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| Personnel |
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Issues about personnel often thwart otherwise successful organizations. Leadership is faced with defining job responsibilities and finding qualified applicants, differentiating between the levels of job complexity and responsibility in order to create an equitable salary scale, and, setting performance expectations and appraising outcomes. Often, it is unclear if, when, and how the board should be involved in addressing these issues. Joyaux develops job descriptions and performance appraisal processes. The firm helps design organizational structures and reporting systems for staff. Joyaux also helps improve management systems, policies and procedures, and group process. Joyaux helps negotiate relationships between staff and volunteers. Joyaux Associates can also assist organizations find the right staff for development and executive leadership positions. Joyaux Associates will write job descriptions, outline knowledge and experience required, review resumes, and help conduct interviews. As part of general consulting contracts, Joyaux also provides coaching to development officers and chief executives. Services
Representative Clients
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Cases:
Rhode Island Community Food Bank The Rhode Island Community Food Bank asked for consulting help to review its staff positions and pay rates. The Food Bank wanted to determine the relative worth of its jobs, develop new job descriptions, and design a compensation program including salary ranges and benefits. Simone Joyaux worked with Food Bank over a three-month period, addressing each of these issues.First, job descriptions were rewritten to ensure clarity between supervisor and employee. Then, Simone designed a job evaluation system which was used to compare the complexity and role of all the agency’s employment positions. This process produced the ranking of jobs to be used in establishing salary ranges. Simone carried out a compensation survey to test the pay rates of similar organizations for comparable positions. Results of the survey were combined with the job ranking and then Simone developed a new salary schedule. These salary ranges were mathematically calculated in accordance with standard compensation practices. Care was taken to ensure the salaries were competitive with the marketplace even as they accommodated the Food Bank’s financial resources. Finally, personnel policies were reviewed, an employee exit interview was developed, and the performance appraisal process for the executive director was revised. Coggeshall Farm Museum The Coggeshall Farm Museum was ready to hire its first executive director and wanted to ensure an appropriate job description. As a living history museum, Coggeshall also had a farm museum manager whose senior-level position worked with both the board and executive director. In order to outline the director’s responsibilities, Simone began by addressing the board role. Through a series of board interviews and meetings, the consultant helped Museum leadership outline the governance functions of the board and its committees. With this information in hand, leadership and the consultant then could outline the roles and responsibilities of management. General parameters of both the director and farm museum manager were outlined in a work session with the full board and senior-level staff. Simone drafted comprehensive job descriptions for board, committees, and, finally, the executive director and farm museum manager. During a subsequent board work session, the skills and performance requirements necessary for the board were outlined. In the case of staff, the consultant drafted job descriptions which included general functions, principal accountabilities, approximate time allocations, and qualifications for hiring. |
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