2024 Edition

Human Resources Introduction

Purpose

The organization’s human resources practices attract and retain a competent and qualified workforce that contributes to service recipient satisfaction and positive service delivery results and supports the achievement of the organization’s mission and strategic goals.

Introduction

Since an organization’s workforce performs the tasks and provides the services that fulfill the organization’s mission, its capacity to attract and retain a stable, competent, and qualified workforce is the foundation for achieving positive results for the people and communities it serves. As such, it is incumbent upon Human Resources Management to develop and implement strategies, plans, and programs necessary to attract, motivate, develop, reward, and retain the best people to meet the organization’s goals and objectives.

Interpretation

 The HR standards apply to all “personnel” which includes both full-time and part-time employees. Standards that apply to direct service volunteers and contractual workers specifically note their inclusion. COA does not include non-direct service, occasional, or casual volunteers in evaluating an organization’s human resources practices, but organizations should consider the benefits and risks associated with their role.

Note: Please see the CA-HR Reference List for the research that informed the development of these standards.


Note: For information about changes made in the 2020 Edition, please see HR Crosswalk.

2024 Edition

Human Resources (CA-HR) 1: Human Resources Planning

The organization assesses its workforce as part of annual planning and prepares for future needs by:
  1. comparing the composition of its current workforce, including number of employees, skills, demographics, and cultural characteristics, with projected workforce needs; and
  2. determining how to close gaps, when needed, through recruitment, training, leadership development, and/or outsourcing.
Related Standards:

Examples: To address employment or leadership selection patterns that do not reflect the community served, organizations may establish a plan that includes:

  1. targeted recruitment goals and strategies;
  2. reviewing policies and criteria to identify factors that may pose systemic obstacles to employment or advancement; and
  3. equitable leadership and personnel development programs.


Leadership development programming can include, but is not limited to: trainings, degree or certificate programs, review of relevant professional literature or research, shadowing, additional assignments to develop new skills, leadership mentoring, and exposure to functions outside the individual's current role. Organizations can promote equitable access to leadership development programs by setting transparent, objective, performance-driven eligibility criteria and considering conflicts with job responsibilities when planning activities.

Note: Please see the Workforce Assessment and Planning Tip Sheet for additional guidance on this standard. 

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • The workforce assessment is conducted but is not effectively integrated into annual planning; or
  • Strategies for closing identified gaps need improvement.
3
Practice requires significant improvement; e.g.,
  • The organization has not assessed workforce needs for more than two years; or
  • The assessment only addresses some of the programs or services; or
  • The assessment indicates significant gaps but the organization has not taken steps to address them.
4
Implementation of the standard is minimal or there is no evidence that an analysis has been conducted within the past four years.
2024 Edition

Human Resources (CA-HR) 2: Recruitment and Selection

The organization hires appropriately qualified personnel to meet the demand for services and support the achievement of the organization's mission.

Related Standards:

Note: Please see the Personnel Records Checklist for additional guidance on this standard.

1
The organization's practices fully meet the standard, as indicated by full implementation of the practices outlined in the HR 2 Practice standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the HR 2 Practice standards; e.g.,
  • With few exceptions, personnel possess the requisite qualifications; or
  • There are a few vacancies, but quality of service or organizational performance is not impacted in any observable way.
3
Practice requires significant improvement, as noted in the ratings for the HR 2 Practice standards; e.g.,
  • There is a pattern of personnel who lack the requisite qualifications, though few in number in any given service; or
  • One or more organizational services cannot meet this standard; or
  • There are significant vacancies in some programs which affect service provision (i.e., high caseloads, or staff unable to meet job expectations).
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the HR 2 Practice standards; e.g.,
  • Personnel consistently do not meet the qualifications for the position and/or for their title.
 
Fundamental Practice

CA-HR 2.01

Job descriptions and selection criteria:

  1. state the credentials, job expectations, core competencies, essential functions, and responsibilities for each position or group of like positions;
  2. include inclusive language and demonstrate the organization's commitment to equity, diversity and inclusion;
  3. include sensitivity to the service population’s cultural and socioeconomic characteristics; and
  4. are reviewed and updated regularly to evaluate their continued relevancy against the needs and goals of the organization’s programs and persons served.


