Randi Frank HR Consulting

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20 Top HR Tips — in Honor of Our 20th Anniversary

1. Recruitment of a vacant or new position requires a Job Description, so you can articulate the minimum experience, skills, and educational requirements. Candidates deserve a clear picture of the expectations of the position. – see blog on Job Descriptions

2. Develop a Profile about your organization, to help candidates get excited about the possibility of working for you– see blog about Recruitment and Executive Searches

3. Refer to our sample Profiles to get started, and then describe the best aspects of your unique organization– see RFF website sections of current and past Executive Searches 

4. Determining which candidates to interview requires a fair and logical process. Review the resumes and develop a grading process or checklist to identify top candidates – see blog on Reviewing Resumes

5. Interviews of candidates should follow a structured format.  Options include one-on-one, meet-and-greet, panel interviews, writing assignments, etc. Encourage interviewers to take notes, to ensure fair assessments – see Tips for Interviewing blog

6. Reference and background checks need to be conducted once a selection has been made after interviewing candidates. You will want to check some of the following depending upon type of positions – credit check if appropriate, colleges degree verification, certification verification, criminal and civil court check if appropriate, driving check if they are driving employer’s vehicles. Calling references should be both supervisors and subordinates.

7. Once you hire a new employee, conduct an onboarding process to ensure the new employee has all the resources they need and can see how their position fits into the organization —— therefore, how they fit into the organization! – see Tips on Orientation & Onboarding

8. Onboarding is not a one-day program of filling out forms and setting an employee up at a workstation. It means following through with them for the first week, first month, first 3 & 6 months — all the way to their first year! –see Tips on Orientation & Onboarding

9. Onboarding includes taking the person to lunch for the first day of work and introducing him or her to someone who can be a mentor – see Tips on Mentoring

10. Mentoring is a great way to develop leaders in your organization – see Tips on Mentoring

11.      Performance evaluations should not be once a year – periodic feedback and adjustments enable employees to meet expectations and standards – see tips on performance evaluations

12.      A yearly formal performance evaluation can be used to determine compensation increases for great performance as well as address performance gaps – see tips on performance evaluations

13.      A performance evaluation process should include annual goals for the employee, division, and organization; incorporate initiatives with ongoing duties– see tips on performance evaluations

14.      Goals and objectives help all employees get on the same page to move the organization forward.  Everyone deserves to know how they can contribute to success – see tips on goals and objectives

15.      A goal setting process should start with a brainstorming session by all members of the team, followed by prioritizing the goals based on solid data – see tips on goals and objectives

16.  Why do organizations need Human Resources systems and policies? – Because they ensure fair practices and without them you could be sued for discrimination, sexual harassment, etc. – see tips on Sexual Harassment Prevention, for example.

17.  It is critical that all organizations have an employee manual that is updated regularly. Clear, documented policies provide the framework for maintaining a work environment that is respectful and complies with labor laws – see tips on Why your business needs a HR expert

18.  If you want to retain your great talent you need to make them feel welcome on day one and remind them how important they are to your organization, your mission, the people you serve, and other employees. High performers often burn-out. Stay Interviews can assess if employees are engaged and still happy with their work – see tips on stay interviews

19. Another method to keep your talent is to help them take on leadership roles, which includes providing training and guided experiences in being a supervisor or project leader. Develop a succession plan to identify your next leaders – see tips on succession planning

20.  If you are selected to be that new leader, you need to understand what will be expected of you and what resources are available to help you succeed – see tips on new leaders/new executives

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Orientation & Onboarding Tip 1: Prepare for your new employee’s arrival.

Onboarding a new employee begins well before the employee’s first day on the job. Manage expectations with regular communication with the new hire prior to the start date. It will ensure that both parties understand the conditions of employment and will make everyone more comfortable on the first day and moving forward.

