HR Consultant Randi Frank provides interviewing tips. Learn the processes to use to find the best candidates for positions available at your organization or company.
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.
- 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.
- 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).
- 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!
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
- Confirm Your Human Resources Practices Are All Documented
- 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
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!
Interviewing for Employers Tip 1: Decide who should be part of the Interview Team
Decide who should be part of the Interview Team and which method to use: one-on-one interview with one person; interview panel for ½ hour or hour interview; candidates meet different members of the team in one-on-one interviews every ½ hour or every hour.
Questions? Contact me today!
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.
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
Town of Weston, CT – Town Administrator Position
The Town of Weston is in Fairfield County, Connecticut. It has a population of about 10,000. It is almost all residential with a small commercial village which includes a grocery, dry cleaner, post office, coffee/café and liquor store. In the 1950’s the Town adopted a 2-acre zoning regulation for the whole Town. The Town is known for its excellent schools, beautiful open spaces and parks.
Form of Government
The Town of Weston operates under a Town Meeting form of government which includes the Board of Selectmen (BOS), Town Administrator and Board of Finance (BOF) which assist in preparing the town budget for the Town Meeting vote. The Board of Selectmen is comprised of 3 citizens with one of the members serving as First Selectperson who chairs the meetings. The Town Administrator reports to the First Selectperson who serves as the Chief Executive and Administrative Officer.
About the Town Manager Position
The Town Administrator shall be hired by, and shall be subject to dismissal by, the First Selectman, in both cases with the prior approval of the Board of Selectmen. The duties of the Town Administrator shall be to:
- Aid in recruiting and screening of personnel and make recommendations to the First Selectperson.
- Manage all Town employees.
- Assist in preparing the Annual Town Budget by gathering the necessary data and by compiling estimated budgets by the dates set forth in the Charter.
- Aid the First Selectperson in analyzing and reviewing programs, activities, and budgets and their short-term and long-term financial and cash flow implications.
- Satisfy reasonable request by officers, Boards and Commission to provide information.
- Carry out such other duties as the First Selectperson shall assign to the Town Administrator.
Qualifications:
- Bachelor’s Degree required. Five years’ supervisory/management experience in municipal government or related experiences preferred. A Master’s degree and International City/County Management Association (ICMA) Credentialed Manager a plus. Alternative work experience will be reviewed, or any equivalent of experience, knowledge and education
- Knowledge, skills and abilities should include: good communications skills; supervisory skills; labor relations knowledge; human resources experience; ability to find, secure, and implement grants; excellent project management skills; budgeting experience; purchasing and risk management skills.
Compensation and Application Process
The Town of Weston offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance and paid vacation and sick leave. Additionally, the Town provides a Defined Benefit Pension Plan thorough the State of Connecticut called CMERS. Relocation assistance is negotiable.
Weston is an AA/EOE Employer
To apply please submit your cover letter and resume to Ms. Frank. Position will remain open until filled; first screening date is October 18, 2023. Top candidates will be asked to complete a questionnaire, and possibly a zoom recorded interview for the Semi-finalist list to be provided to the new BOS in November.
Contact:
Email: [email protected]
Phone: 203-213-3722
Town of Coventry – Town Manager Position Available
Coventry is known for its natural beauty and historic charm. Coventry boasts a 400-acre lake, multiple parks including sports fields, and nature reserves offering hiking trails and scenic views, including the Nathan Hale State Forest.. The Coventry Public Schools are nationally and locally recognized for quality. Coventry is located near the University of Connecticut and Eastern Connecticut State University. Overall, Coventry offers a quiet, peaceful lifestyle with easy access to both natural and cultural amenities, commuting distance of 20 minutes to Hartford and it is within 1 hour to Long Island Shore or Providence, about 2 hours to Boston and New York City, and easy access to the mountains and to other New England states.
Form of Government
Coventry operates under the “Council-Manager” form of government. The Town Manager is appointed by and reports to a seven-member Town Council—the legislative body; with a Town Council Chair. The current Town Manager is retiring after serving the community for approximately 35 years. The Town Charter includes a referendum process for the approval of the annual budget after approved by the Town Council.
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 all municipal service functions and day-to-day operations of the Town. The Town Manager performs personnel management, collective bargaining, labor relations; and appoints all department heads and employees. The Manager works closely with the Town Council, department heads, and the Board of Education to develop strategic priorities and annual budgets.
Qualifications:
- Bachelor’s Degree required with 5+ years experience in municipal government or related experiences. A Master’s degree and 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, supervisory skills, labor relations knowledge, human resources experience, ability to find, secure, and implement grants, excellent project management skills, budgeting experience and the creativity in maintaining the current budget and mill rate when possible.
- Live within approximately 20 mile radius to Coventry within a year of appointment.
Compensation and Application Process
The Town of Coventry offers a competitive salary commensurate with qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance and paid vacation and sick leave. Additionally, the Town provides a Hybrid Pension plan plus a defined contributions retirement plan (ICMA-RC/MissionSquare), and car allowance. Relocation assistance is negotiable.
Coventry is an AA/EOE Employer
If you are interested in this position or have questions about the position, or salary and benefits please contact Ms. Frank at the address below before applying.
To apply now for this great opportunity please submit your cover letter and resume to Ms. Frank. Position will remain open until filled; first screening date is May 12, 2023. Top candidates will be asked to complete a questionnaire so early resumes will be reviewed first.
