Thanks for the great comments, tweets, and e-mails about yesterday’s post. It sounds like the idea of modular job descriptions for small arts organizations struck a chord among those who work in such environments, and/or design and develop HR strategy for them.
A few “bonus edition” ideas evolved from the initial idea of individual cards with discrete job functions on the front and metrics of high performance on the back. Among them:
- Staff retreats: Using time together as a staff to create these cards, defining the range of job functions required to deliver the mission in vital and sustainable ways.
- Reality checks: Asking staff members to place each function card with the person they think currently has primary responsibility for that function (with round two being who they think SHOULD have responsibility).
- Redesign: Gathering the function cards that NOBODY wants, and reframing them in a way that makes them palatable.
- Bridging: Considering those functions that seem to be perpetually discussed but never advanced, and drafting a new card to give to someone (for which, they get to give back one of their current cards).
- Cards on the table: Displaying everyone’s current hand in a public way — outside the door of their office or entry to their cubicle — to remind everyone who’s doing what, and how they might take part in ensuring success.
I think we may have a product here. Who’s with me?
Having spent a lifetime working in the human resource development end of things in the nonprofit sector, and since 1995 with creative and unconventional people and organizations, I can say count me in. As a tool for helping people who just ‘want to get the work out’ to an audience or market, and often hire artists without specific knowledge of HR or organizational development into staff jobs, this could be very useful.
Folks are highly skilled, well-educated and very motivated, and respond well to creative and fun ways to fill the gaps in their knowledge.
I say let’s do a set on Board functions and roles, too. For non-profit arts groups, this is a risk management tool to prevent implosion!
I think this idea, especially with today’s additions, is fantastic. Having worked at every level within small and mid-sized arts organizations, and now committing most of my consulting practice to helping guide them strategically, this provides the exact balance most small to mid-sized organizations need between understanding (and hiring) for the work that needs to be done, and developing the committed individuals that put their heart and soul into the organization each day. I also love Judi’s suggestion of a set for board members as well. I see tremendous potential for this product. Count me in!
I love this idea, and it keeps getting better with each additional “bonus.”
I have worked for a number of small arts/culture nonprofits, some of which have working boards – this would go such a long way in giving them a better, more concrete sense of the work it takes to make program and initiative ideas into sustainable activities, as well as the ways that working boards must contribute.
I may try a version of this for my work with a new community coalition that interweaves a variety of grants and staff members across multiple agencies: developing an org chart has been challenging, but the trading card idea may be a great tool to make headway!
I’d like to assign a percentage for FTE to each task, at least at the start of the process: I can see some staff left holding too many cards at the end of a “trading session.” If we can say, for example, that this won’t work ’cause Samantha now has a 130% FTE job, that would help to continue refining the distribution of duties/assignments.
Love this idea – have I already said that?!
I have actually been using a very similar approach in organizations I have worked with over the past several years. In my experience it has been a very useful and often eye-opening activity. When everything is articulated on separate cards, it sometimes becomes quite clear where misalignments (often caused by history/happenstance) have developed over time and by ‘separating’ the functions from the title/person it becomes possible to realign responsibilities in ways that can be much more effective for all concerned.
I like your idea to include metrics on the back of the cards – something I haven’t worked with but would definitely add!