Here are four tasks to complete prior to the new employee’s start date:

  • Confirm your new employee’s acceptance of the position.
  • Make sure you know what paperwork is required and with whom the new employee will meet to complete it (e.g., Human Resources, payroll coordinator, benefits assistant).
  • Stay in regular communication with your new employees via email or phone during the period between the acceptance and the start date; make sure they understand the conditions of employment and anything they need to do before their new job starts.
  • Provide critical first-day information (e.g., when to arrive, where to park, where to report, what to wear, what documents to bring to complete, what the schedule will be).

This is the first of eight tips that will appear weekly on this blog. 

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Director of Parks & Recreation, Town of Preston, CT

*Town of Preston, Connecticut (Pop 4,788)*

*Director of Parks & Recreation*

*We Invite Candidates to Apply *

*for the Director of Parks & Recreation Position*

The Town of Preston is located in New London County in the southeastern region of Connecticut. This semi-rural town is 31.3 squares miles in area, with commercial activity centered on a few small retail centers along the major roads. Preston has successfully retained the small-town charm that is missing from most modern suburbs, including keeping its working farms and plentiful open space.

The local government has been actively involved in projects to enhance the quality of life for the citizens, that share the commitment to the future.  This includes the plan for the large Preston Riverwalk Project planned for across the Thames River from Mohegan Sun.  This development will be a non-gaming destination and is planned to include outdoor and indoor attractions, and recreation opportunities, hotel and retail space, restaurants, housing, a marina, RV Park and more. See full Profile for more information about this and other projects.

The First Selectwoman is the Chief Elected and Chief Administrative Officer of the Town. She works with the Board of Selectmen to develop policy direction and approve the budget that is then sent to the Board of Finance and finally to the Town Citizens. The First Selectwoman appoints the Director of Parks & Recreation.

The Director of Parks and Recreation performs professional, management and administrative work in planning and implementing all adult and youth recreation programs. This position is responsible for the execution of policies and procedures, and the supervision of staff including scheduling and training for all parks and recreation programs. It ensures proper maintenance of P&R facilities. The position evaluates the needs of the various populations it serves and seeks out new ideas and methods to provide the appropriate services. Supervises the Recreation Office Assistant, Park Maintainers, Summer Camp Directors & Counselors, Program Instructors, Basketball Referees, Volunteers.

*Qualifications:*

The qualifications required would generally be a Bachelor’s degree in recreation, physical education or a related area. A minimum of 5 years’ relevant experience is required, preferably in a municipality, with 2-3 years of supervisory experience, and/ or any equivalent combination of education, training, and work experience.

*Special Requirements*:

Must have and maintain: Valid CT Driver’s License

CPR/First Aid Certification

Certified Parks & Recreation Professional (CPRP) preferred

*Compensation and Application Process*

The Town of Preston offers a competitive salary commensurate with qualifications and experience (Range $32.98 to $41.22/hour). The Town provides a generous benefits package which includes health insurance with only 6% employee contribution for employee and family, dental and life insurance, vacation and sick leave as part of Paid Time Off. Additionally, the Town provides a defined benefit pension plan through the State of Connecticut known as MERS

If you are interested in this opportunity, please contact Ms. Randi Frank (Contact information below). If you have more questions about the position and salary, please contact Ms. Frank.

*Click here for the Profile about the position.* To apply now please submit your cover letter and resume to Ms. Frank. The position will remain open until filled; the first screening date is April 26, 2024.

Ms. Randi Frank,

Randi Frank Consulting,

7700 Hoover Way, Louisville, KY 40219

[email protected]  

www.randifrank.com  

203-213-3722

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Public Works Manager -Town of Preston, CT

Town of Preston, Connecticut (Pop 4,788)

Public Works Manager Search

We Invite Candidates to Apply for the Public Works Manager Position

The Town of Preston is located in New London County in the southeastern region of Connecticut. This semi-rural town is 31.3 squares miles in area, with commercial activity centered on a few small retail centers along the major roads. Preston has successfully retained the small-town charm that is missing from most modern suburbs, including keeping its working farms and plentiful open space. 

