conduct performance reviews? • What are the essential HR policies and procedures I need to have in place? • How do I create an effective employee handbook?
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Break
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