Examples: Credentials can include, for example:

  1. education;
  2. training;
  3. relevant experience;
  4. competence in required role;
  5. recommendations of peers and former employers; and
  6. any available professional and/or provincial/territorial registration, licensing, or certification for the respective disciplines.


Examples: Examples of inclusive language in job descriptions can include:

  1. language regarding accommodation for different abilities;
  2. neutral language to eliminate age, cultural, racial, and gender biases; and 
  3. highlighting inclusive benefits that support a diverse workforce directly in the job description. 

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • All but a few job descriptions comply with the standard, e.g., are comprehensive and up-to-date; or
  • One of the standard's elements is not fully addressed.
3
Practice requires significant improvement; e.g.,
  • One of the standard's elements has not been implemented at all;
  • In a significant percentage of cases, the organization does not comply with the standard, e.g., job descriptions are incomplete, vague, or omit qualifications; or
  • Several positions do not have job descriptions.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 2.02

Recruitment and selection procedures include:

  1. notifying personnel of available positions;
  2. verifying past employment and credentials;
  3. providing applicants with a written job description;
  4. giving final candidates the opportunity to speak with currently-employed personnel;
  5. using standard interview questions that comply with employment and labor laws; and
  6. using diverse interview panels.


Related Standards:

Examples: Diverse panels with representatives from different backgrounds, departments, and seniority levels offer new perspectives, encourage organizations to think broadly and inclusively, and minimize bias.

1
The organization's practices reflect full implementation of the standard.
2

Practices are basically sound but there is room for improvement; e.g.,

  • Procedures need greater clarity; or
  • Recruitment and selection procedures address the use of diverse interview panels, but staff report it is not always happening in practice; or
  • One of the standard's elements is not fully addressed.
3

Practice requires significant improvement; e.g.,

  • Procedures are very general and/or do not provide useful guidance; or
  • Recruitment and selection procedures do not address using diverse interview panels at all; or
  • Two elements are not fully addressed or one of the elements is not addressed at all.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 
Fundamental Practice

CA-HR 2.03

Screening procedures include appropriate, legally permissible, and mandated reviews of state criminal history records and civil child abuse and neglect registries for new employees, contractors, volunteers, and student interns who will:
  1. work in residential programs;
  2. provide direct services to, or be alone with, children, the elderly, or other persons determined by the organization to be vulnerable or at risk; or
  3. work with sensitive or confidential information such as personnel and client records.
Related Standards:
Interpretation: The organization is not required to conduct background checks for licensed staff if the organization has verified that background checks are conducted as part of the licensing process. The organization should assess whether there is any risk associated with not conducting background checks on staff not expressly addressed in the standard and consult with legal counsel, as needed. The requirements do not apply to current employees and contractors or to agencies with which the organization contracts for services.
 
Interpretation: The organization should not use criminal history records and child abuse registry reviews to deny employment to qualified individuals unless the nature of the conviction is related to the job duties. The organization should consult with legal counsel about any concerns regarding the appropriate use of background information.
 
FEC Interpretation: Due to the nature of services provided, credit counselling organizations are required to conduct criminal history record checks on all staff and volunteers. The child abuse and registry checks are not applicable.
 
OST and ECE Interpretation: Organizations providing CA-OST or CA-ECE services should conduct checks that include: (1) fingerprint-based criminal history record checks, (2) child abuse and neglect registry checks, and (3) sex offender registry checks.  Furthermore, they should conduct these checks on all employees, volunteers with an ongoing role, and contractors who will provide direct services to or be alone with children and youth, including parties who may have been working with the organization before the implementation of background checks.  These expectations also apply when organizations contract with outside companies to provide certain services (e.g., transportation services), unless they have verified that background checks are conducted by the outside company (e.g., if the school district that provides transportation already conducts background checks on bus drivers).  Organizations should also conduct periodic re-investigations, unless they will be automatically notified by the authority that conducted the initial check if a subsequent violation occurs.