The local government has been actively involved in projects to enhance the quality of life for the citizens, that share the commitment to the future.  This includes the plan for the large Preston Riverwalk Project planned for across the Thames River from Mohegan Sun.  This development will be a non-gaming destination and is planned to include outdoor and indoor attractions, hotel and retail space, restaurants, housing, a marina, RV Park and more. See full Profile for more information about this and other projects.

The First Selectwoman is the Chief Elected and Chief Administrative Officer of the Town. She works with the Board of Selectmen to develop policy direction and approve the budget that is then sent to the Board of Finance and finally to the Town Citizens. The First Selectwoman appoints the Public Works Manager.

The Public Works Manager is responsible to develop, manage, supervise, and direct the programs and activities of the Public Works Department in the functional areas of road, sidewalk, bridge construction and repair; transfer station management; vehicle equipment maintenance; building repairs, storm water drainage/flood control management; emergency storm and snow removal by public works staff and contractors.  The Manager supervises crews on assigned projects or activities of a public services nature.  Please see Profile for a list of exciting projects in the Town of Preston which will require the Manager’s guidance and leadership.

Qualifications:

The qualifications required would generally be an Associate’s Degree or Advanced Technical Education with 5-10 years of construction, highway maintenance, project management and Municipal Public Works experience especially winter operations, and supervision; or any equivalent combination of education, experience and training.

Special Requirements:

· Must have and maintain: CDL B License.

· Must get and maintain: Transfer Station Operators Certificate within 6 months

· Must get and maintain: American Traffic Safety Services Association Flagger Certification within 6 months

· Must obtain and maintain: Tree Warden Certificate within 6 months

Compensation and Application Process

The Town of Preston offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health insurance with only 6% employee contribution for employee and family, dental and life insurance, vacation and sick leave as part of Paid Time Off. Additionally, the Town provides a defined benefit pension plan through the State of Connecticut known as MERS

If you are interested in this opportunity, please contact Ms. Randi Frank (Contact information below). If you have more questions about the position and salary please contact Ms. Frank. CLICK HERE FOR FULL PROFILE To apply now please submit your cover letter and resume to Ms. Frank. The position will remain open until filled; the first screening date is April 15, 2024.

Ms. Randi Frank, Randi Frank Consulting, 7700 Hoover Way, Louisville, KY 40219

[email protected]  www.randifrank.com   203-213-3722

Ms. Randi Frank

Randi Frank Consulting, LLC

www.randifrank.com

[email protected]

203-213-3722

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Town Manager of Town of Clinton, CT

THE TOWN OF CLINTON, CT (Pop 13,300) INVITES CANDIDATES TO APPLY FOR THE TOWN MANAGER POSITION

Clinton, Connecticut is a town of about 13,300 population, along the coast halfway between New York City and Boston. Clinton has a quaint, small-town feel, with many historical districts listed with the National Register of Historical Places, and its shoreline has beaches, marinas and a harbor that is part of Long Island. The Town enjoys a diversified economy with the top sectors comprised of retail, government, manufacturing, utilities and marinas. The Town also has a business environment with a manufacturing coalition, the home of Chamard Vineyard, and a large retail mall known as Clinton Crossing Premium Outlets, which attracts visitors from other states and all of Connecticut. The Town is attractive to tourists, due to the waterfront and restaurants, including the famous Lobster Landing.

 Form of Government

The Town of Clinton has a Council-Town Manager form of government which started in November 2019. The seven-member council are elected for staggered 4-year terms at large. There is a requirement that no more than 4 members of the council be from the same political party, to ensure minority representation. The Chairman of the Council is chosen by the Council Members in January after an election.

The Town Council provides the oversight and leadership required to guide the direction of the Town and to ensure the optimum delivery of services to the residents in the most cost-effective manner. This is accomplished by directing the Town Manager to implement the Council policies.

