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Young Storytellers engages creativity through the art of storytelling. Using the timeless techniques of mentoring, collaboration, and performance, we provide underserved students at the elementary, middle, and high school levels with an opportunity to write stories and see them brought to life. Our mission is to inspire young people to discover the power of their own voice.
The Human Capital Director at Young Storytellers is a leader always asking what is needed to create more leaders and how it can actually be done. Serving both traditional human resources AND strategy execution roles, the Human Capital Director is someone able to consider the needs of the individuals that make Young Storytellers work (staff, board, and volunteers) as well as what the organization requires to have maximum impact. This position will work closely with the programs-focused Operations & Partners Strategist and Executive Director to develop creative approaches to challenges. As is true at any non-profit, Young Storytellers is a dynamic environment where flexibility, humor, and openness are integral to our success.
Develop, design, and contract (where applicable) human capital development plans and processes;
In consultation with appropriate staff, manage execution and rollout of human capital plans and processes;
Develop human capital management practices (aka adapting traditional “HR” to the YS environment);
Develop deep bench of Professional Development resources (books, trainings, locations for said trainings) and consultants, inclusive of different staff learning styles and preferences;
Management of practical (paperwork, supervisor trainings) processes for Young Storytellers’ VISTA Volunteer Corps member;
Serve as the designated grievance officer for staff and volunteer personnel matters;
Be available as a thought partner and / or resource to staff when they need counsel or guidance.
As Needed Responsibilities:
In step with staffing strategies, oversee all aspects of YS hiring and on-boarding processes;
Serve as the organization’s ombudsperson for any and all issues related to harassment and / or unethical behavior;
Function as a conflict mediator / resolution seeker when such issues arise in the office setting;
Oversee all aspects of employee “off-boarding” as they transition out of their positions to ensure integrity of information.
The ideal Human Capital Director at Young Storytellers is someone who knows the traditional human resources field but is open to expanding and adapting industry-standard processes to the unique nonprofit environment we operate. An awareness of the entertainment industry / creative professions is helpful, given our connection to that world, as is familiarity with contract and non-standard work arrangements. This person should also be exceptionally organized and be able to solve challenges that might arise from the typical day-to-day in a non-profit environment (see, also: Good sense of humor).
Other desired qualifications are:
A Bachelor's degree, or equivalent professional experience;
Prior experience in the management and organization of people;
Demonstrated experience with peer coaching (certification preferred);
Strong written and verbal communication skills;
The ability to work effectively and in collaboration with diverse groups of people;
A self-directed work ethic and interest in working within a “flatter” management structure;
Passion, idealism, integrity, a problem-solving approach to work, curiosity, and an interest in growth;
Demonstrated experience with handling sensitive information;
HRCI Certification - aPHR, PHR, or PHRca - or equivalent professional experience.
This is a full time, salaried position with health insurance stipend, retirement savings program, and generous paid-time off / holidays. Salary is commensurate with experience. Anticipated start date is August 1, 2019.
Please send the following to [email protected] with the subject line: Human Capital Director / LAST NAME:
Resume / CV (as an attachment to the email);
A brief paragraph stating why you are interested in working with Young Storytellers (in the body of the email); and
A response to the following scenario:
A mid-sized nonprofit (between 10 and 15 employees) is considering switching from annual reviews with a single supervisor to a “360 degree” review process. Would you counsel them against such an approach or do you feel it’s an effective way to conduct employee reviews? What information would you need to successfully execute whatever approach you’d favor?
This response doesn’t need to be lengthy to be effective. Take as much space as you need to answer the prompt but do not feel pressured to write more than you feel you need to answer.