MS Interpretation: Organizations providing Mentoring Services should conduct criminal history checks and child abuse registry checks on all mentors, where legally permissible. However, the organization should also ensure that the screening process is tailored to the needs and characteristics of target mentees. For example, the screening process should not disqualify prospective mentors if their criminal histories correspond with the lived experiences that uniquely qualify them to the role, such as human trafficking victimization or substance use.

1
The organization's practices reflect full implementation of the standard, e.g.,
  • Practice reflects that the organization understands the legal requirements regarding criminal records checks and review of civil child abuse and neglect registries, and conducts legally permissible reviews for new employees, contractors, volunteers, and student interns.
2
Practices are basically sound but there is room for improvement; e.g.,
•    Procedures for verifying background checks for licensed personnel need strengthening. 
3

Practice requires significant improvement; e.g.,

  • In rare cases background checks are not completed prior to personnel being left alone with vulnerable populations or having access to sensitive or confidential information.
4
Implementation of the standard is minimal or there is no evidence of implementation at all; e.g.,
  • The organization consistently does not screen personnel per the requirements of the standard; or
  • Screening procedures violate applicable law; or
  • Procedures are vague or non-existent.
 

CA-HR 2.04

An organization that recruits and selects employees with specific cultural traits or other characteristics establishes that such selectivity is:
  1. legally permissible;
  2. reviewed and approved by the organization's governing body, as applicable; and
  3. appropriately considered a bona fide occupational requirement central to meeting the needs of persons served.
Related Standards:
NA The organization does not recruit and select personnel with specific cultural traits or other characteristics.

Examples: An organization under religious auspices might seek legal advice to confirm that it may require employees to belong to a specific religious affiliation if knowledge of and commitment to the values of the religious tradition are necessary to accomplish the activities of the organization.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement.
3
Practice requires significant improvement; e.g.,
  • The organization has not verified that practices are legally permissible, e.g.,
    • Bona fide occupational qualification; and/or
    • Criteria based on religious affiliation.
  • Selection criteria have not been reviewed and approved by the organization’s governing body.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
2024 Edition

Human Resources (CA-HR) 3: Satisfaction and Retention

Human resources practices are equitable and consistently applied and promote a high level of personnel satisfaction and retention.
Related Standards:

Examples: Factors that may contribute to staff satisfaction and retention include:
  1. role clarity;
  2. regular team, organizational, and divisional meetings to promote open communication and collaboration among disciplines and staff levels;
  3. leadership that encourages initiative, creativity, and innovation;
  4. leadership that rewards and recognizes employee contributions;
  5. satisfaction with salary and benefits;
  6. work-life policies and practices, such as flexible work options;
  7. leadership that provides feedback to personnel about their suggestions and recommendations;
  8. reasonable workload;
  9. autonomy;
  10. opportunities for advancement; and
  11. opportunities for career development.

Note: Please see the Personnel Records Checklist for additional guidance on this standard.

1
The organization's practices fully meet the standard, as indicated by full implementation of the practices outlined in the CA-HR 3 Practice standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the CA-HR 3 Practice standards.
3
Practice requires significant improvement, as noted in the ratings for the CA-HR 3 Practice standards.
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the CA-HR 3 Practice standards.
 

CA-HR 3.01

The organization annually measures personnel satisfaction and retention and takes action to address identified satisfaction and retention concerns.
Related Standards:

Interpretation: The aggregation of data reduces the risk of disclosing personal identifiable information in most instances; however, risk of disclosure still exists particularly when data is being disaggregated and unique or easily observable characteristics might allow someone to be identified in the data set. As such, data collection and reporting procedures should include mechanisms for avoiding such disclosure such as data suppression, rounding, reporting in ranges rather than exact counts, combining sub-groups into larger groups, etc.