About the Town Manager Position

The Town Manager is responsible to the Town Council for the proper administration of all Town affairs as outlined in the Town Charter. The Town Manager is the Chief Executive Officer who oversees and manages municipal service functions and day-to-day operations of the Town. The Town Manager performs personnel management, collective bargaining, labor relations, purchasing and grants administration; and appoints all department heads and employees with approval by the Town Council. The Manager works closely with the Town Council, department heads, and the Board of Education to develop strategic priorities and annual budgets. The Manager administers all laws and ordinances through the various departments. The Town Manager researches issues of concern for the Council and makes recommendations for their review. The Town Manager works collaboratively with internal and external stakeholders to promote economic growth which is a high priority along with infrastructure improvements They represent the Town in regional and state meetings to ensure awareness of programs and opportunities that may affect the community and serves as voice and advocate for Clinton’s interests

Qualifications:

Must hold a master’s degree in public administration, business administration or related field with 5 –10 years management experience in municipal government or related experiences. International City/County Management Association (ICMA) Credentialed Manager preferred; or an equivalent of experience, knowledge, and education.

Knowledge, skills and abilities should include: good communications skills, economic development skills, labor relations knowledge, human resources experience, finance and budgeting experience, ability to find, secure, and implement grants, excellent project management skills, knowledge of purchasing and contracting services, public relations and public speaking skills, and technology knowledge to improve services.

Compensation and Application Process

 The Town of Clinton offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance, paid vacation, and sick leave. Additionally, the Town provides a defined contributions retirement plan.  Negotiable items include car allowance, relocation expenses, amount of employer contribution to retirement plan. Residency is not required.    Clinton is an AA/EOE Employer

If you are interested in this exciting opportunity, or need additional details or salary, please contact Ms. Frank at the address below. To apply now please submit your cover letter and resume to Ms. Frank. The position will remain open until filled; first screening date is March 15, 2024.

For more information contact Ms. Frank,Click here for full profile about position

Ms. Randi Frank; Randi Frank Consulting, LLC; 7700 Hoover Way; Louisville, KY 40219       203-213-3722 [email protected] www.randifrank.com

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Succession Planning Tip 1: Plan ahead for positions that are likely to be opening up in the near future.

In order to design a successful succession plan, you need to first know your company/agency. Who supervises whom? Who handles which functions? Know the full organization of your company/agency.

In planning ahead you need to take into account how many employees may be leaving or retiring.  What would you do if one of your top managers had to have an operation and was going to be out for 3 months? You will need someone to fill in for that position.

Be mindful of any future skills the job might require. Although forewarning is not always possible, it is ideal for giving you enough time to choose the right candidate for the right position.

Questions? Contact me today!

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Interviewing with Randi Frank

Once you have candidates for your position what type of interview process should you use? Randi Frank of Randi Frank Consulting LLC speaks about various options related to interview processes including the steps to take once you find your best candidate.

If you have any questions feel free to contact Ms. Frank at [email protected] or review her website for samples of Executive Searches conducted. Randi Frank Consulting can help you with full recruitment services, executive searches, interviews or just portions of the process.

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Tips for New Leaders/New Executives Tip 2: Learn as Much as You Can About Your New Environment

Starting a new position as an executive at an Agency with a long-time established staff can have it’s challenges. Here are some tips to help you transition into your new leadership position successfully.

Learn as much as you can about your new environment: ask the hiring authority about the staff, past issues and culture zovirax pills.

  1. Make sure you have asked some questions about staff, past issues and culture during your interview but be sure to go into more details with the hiring authority before your first day. During the interview it’s likely you heard all the positives–now that you have been hired ask if there are any specific concerns that may have not been discussed during the interview process.
  2. If they have an executive search firm, have a long discussion with them to find out the underlying concerns of the agency. Most search firms have had many conversations with staff, stakeholders and board members and can provide useful information that will help you transition with ease during the first months.

