Slide 1

Girls on the Runof Southeast Michigan

By: Thomas Geddes, Steven Kellner, Neha Shah, and Tori Raymond

What is Girls on the Run?Non-profit organization Uses a character development program to serve girlsA medium to encourage positive emotional, social, mental, spiritual and physical development in the girls To help prevent girls to get into trouble

Mission: To inspire girls to be joyful, healthy and confident using a fun, experience-based curriculum which creatively integrates running.

Girls on the Run of Southeast Michigan (GOTRSEMI)Covers the counties of Washtenaw, Livingston, Monroe, Lenawee and JacksonThe many different sites makes it harder to coordinate and function as one Only five full-time staff members

IndustryInternational non-profit organization Main purpose is to empower girls in grades 3-5Volunteering is a major aspect of the industryHave various branches not only in the same state but also in other states and in CanadaSpreading the same messages in different sites become difficult

Goooo Girls on the Run!!!

MethodologyMet with Shana Bussa of Girls on the Run, Southeast Michigan in their offices in St. Josephs HospitalShe provided us with: core issues, their solutions, short and long-term business strategies, and basic information

Brief Intro to HR ConceptsStaffingHiring the right volunteers who will make the full time staffs jobs easierJob designGiving variety and feedback to volunteersKnow exactly what is expected of themOverall business strategyMaintaining long term focus, while keeping an eye on day-to-dayAugmented by having a larger staff

Problem IdentificationWe discovered three main issues in GOTRs organizational structureOrganizational CommunicationAttracting/retaining volunteersVolunteer Management

Attracting & retaining volunteers8-15 girls per teamNeed the best volunteers, to make a strong impression in the communityBad coaches are unwilling and uncooperative

Volunteer ManagementNeed coaches who want to work with the girlsConflict resolutionProperly training the kidsAppealing to individual needs

Organizational CommunicationMainly communicate through emailGOTR makes policy changesSometimes they are too late to go into effectCoaches often call in sickBetter communication between the liaison and coach

RecommendationsClearly defining the roles of employeesHiring additional helpExploring internship opportunitiesAttracting more volunteersRetaining the right volunteersGauging effectiveness of methods in the form of feedback

Clearly defining the roles of employeesSeparate positions but some overlapDifferentiate job tasksExplore employing additional staff memberAdds autonomyPaves way for a more efficient organization

Clearly defining the roles of employeesTake more of a mechanistic approach in reevaluating job designFocus mostly on work simplification, routinization, and specializationLead to greater efficiency by curbing the amount of idle time and training timeAlso utilize company resources more effectively

Hiring additional helpExtra part-time employee to specialize in coordinating programsExcellent opportunity to work towards expansion2000 participants last year; hope to grow 30% every yearOrganization needs to expand internally as well

Exploring internship opportunitiesExtra set of hands around the officeMore attractive alternative to paying another employeeDuties include finding grants and seeking out potential sponsorship opportunitiesIncrease scope and reach of programWhen making hires in the future, would already have someone who understands company culture

Attracting VolunteersThree-mode incentive schemeUtilitarianNew skills and knowledge equal to paid workAffectiveInterpersonal outcomesNormativeHelping others by enhancing their happiness, health, and welfare

Solution:Update website short termCreate a PSA long term

Short-term -Website

Retaining VolunteersNeed both intrinsic and extrinsic motivationBoth already in placeOutcomes of personal investmentPersonal growthLife satisfactionAchievementImprove extrinsic motivation

Solution: Award Attendance GOTR apparel, accessories, gift cards

Managing Volunteers through feedbackFeedback loopRelationship between rewards and satisfaction

Solution: Survey questionnaireDifferent facets of satisfaction that pertain to volunteers, participants, and coaches Both qualitative and quantitative questionsIn-depth and unrestricted resultsAt the end of every seasonImprove organizational effectiveness and track growth and other data trends

Questions?

BibliographyBussa, S. (2012, January 26). Personal interview.Chelladurai, P. (1999). Human Resource Management in Sport and Recreation (2nd ed.). Columbus, Ohio: Human Kinetics Publishers.

Girls on the Run. Retrieved April 10, 2012, from Girls on the Run International: http://girlsontherun.org/theprogram.html