Examples: Disaggregated data can be useful in addressing identified satisfaction, retention, turnover, hiring, and promotion concerns. Common characteristics used to disaggregate data include:

  1. race and ethnicity/country of origin;
  2. generation status;
  3. immigration/refugee status;
  4. age group;
  5. sexual orientation; and
  6. gender/gender identity.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • Satisfaction and/or retention are not formally measured for a few departments and/or programs.
3
Practice requires significant improvement; e.g.,
  • Satisfaction and/or retention are not formally measured for a number of the organization's departments or programs;
  • Staff satisfaction and/or retention has not been formally measured for more than two years; or
  • The organization collects data on staff satisfaction and turnover but does not take action to address concerns; or
  • Retention data has been aggregated but there is no indication of how it is used.
4
The organization does not measure staff satisfaction and/ or retention.
 

CA-HR 3.02

All personnel confirm receipt of a personnel policies and procedures manual that articulates current:

  1. conditions of employment;
  2. benefits;
  3. rights and responsibilities of employees; and
  4. other important employment-related information.

Examples: Policies and procedures that are commonly addressed in a personnel manual include:

  1. the organization's equity statement;
  2. conditions of employment, including employee benefits, leaves of absence, including layoffs and termination of employment;
  3. emergency and safety procedures;
  4. employment equity policies;
  5. harassment and discrimination;
  6. nepotism and favouritism protections;
  7. grievance procedures;
  8. insurance protections;
  9. performance appraisal system;
  10. promotions;
  11. professional development;
  12. standards of conduct;
  13. wage policy;
  14. working conditions;
  15. technology/network security and usage policies; and
  16. the use of social media, electronic communications, and mobile devices.

1
The organization's practices reflect full implementation of the standard.
2

Practices are basically sound but there is room for improvement; e.g.,

  • A few of the organization’s procedures are vaguely written or incomplete; or
  • A few staff report not having a copy of, or access to, the manual.
3

Practice requires significant improvement; e.g.,

  • The manual does not include a few important policies or procedures; or
  • A significant number of staff did not confirm receipt of the manual.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 3.03

The organization reviews and updates the personnel policies and procedures manual every two years with an equity, diversity, and inclusion lens to ensure the manual remains up-to-date and promotes equity throughout the organization.

1

The organization's practices reflect full implementation of the standard.

2

Practices are basically sound but there is room for improvement; e.g.,

  • Policies and/or procedures have not been reviewed in the past 2 years, but a review is underway; or
  • There is minimal evidence that the manual has been reviewed through an EDI lens.
3

Practice requires significant improvement; e.g., 

  • Policies and/or procedures have not been reviewed for more than three years; or
  • Evidence that the manual has been reviewed through an EDI lens is not present.
4

Implementation of the standard is minimal or there is no evidence of implementation at all.

 

CA-HR 3.04

The organization establishes personnel grievance procedures, which include:
  1. the right to file a grievance without interference or retaliation;
  2. a description of how grievances are filed, to whom, and who will make a final determination;
  3. timely written notification of the resolution and an explanation of any further appeal, rights, or recourse;
  4. processes for review including a third-party review of the final determination;
  5. documenting responses and actions taken within a prescribed timeframe; and
  6. maintaining a copy of the notification of resolution in the personnel record.
Interpretation: Regarding element (d), the third-party review refers to at least one level of review that does not involve the person about whom the complaint has been made or the person who reached the decision under review. If a grievance is raised against the CEO, then the grievance will go directly to the governing body.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • One of the required elements is not fully addressed; or
  • In a few instances staff were not aware of the procedures or did not know how to access them.
3
Practice requires significant improvement; e.g., 
•    Two or more of the required elements are not fully addressed; or one element is not addressed at all; or
•    A significant number of staff members were not aware of the procedures or did not know how to access them. 
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 3.05

The organization provides all departing personnel with an opportunity to participate in an exit interview and documents their feedback or exit interview declination in the personnel record.

Examples: This interview can provide an opportunity for personnel to share feedback such as administrative issues related to the transition or input on the organization's strengths and weaknesses.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • Documentation of exit interviews is not comprehensive and/or used for performance improvement.
3
Practice requires significant improvement; e.g.,
  • Exit interviews are sporadic and/or occur only at the request of the employee.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
2024 Edition

Human Resources (CA-HR) 4: Performance Review

The performance review process tracks progress towards meeting performance goals, recognizes accomplishments, and emphasizes self-development and professional growth.
Related Standards:

Note: Please see the Personnel Records Checklist for additional guidance on this standard.

