[permanentsecretariat]

Is it enough to have volunteers to bring a project to fruition?

This is a major issue for FOASPS. Because even for those which have salaried staff, many federations have a staff reduced to 1 person. How then to organize yourself? What can volunteers, interns and volunteers bring to help a non-profit association initiate and manage its projects? How to identify these volunteers and how to motivate them to give their time and expertise to support your organization?

Let us know your thoughts on these questions

[permanentsecretariat]

L’expérience nous montre que faire appel à des formateurs externes dans une organisation ou envoyer le personnel suivre une formation générale ouverte n’est pas toujours la meilleure approche pour renforcer nos ressources humaines. Nous pouvons confirmer que (i) les formateurs externes peuvent être très compétents et proposer des contenus de formation intéressants, mais peuvent ne pas avoir une compréhension claire de votre contexte et de vos préoccupations spécifiques ; et (ii) les formations générales ouvertes sont souvent trop vastes et peinent à cibler les besoins réels de notre organisation.

Le défi est cependant qu’un membre du personnel peut être très compétent et expérimenté dans un domaine de formation spécifique, mais peut ne pas être doué ou talentueux pour partager et communiquer ses connaissances avec d’autres.

Quel est votre point de vue sur cette question ? Comment vous assurez-vous que vos formateurs internes sont à la hauteur ? Comment accompagnez-vous cette vision de promotion des formateurs internes ? Avez-vous des outils et des systèmes pour y parvenir ? Disposez-vous d’un mécanisme de certification pour ces formateurs internes ? Comment motivez-vous vos formateurs internes ?

[permanentsecretariat]

Experience tells us that bringing external trainers in an organisation, or sending staff to open general training ar not always the best approach to strenthening our human resources. We could confirm that, (i) external trainers may be very competent and have beautiful training contents, but may not have a clear understanding of your specific context and concerns; and (ii) the open general training are often too broad and are hardly able to target our organization real needs.

The challenge though is that a staff may be very comptetent and experienced in the specific training area, but may not be gifted or talented to share with other, and communicate knowledge.

What is your perspective on this question? How do you ensure that your internal trainers are up to deliver? How do you support this vision of internal trainers promotion? Do you have tools and systems to succeed in this? Do you have a certification mechanism for these internal trainers? How do you motivate your internal trainers?

[permanentsecretariat]

What do we mean by “TALENT” in human resources development?

Many organizations indicate the expression of hidden talents in their agents, a guiding principle or value of their organizational creed. But very few give us the keys to making this vision a corporate culture.
– What are your habits and practices in your organization or in your department?
– Do you have specific tools that allow you to win this wonderful bet?
– Do you have any lessons learned to share?
– Do you have any success stories that could inspire others?

Thank you for providing content to this crucial discussion for FOASPS and its country federations.

[permanentsecretariat]

Is it necessary to motivate your employees?

If we as the leaders of our teams and our fellow team members were recruited based on our skills, our experiences and our desire to serve our organizations, why should I as the leader of the team, strive to motivate others so that they can deliver and give the full measure of their performance capabilities?

[permanentsecretariat]

Vaincre la peur de la délégation :

Il semble que les dirigeants sont victimes de peurs qui bloquent toute bonne intention de déléguer à d’autres leurs pouvoirs et responsabilités.
– Etes-vous d’accord avec cette affirmation ?
– Quelles sont ces peurs ?
– Comment faites vous dans votre équipe pour surmonter ces peurs ?

Partageons notre perspective autour de ces questions, mais aussi ajouter d’autres questions que nous jugerons pertinentes pour nous enrichir réciproquement.

[permanentsecretariat]

Mandate and mission of a manager
Here are two terms that seem to define the same content. Indeed when we refer to a dictionary, we discover that:
– Mandate means “Function, responsibility entrusted to someone to do this or that thing in the name of someone, of a group: Fulfill their mandate”.
– Mission means “Charge given to someone to accomplish a defined task: Receive a delicate mission”.
– We must search carefully to arrive at another definition of the term “Mission” to have another reading; This is the definition that corresponds to the domain of religion. Indeed, the Mission is defined here as “A high goal, a duty inherent to a function, a profession, an activity and the social role attributed to it: The mission of the journalist is to inform. There is even talk of “Divine delegation, given for a religious purpose”.
So how can those in leadership positions in our organizations reach the top by working around these two concepts?

[Auteur]

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