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rlunsfor

rlunsfor
Member since : Dec-14-2008 (Verified)
1 Ideas, 1 Comments, 43 Votes

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Ideas Posted

33
This is not a high priority item except for when you are the employee just hired and you have no checklist who to call to get set up correctly. A centralized tool with staff assigned for each process in place would help make sure the employee's transition is smooth. This centralized orientation system needs to be in the form of a welcome packet with forms, checklist, roster of who to contact, explanation of benefits; such as this position warrants this type of car and you are eligible for this size of rental car. A copy of employee reimbursement manual, the position profile, org chart, etc. The orientation staff assigned need to be trained and need to know this orientation is part of their duties. The employee needs a mentor or someone assigned to help them through the process.
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Comments Posted

rlunsfor 3 months ago
I feel we have lost our way in engaging volunteers. My research with PDL2 students confirm. Many of them know what the book says and what their team leader shares with them. They want to engage more volunteers, but most say they spent most of their time chasing dollars and membership. They are frustrated that they are just turned loose with no structure to their on-the-job-training. When quizzed, most shared they do not have a district plan of action nor have they seen the council strategic plan goals.

We should require an on-the-job-training development program for every new hire and make it part of PDL 1, 2 and 3 certification. That will require some out of the box thinking since the local council is the employer.

Other industries don't allow their salesmen out on a call until their manager has went with them to observe and be observed. My DE had a development plan for me; we organized two units together before he turned me loose. Part of this training was being videotaped with me making the pitch to him! Oowee! I had to know the program, how to handle objections and close the sale. He was with me for all the steps. He had one more step not on paper, he taught me to create value. I was not only the salesman but I stayed with the unit until the commissioner team and training team were engaged. These are memories of a good training development program engrained in me.

I propose we need a career district executive career path with salary and recognition to make it worth their while to take this route. Other industries reward their career salesmen for sustained success and experience. It is not unusual for salesmen to be better compensated then their manager. Strength Finders is a tool capable of helping us get the best out of our most valuable asset our staff. Not everyone should be a manager. They should not be promoted just because they are successful district executives and management feels they are ready for management.

When I entered the profession, I was very fortunate to be put in a district with a career DE. He had been in same district for 23 years and he made more salary than his field director. Our district was a well oiled machine with full committees, commissioner team and committed staff. The glue was the district plan of action developed and used by volunteers. The plan had our monthly goals included and was for the most part the agenda for each committee meeting. It was their plan. They were used to winning as a team. All this happened due to a career DE who had farmed the same district for 23 years. I believe a career DE can make all the difference in growing Scouting financially and in membership through volunteers.

I still remember our district objective: We will offer the Scouting program to all eligible youth who want to join and we will provide a Quality, Fun and Safe program with trained leaders within a balanced budget. It was FUN to be part of this team. I could smell the "campfire smoke" at all our district meetings.