March 27, 2014
Recruiting the Right Employee: Part 2- Posting and Screening for General Positions
The South Central Behavioral Health Network (SCBHN) is made up of 39 mental health and substance abuse programs that are funded by the Connecticut Department of Mental Health and Addiction Services. Focusing on programs that benefit the homeless and addicted populations served by member agencies, SCBHN runs multiple programs that offer addiction counseling and support, job training, and grants for consumer-run projects.
It also operates a very successful program which allows homeless people to move into sober living houses and provides them with case managers.
Each year, the SCBHN houses more than 130 people, and their programs focus on helping people successfully stand on their own two feet. Believing that those who have already experienced the success of conquering addiction and homelessness provide the best examples to those still struggling, SCBHN provides those connections and helps make sure that peer counselors are always available.
A very unique program, SCBHN began as a membership organization for the substance abuse and mental health organizations in the area surrounding New Haven, CT. Now providing direct services to clients of their membership agencies, SCBHN faces a challenge because they have committed themselves to hiring peers to help those they serve. For them, this means that they have committed to hiring two part-time peers for each position, instead of one full-time entry level employee who had never experienced the hardships of homelessness, substance abuse, or mental health concerns. In the last few years, SCBHN has been “hurt around the edges” as donors for their homeless programs dropped out, which forced them to cut back on the number of people they can serve, even as the population grew.
Needing to save money and feeling that self-insuring is far too risky for the majority of nonprofits, SCBHN joined UST and was able to see an immediate decrease in their annual rates.
“What’s the downside of joining UST?” asked Executive Director Edward Mattison. “I certainly confess that I didn’t pay any attention to unemployment before it became important, but the Trust is less expensive than staying with the state and it’s far less risky than trying to self- insure.”
Mattison’s sentiment proved to be extremely true when SCBHN was forced to dismiss an employee who clients alleged was stealing money from them. After dismissal, the employee filed for unemployment benefits claiming she deserved them for her work at the agency, but SCBHN felt that she had harmed clients and should not receive benefits. “The claims staff has [always] been very helpful for us in prepping us for claims interviews and hearings,” said Mattison.
Working with their claim monitor and hearing representative to figure out how to best approach the situation, what documentation to provide for the hearing, and who should be interviewed, SCBHN was able to win the claim early on.
“I’m not a person who wants to deny people their rights, but the idea that someone who was allegedly stealing from clients should receive benefits made me very angry,” said Mattison.
Looking to save on operational expenses, SCBHN learned about UST and the benefits of joining a Trust. Being offered substantial savings which allowed them to put more money back into their homeless programs, SCBHN finds UST to be important to their mission because, in part, they are protected from high state rates and can get help in defending themselves against fraudulent or inappropriate unemployment claims.
In the case of the fraudulent claim, claims representatives were able to help SCBHN collect all the necessary information for the unemployment hearing they had requested. Organizing statements, testimony, and the evidence, their representative was able to help SCBHN successfully defend themselves against the claim and save their homeless clients from being offered fewer services. UST's claims administrator then went on to help SCBHN set up stronger documentation systems to prevent any future issues with employees who harm clients.
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This year online donations by Blackbaud rose 90% to $19.2-million, with the average gift hovering around $142. Network for Good, which also processes online donations, said it handled $1.8-million in gifts on Tuesday.
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Founded in 1977 the CCC helps its community clinics provide care to 1 in 6 San Diegans. And, since the County of San Diego does not operate a public hospital or public clinics, the CCC-member nonprofit community clinics and health centers are one of the few safety nets for primary care services for low-income and uninsured individuals.
Since 2003, UST has provided definite cost savings and proven budgeting abilities that have been put directly back into helping pay for the meals of those reliant on MOW. Even though the agency has a history of very low turnover, and rare incidents of dismissal, the claims monitoring services helped prevent a costly fraudulent unemployment claim from being successful. UST educational offerings have also helped prevent the agency from running into any other fraudulent claims by providing information on best hiring practices and documentation.
“I think that unemployment taxes are one of those things that people don’t want to talk about. But, we’re doing our best to control our risk levels because we want to be the best stewards of the public’s money that we can be, and I think UST helps us do that,” said Faris.
This is where the importance of having a well-written and well-defined job description (and by extension, job posting) comes in handy.* Including required experience, education, and other basic skill requirements allows potential candidates to self-screen before putting together a cover letter and resume package for your organization. In fact, even the simple act of requiring a cover letter (and throwing out all resumes submitted without one) can help your organization pre-screen employees based on their communication skills.
The same with including a salary range—a lot of companies don’t do this for a multitude of reasons, but applicants know what they need their base rate of pay to be. You don’t want to find the perfect candidate to only learn that you can’t afford to hire them after going through the entire recruitment process, do you?
After you’ve put together the full job description and have ensured that it will help potential candidates and the hiring committee quickly screen for the least likely candidates, it’s time to post. But where do you post the job description?
The easiest place to start is general job search sites, a short list of which you’ll see below.
Other places you should consider posting the job would be with your local community centers, churches, community colleges and universities, and libraries.
Have more suggestions? Share on our social media channels!
The next segment of this series will discuss finding candidates with refined or specific qualifications. Since many nonprofits often rely heavily on informal networks for hiring & finding new talent, these are sometimes the most difficult jobs to fill.
*UST’s offering ThinkHR can help UST members build strong well-written job descriptions and evaluate pre-existing job descriptions against similar, if not exact, jobs. Learn more here.