Success Story John Howard Society, Welland

“We have an extremely detailed behaviour based interview process. This has allowed us to recruit the type of people we are looking for. The interview process is the same for all candidates. This was only revamped during the last year and we have found our quality of candidates has gone up with little room for “bad” hires.  We have a Director of HR who oversees all the agencies hiring, reference checks and offers of employment.  We have low turnover rates for staff – we feel it is in part due to a publicized competitive salary grid, regular supervision and performance reviews, many opportunities for staff to complete Professional Development and attend conferences, including college and university courses.  We have excellent leave and paid sick time, and an excellent relationship through the Labour/Management committee to ensure issues are resolved before potential grievances can occur.  Staff are always offered the opportunity to job shadow other positions to encourage cross training and create organizational capacity.”

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Food For Thought

Financially vibrant organizations do not limit their thinking to good stewardship and financial management. They go further and reflect on how their resourcing model and program model fit together and connect to their values about the work they do and the people they ask to help to do it.  It is a more systemic approach to creating an integrated vision of how money works to create value in communities. From this perspective, a financial statement is just a check-in with the financial roadmap and a proposal is a means to a collaborative relationship with someone else’s money, rather than a stopgap to keep the program going for a little while longer.

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