1
The organization's practices fully meet the standard, as indicated by full implementation of the practices outlined in the CA-HR 4 Practice standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the CA-HR 4 Practice standards.
3
Practice requires significant improvement, as noted in the ratings for the CA-HR 4 Practice standards.
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the CA-HR 4 Practice standards.
 
Fundamental Practice

CA-HR 4.01

The organization provides every full-time and part-time employee with an annual, written performance review that involves the employee and the supervisor.
Related Standards:

Examples: The organization can promote active participation by personnel in the performance review process by:
  1. designating time to discuss the written review; and
  2. soliciting the individuals' input on his or her accomplishments, challenges, and objectives for future performance and professional development.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • Some performance evaluations were not completed within stated timeframes; or
  • A few staff did not receive an evaluation within the most recent evaluation cycle.
3
Practice requires significant improvement; e.g.,
  • Performance evaluations have not been conducted within the last two years; or
  • Evaluations are poorly documented or missing in some personnel files; or
  • The process, including timeframes, differs significantly between departments or programs.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 4.02

Staff performance reviews emphasize self-development and professional growth and include:

  1. specific expectations defined in the job description;
  2. organization-wide expectations for personnel;
  3. objectives established in the most recent review, accomplishments and workload challenges since the last review period, and objectives for future performance, including developmental and professional objectives;
  4. strategies to continue developing cultural humility;
  5. recommendations for training; and
  6. an assessment of the staff member's knowledge and competence related to the characteristics and needs of service recipients, if applicable.
Related Standards:

Examples: Organization-wide expectations for personnel can include attitudes, knowledge, and skills needed to effectively implement evidence-based practices with fidelity, when applicable.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • In a substantial percentage of cases, the organization complies with the standard; or
  • One of the required elements is not fully addressed.
3
Practice requires significant improvement; e.g.,
  • In a significant percentage of cases, the organization does not address two of the required elements; or
  • The organization does not consistently conduct evaluations across departments and/or programs.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 4.03

Personnel have the opportunity to sign, obtain a copy of, and provide comments on written performance reviews.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • Procedures need clarifying; or
  • A few staff report being unaware of their rights as per the requirements of the standard.
3
Practice requires significant improvement; e.g.,
  • Many staff report being unaware of their rights as per the requirements of the standard; or
  • Practice is informal and has not been outlined in procedure; or
  • The procedure is inconsistently applied across departments and/or programs.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 4.04

The organization monitors the quality of services provided by independent contractors.
Interpretation: Quality of services monitoring is typically performed by the person overseeing the contractor's work against the expectations included in the contract.
NA Services are not provided by independent contractors.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement;
  • Monitoring of independent contractors is regularly done but expectations are inconsistent across departments and/or programs.
3
Practice requires significant improvement; e.g.,
  • Monitoring is done for some departments and/or programs but not others; or
  • The organization has not verified that the monitoring process meets applicable legal and/or tax requirements.
4
Implementation of the standard is minimal or there is no evidence of implementation at all; e.g.,
  • The organization reports that this is done informally and is not documented; or
  • Does not monitor the quality of services provided by independent contractors; or
  • Is in violation of legal requirements related to the manner in which monitoring is conducted.
2024 Edition

Human Resources (CA-HR) 5: Personnel Records

The organization maintains a personnel record for each employee.

Currently viewing: PERSONNEL RECORDS

Viewing: CA-HR 5 - Personnel Records
Previous: CA-HR 4 - Performance Review Next: CA-HR 6 - Volunteers

VIEW THE STANDARDS

Related Standards:

Note: See CA-RPM 5: Security of Information for more information on appropriately limiting access to personnel records to protect confidentiality.


Note: Please see the Personnel Records Checklist for additional guidance on this standard.

1
The organization's practices fully meet the standard, as indicated by full implementation of the practices outlined in the CA-HR 5 Practice standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the CA-HR 5 Practice standards.
3
Practice requires significant improvement, as noted in the ratings for the CA-HR 5 Practice standards.
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the CA-HR 5 Practice standards.
 