Learn as much as you can about the previous leader/executive and how they managed the organization. How long were they in the position? How did their leadership and their departure affect the organization?

Questions? Contact me today!

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Tips for New Leaders/New Executives Tip 3: Research the Organization and Its Accomplishments

Starting a new position as an executive at an Agency with a long-time established staff can have it’s challenges. Here are some tips to help you transition into your new leadership position successfully.

Research the organization and its accomplishments, goals, objectives, mission statement, etc.

  1. Find out who some of the stakeholders are and make sure you arrange to meet with them during your first month along with key staff and board members.
  2. Understand the additional resources that are available to your organization from some of the stakeholders, member organizations, and related non-profits or NGO’s (Non-Governmental Organizations).
  3. Review the budget and the contracts that are in place so you understand the numbers and expectations for each of the program areas of the agency.

Questions? Contact me today!

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Why Would a Small Business Need Employment Practices Liability Insurance?

With so much on a small business owners mind, it’s easy to get overwhelmed. Costs can add up quickly, so it’s easy to put somethings on the back burner. But just like getting insurance on your home or car, you need to think about the variety of insurance needed for your business. You’ll want to insure any physical assets you have; inventory, vehicles and buildings. You want to protect your company in case there is a mishap or accident related to your business and location. Also, if you have 2 or more employees, it’s very important to get employment practices liability insurance.

What is Employment Practices Liability Insurance?

Employment Practices Liability Insurance safeguards your small business when a worker sues over employment-related problems.

This type of policy covers your legal costs when an employee or group of employees claim their civil rights were violated or they were unable to perform their work in a fair environment.

Even when you’ve done nothing wrong, a frivolous lawsuit can become extremely costly.

What Sort of Employee Issues Might Be Covered?

The problems below, whether caused by you, one of your employees or even a vendor can be reasons for a lawsuit.

Breach of Contract
Discrimination
Invasion of Privacy
Mental or Emotional Distress
Mismanagement of Benefits
Sexual Harassment
Slander
Wrongful Discipline

But That Won’t Happen to Us…

The dilemma with a small business is that many are just like “family”, but that will NOT keep someone from suing when something goes wrong.

One sexual harassment or discrimination lawsuit could cost you between $300,000 to a million-dollars for the legal settlement plus attorney fees. I don’t have to tell you this could bankrupt any small business.

Steps To Obtain Employment Practices Liability Insurance

  1. Confirm Your Human Resources Practices Are All Documented
  2. Contact a Business Insurance Carrier

Why is That First Step Needed?

In order to obtain the needed coverage, the insurance company will require a copy of your HR materials. If you are not adhering to specific legal standards, you are setting yourself up for multiple problems. Having the correct hiring and management processes reduces the insurance company’s and your risk.

NOTE: If you don’t have a Human Resources department to help you create these documents, then look for a Human Resource Consultant.
(See our blog on the importance of HR in a small business.)

Needed Documents

The first step is to develop an employee manual or personnel policies for your company. The policies should include:

  • Benefits Information
  • Disciplinary Process
  • Employee Work Schedules
  • Methods to Report Problems
  • Non-discrimination Policy
  • Proper Performance Guidelines
  • Safety Rules
  • Sexual Harassment Prevention Policy
  • Workplace Violence Prevention Policy

Final Details Prior to Getting Employment Practices Liability Insurance

Once you have established the appropriate procedures for your firm, you need to set up a recruitment process that is fair and equitable to avoid discrimination. (See our tips on recruiting).

To recruit the right talent for your organization it is important to develop job descriptions to inform employees of their duties, responsibilities, proper qualifications, experience or certifications, etc. (See our tips for job descriptions).

Finally, you need to make sure you have an onboarding process that educates employees about all the policies. (See our onboarding blog).

