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Slide #6

Let's talk about feedback systems.  This means, how do we evaluate?  How do I 
know how I'm doing?  How do we, in essence, reward for the performance and the 
outcomes that we're seeking?  Too often we see the once-a-year, annual review by 
the supervisor to the staff, or the employee, which I think is really 
ineffective. It's been proven ineffective.  

More and more organizations are being thoughtful about the way that I, a staff 
person, would direct my own evaluation, self-evaluation, as well as seeking 
feedback from the customers.  How we would do that on an ongoing basis, again in 
the context of professional development and career growth?  If I am engaged in 
that process, then perhaps I might get some compensation rewards for acquiring 
some of those skills along my professional development path.

It's a win-win for the organization and the individual.  In addition to self-
evaluation and career plans, we should also think about a team evaluation.  If 
in fact, I'm working as a member of a team, then it's important to reflect on 
how we're doing.  How well are we working together? What are our dynamics?  What 
still needs to be tweaked?  What are our next steps?  And [are we] being more 
cohesive and more seamless?

And finally, let's talk about rewards and compensation.  You know in our field, 
we are not a high salary field.  We've got a lot of staff turnover.  It really 
is a key difficult issue that we grapple with.  But there are other ways that we 
can help people to feel that they're important contributors to the mission of 
the organization, that their work is valued and we recognize the efforts.

Raises should be based on performance, versus just years there. As I mentioned 
earlier, what added value have you acquired for our organization in terms of 
skills, in terms of leadership roles, in terms of mentoring and 
responsibilities?  Also keep in mind the market rate of course.  What are others 
paying?  If you can just up that a little bit more, then you  perhaps may be an 
advantage.  What are some other rewards that staff ask for in addition to 
salary?  Salary is not always top on their list.  Some people relish that 
increased responsibility and status or leadership within an organization.  
Others [relish] benefit and appreciation, just the most simple recognition, 
whether it be in your newsletter or employee of the month or whatever it might 
be.  Others appreciate going to conferences, or to take courses to build their 
degrees and so on.  Others appreciate job flexibility, time off, or having some 
leeway.  [There are] lots of ways that we can think about making sure that staff 
feel valued within the organization.

In summary, we need to think about what can we tolerate as an organization with 
these incredibly, difficult and exciting changes?  [In] the organizational 
structure and human resource practices, what can we tolerate?  How fast can we 
shift?  How much can we bear in terms of the pace of change from being so 
stagnant and freezing before being paralyzed by the fear of upheaval and change 
to the point of going too fast and too far, and you basically self-destruct?  
You'll find where on that scale you can exist comfortably, while still pushing 
for the ultimate goal which is community based, quality, individualized, and 
integrated lifestyles.  Thanks much.