Contact:
Email: [email protected]
Phone: 203-213-3722
Town Manager Position – Newington, CT
Form of Government
The Town of Newington has a Council-Manager form of Government which was established in 1966. There are 9 council members including the mayor, all elected at large for two years with a minimum of 3 minority party members.
The mayor is elected separately and has only one vote.
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 all municipal service functions and day-to-day operations of the Town. The Town Manager performs personnel management, collective bargaining, labor relations and appoints or removes all department heads and employees.
Qualifications:
Preferred: Bachelor’s Degree in public or business administration or a closely related field, with 5-+ years of responsible executive and/or management experience which provides a demonstrated ability to perform the duties of the position. Candidates will also be considered that possess any combination of education and/or work experience deemed relevant and equivalent to achieve the successful performance of the job. Master’s degree and ICMA Credentialed Manager status or other executive level certification programs are a plus.
Preference for experience with labor relations and human resources, infrastructure projects, budgets, working with regional agencies and solutions, economic development and redevelopment and managing emergencies. Experience with New England communities helpful
Compensation and Application Process
The Town of Newington offers a competitive salary dependent upon qualifications and experience. The Town provides a generous benefits package which includes health, dental, life insurance and paid vacation and sick leave. Additionally, the Town provides a defined contributions retirement plan (ICMA/-RC/MissionSquare) Relocation assistance may be negotiable
Newington is an AA/EOE employer
If you are interested in this position or have questions, on position, or salary and benefits please contact Ms. Frank at the address below before applying. To apply now for this great opportunity please submit your cover letter and resume to Ms. Frank. Position will remain open until filled; first screening date is March 31, 2023
For more information click on full Profile
Succession Planning Tip #2: Have a clear view of what skills and experience are needed for the position.
State clear and attainable expectations for what qualities the ideal candidate would need to have. Clearly defined job descriptions with sections for required skills, experience and education should be included. (See my separate blog for extra tips on how to create effective job descriptions).
It is imperative to know the direction the firm/agency is headed because it will help in deciding what new skills and competencies employees will need in the future. For example, will there be a need for different computer skills or social media skills for the next marketing position?
Questions? Contact me today!
Job Descriptions Tip 1
1. An accurate job description clarifies the expectations of a job, and whether a candidate’s qualifications meet the requirements of the position.
A job description should outline skills, knowledge, abilities and experience needed by a potential employee so applicants can determine whether there is a match between the job’s requirements and their own expertise. For example, if a minimum of three years’ experience is specified, people with less than three years of work experience need not apply. The key components of good job descriptions are job title, statement of purpose and objective, reporting structure, duties and responsibilities. In other words: essential function, qualification, working condition and disclaimer.
Typical disclaimers are:
• The essential functions or duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position.
• This job description does not constitute an employment agreement between the employer and employee. It is used as a guide for personnel actions and is subject to change by the employer as the needs of the employer and requirements of the job change.
Tips for New Leaders/New Executives Tip 4: Talk With as Many of the Board of Directors
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.
Talk with as many of the Board of Directors (or Hiring Authority) of the agency before you start.
- Ask them to arrange for a special reception and meeting to create a pleasant environment to meet with the staff.
- Ask them to have someone available to assist with your access to computers, phones, other technology, etc. Sometimes these issues are overlooked and can create frustration during the transition process.
- Ask them to arrange a separate reception and meeting with the stakeholders or member organizations so everyone feels a part of the new transition.
- Make sure your calendar is available during initial receptions and meetings to set up follow up meetings within the first 1-3 months.
Questions? Contact me today!
Executive Search Tip 3: How do you find the right firm to assist with an Executive Search
Unlike a Google search, an Executive Search begins with a Request for Proposal (RFP) Most communities/agencies develop a RFP and invite firms to submit a proposal to conduct the executive search. The RFP will describe the agency and some information about the positions and the steps required to complete the executive search. Once proposals are submitted the top proposals with the most reasonable costs are interviewed.
The critical aspects of choosing the right firm include…
- The Interview – make sure the firm has
- experience with similar agencies
- experience with similar positions
- a past success rate
- The Offer – be sure to compare apples to apples
- how will they help you to further define the position/person you’re looking for?
- how will they find the best candidates?
As mentioned in the first post in this series, a successful executive search begins with a meeting of all the stakeholders to understand the position and candidate in addition to how much access the firm has to finding the right person. Many times it comes down to the chemistry of the firm and the agency key players. Be sure to check references of the firms just as reference checks are done on candidates.
Questions? Contact me today!
Executive Search Tip 4: First Steps to the Executive Search
In the first blog post of this series, we briefly touched on this topic but I would like to go into more detail at this point. The first step of an Executive Search is to gather information from all the appropriate stakeholders about the agency and the position. This is done by obtaining budget/finance information, population served, services provided and current staffing of the agency.
To learn more about the agency’s needs, meetings are set up with the key stakeholders such as management staff, working staff, customers/public/clients, associated organizations that work with the agency. For example if we are conducting a Town Manager Search we will speak with all the department heads, union or employee representatives, boards and commissions, appointing authority (Town Council), business groups in the community, colleges in the community, etc. We will also gather information about the community from sources such as the budget, economic development pieces, chamber of commerce sales information, web sites, charters and organizational charts.
This process can be used for any position. Once the information is gathered a color profile is put together with pictures and information about the agency and position which include:
- Job Description
- Organizational Chart
- Staffing and Budget Information
- Highlights and History of Agency
- Characteristics of the Ideal Candidate
- Qualifications and Challenges and Opportunities Facing the Candidate
See samples of profiles developed by Randi Frank Consulting, LLC
Questions? Contact me today!