If your organization needs help with any of these systems call or email Randi Frank Consulting, LLC. We have detailed check-lists for these procedures and have developed appropriate policies for many small businesses. [email protected] 203-213-3722

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Executive Search Tip 2: Why are most Executive Searches conducted by outside firms/consultants?

The main reason most Executive Searches are conducted by outside resources is TIME. Often there is not enough time or staff within the existing agency to provide the thoroughness of meeting with stakeholders and making all the contacts to reach out to potential candidates. In addition, many times the position is difficult to fill which requires more time than staff has available, especially if they tried and did not get enough candidates.

The outside agency provides a professional unbiased opinion about the qualifications of the candidates. This helps when there are inside candidates along with outside ones so all are evaluated with the same professional standards. An outside agency also has access to a greater pool of qualified candidates.

An Executive Search Firm has conducted many of these types of recruitments and can assist the agency with outlining the true needs of the position and the appropriate places to find the right candidates.

Questions? Contact me today!

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Orientation & Onboarding Tip 2: Make sure your new employee has a proper orientation.

The orientation process should be designed to make the new employee comfortable and capable in their new position. In addition to ensuring that training and tools are available for them to be successful in their new position, it’s important for the new hire to feel comfortable with his co-workers and supervisors and with the agency culture.

Here are six things to consider including during the orientation process.

  • Give the new employee basic information about the agency (e.g., history and mission, programs and services, working environment, and recreational and community engagement activities).
    • Provide new employees with the information needed for them to learn the job. Giving new employees proper training can increase the morale of new workers and reduce turnover.
  • It’s okay to use different forms of overview orientation tailored to the different needs of employees, based on their position (administrative vs. engineering, for example). Hold group job-specific orientation sessions if you have more than one person starting in a similar position at the same time.
  • Be there when your new employee is introduced to his or her department head (if that did not happen during the interview process). If possible, designate a “buddy” to help him or her get acquainted with the organization.
  • Along with making the new employee feel comfortable, make sure that current employees are comfortable with the new worker. Before his or her arrival, inform current employees that there will be a new employee, and tell them what department the newcomer will be in and what his or her job will include.
  • Hold a small gathering to introduce new employees or take them out for lunch to make them feel welcome.

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Louisville Metro Director of Parks & Recreation

Louisville is the largest city in the Commonwealth of Kentucky and the 29th most-populous city in the United States. Named for King Louis XVI of France, it was founded in 1778 by George Rogers Clark, making it one of the oldest cities west of the Appalachian Mountains. Located beside the Falls of the Ohio, the only major obstruction to river traffic between the upper Ohio River and the Gulf of Mexico, the settlement quickly became one of the busiest ports in the United States.

Owing to its strategic location at the Falls of the Ohio, Louisville was a major commercial center. River transportation was supplemented by the construction of the Louisville & Nashville Railroad, which was chartered in1850 and operated more than 1,800 miles of line in the state by 1920. Joseph E. Seagram and Sons opened the world’s largest distillery in Louisville following the repeal of prohibition.

Today, the city is known as the home of the Kentucky Derby, Kentucky Fried Chicken (KFC), the University of Louisville and its Louisville Cardinals athletic teams, Louisville Slugger baseball bats, and three of Kentucky’s six Fortune 500 companies: Humana, Kindred Healthcare and Yum! Brands. Its main airport is also the site of United Parcel Service’s worldwide air hub. Louisville is also the world’s capital of “bourbonism” – 95 percent of the world’s bourbon is produced in Kentucky and Louisville is home to the Kentucky Bourbon Trail which leads to Frankfort, Bardstown, and Shelbyville, among other nearby destinations.

Description of the Government

The current government in Louisville was created after the merger of the governments of the City of Louisville and Jefferson County and is referred to as Louisville Metro Government. It is organized under a mayor-council system. The Mayor is elected to four-year terms and is responsible for the administration of Metro Government. The Louisville Metro Council is a unicameral body consisting of 26 members, each elected from a geographic district, normally for four-year terms. The Mayor is limited to three consecutive terms while members are not term limited. Department directors, including the Director of Parks and Recreation, are appointed by the Mayor. The Director of Parks and Recreation reports to a Deputy Mayor.