Fundamental Practice

CA-HR 5.01

Personnel records are updated regularly and contain:

  1. identifying information and emergency contacts;
  2. application for employment, hiring documents including job postings and interview notes, and past employment verification;
  3. job description signed by the employee;
  4. compensation documentation, as appropriate;
  5. pre-service and in-service training records;
  6. health information or reports for annual physical examinations, appropriate to the job position or when required by law; and
  7. performance reviews and all documentation relating to performance, including disciplinary actions and termination summaries if applicable.
Related Standards:
Interpretation: An organization may maintain records in separate files according to its own record keeping system as required by law or regulation. For example, EAP, health records, immigration status documentation, grievance, and complaint and response documents must be kept separately from other personnel records to protect privacy, in compliance with relevant legislative, regulatory, and/or contractual requirements.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • With few exceptions, the organization complies with the standard, but a few records reviewed on newly hired personnel have not yet been completed; or
  • Documentation in a few records needs updating.
3
Practice requires significant improvement; e.g.,
  • Many personnel records did not include all the relevant elements; job descriptions, pre- and post-service training, interview notes, questions, etc.; or
  • Documents in many records are outdated or missing.
4
Implementation of the standard is minimal or there is no evidence of implementation at all; e.g.,
  • Personnel records are consistently incomplete or missing required documentation; or
  • There is evidence that personnel records are not appropriately maintained, e.g., different record components are not separated.
 

CA-HR 5.02

Personnel may review, add, and correct information contained in their records.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • Personnel report that they are able to make additions or corrections, but procedures need some clarification.
3
Practice requires significant improvement; e.g.,
  • Personnel are uncertain about procedures, and there is no evidence of management’s effort to clarify the issue.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
2024 Edition

Human Resources (CA-HR) 6: Volunteers

The organization recruits and retains a competent and qualified volunteer pool.
NA The organization does not use direct service volunteers, student professionals, or interns. 
Related Standards:

1
The organization's practices fully meet the standard, as indicated by full implementation of the practices outlined in the CA-HR 6 Practice standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the CA-HR 6 Practice standards.
3
Practice requires significant improvement, as noted in the ratings for the CA-HR 6 Practice standards.
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the CA-HR 6 Practice standards.
 

CA-HR 6.01

A written assignment is developed, and periodically reviewed, for each volunteer, student professional, and intern position that includes:
  1. duties;
  2. time commitment;
  3. responsibilities and prohibited activities;
  4. required skill sets, credentials, or trainings; and
  5. lines of supervision and the process for providing ongoing feedback.
Interpretation: Written assignments for student professional and interns should be provided by the placing organization.

Examples: Organizations can support appropriate assignments for prospective volunteers by using an interview  and assignment process that:
  1. identifies the individual's skills, interests, abilities, relevant experience, and availability; and
  2. matches those with an available volunteer opportunity at the organization.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • Written volunteer/intern assignments require greater clarity; or
  • One of the standard's elements is not fully addressed.
3
Practice requires significant improvement; e.g.,
  • For some volunteer/intern assignments roles and responsibilities are only communicated verbally; or
  • Two of the standard's elements are not fully addressed; or
  • One of the standard's elements is not addressed at all.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
 

CA-HR 6.02

Direct service volunteers, student professionals, and interns are:
  1. directly supervised by licensed or otherwise accountable professionals;
  2. appropriately trained to fulfill their role; and
  3. participate in regular discussions and receive feedback regarding their performance.

Examples: When determining methods and timelines for providing regular feedback, the organization may consider the qualifications and experiences of the volunteer, educational requirements for students, and the complexity and intensity of the assignment.

1
The organization's practices reflect full implementation of the standard.
2
Practices are basically sound but there is room for improvement; e.g.,
  • With few exceptions volunteers, etc. are supervised as per the standard.
3
Practice requires significant improvement; e.g.,
  • A significant number of volunteers, etc. are not appropriately supervised; or
  • Documentation of supervision is poorly maintained or nonexistent.
4
Implementation of the standard is minimal or there is no evidence of implementation at all.
Copyright © 2024 Council on Accreditation