About Louisville Metro Parks and Recreation

Louisville is known as the City of Parks and for good reasons. Louisville’s park system is the last de- signed by Frederick Law Olmsted, the “Father of American Landscape Architecture,” and one of only five such systems across the country. The Louisville parks and parkways system is a clearly planned system of large, landscaped parks connected by tree-lined parkways, and smaller parks, playgrounds, and squares.

The system includes nearly 6,050 acres in parks, parkways, and green-ways and 6,600 acres within Jefferson Memorial Forest, the nation’s largest municipal urban forest. There are 81 neighborhood parks, 29 community parks, 10 major urban parks, 14 community centers, 10 golf courses, six parkways, four greenways, the historic Iroquois Amphitheater, an Adapted and Inclusive (AIR) recreation center, the Mary T. Meagher Aquatic Center, three outdoor pools, two skateparks, five cemeteries, and two historic homes.

In 2022, Louisvillians identified parks, trails, and recreation among the top three factors that make the community a great place to live.

Louisville Metro Parks and Recreation is accredited by the National Recreation and Parks Association (NRPA).

About the Director of Parks and Recreation Position

The Director is responsible to the Office of the Mayor for the proper administration of all Department affairs as outlined in the Charter. The Director oversees and manages all municipal service functions and day-to-day operations of the Department. The Director performs personnel management, participates in collective bargaining, labor relations and participates in the selection of departmental employees.

The Director works with the Mayor’s office to develop strategic priorities and annual budgets in partnership with other departments and Metro Council. The Director administers all laws and ordinances related to the department. The Director implements policies and manages operations. The Director of Parks & Recreation implements the department budget and oversees the maintenance of department assets and facilities.

The Director researches issues of concern for the Mayor and Metro Council and makes recommendations for their review. The Director works collaboratively with internal and external stakeholders to promote Metro Parks while maintaining their essential character. The Director represents Metro in regional and Commonwealth meetings to ensure awareness of programs and opportunities that may affect the community and serves as voice and advocate for Metro Louisville’s interests.

Visit louisville.gov/government/parks for additional information.

Qualifications:

Masters or Bachelor’s in Parks & Recreation Administration with over 8-10 years of experience in a diverse Parks & Recreation Department at the administrative level or knowledge, skills and education that demonstrate ability to provide leadership, management, and administration of Louisville Metro Parks & Recreation with 300 employees and 120 parks, etc. Professional urban parks experience is a plus.

Knowledge, skills, and abilities should include great communications skills with all stakeholders and employees; management and operation skills; leadership skills; labor relations knowledge; human resources experience; ability to find, secure, and implement grants; excellent project management skills; budgeting experience; and the creativity to move the department forward by building relationships with non-profits, Council members and the community.

Compensation and Application Process

This Mayor appointed position has a very competitive salary for the role and expectations. An excellent benefits package will augment the salary.

If you are interested in this exciting opportunity and would like additional details, please contact Ms. Frank at (203) 213-3722 or Mr. Slavin at (770) 449-4656.

To apply: Submit a cover letter and resume to Ms. Frank at [email protected]. The position will remain open until filled; first screening date is June 23, 2023. Top candidates will be asked to complete a questionnaire. Early resumes will be reviewed as they arrive.

A detailed recruitment profile is available at either www.randifrank.com or www.slavinweb.

Ms. Randi Frank; Randi Frank Consulting, LLC; 7700 Hoover Way; Louisville, KY 40219, 203-213-3722, [email protected], www.randifrank.com. LOUISVILLE METRO IS AN AA/EOE EMPLOYER

Click here for Full Profile

Member – Louisville Independent Business Alliance

member of Louisville Independent Business Alliance

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