Human Resources Management in the Cultural Sector
At its conference in November, the Cultural Human Resources Council released a series of reports intended to provide information about “cultural organizations that have succeeded … in implementing exemplary human resource management practices and to disseminate these practices to the broader cultural community for them to replicate wherever possible”. The report on Best Practices in the Cultural Sector argues that “HR-oriented” managers in the cultural sector believe that human resource practices from other sectors, including the corporate world, can be applied to the cultural sector. HR-oriented managers also “truly value and respect the contributions and skills of their staff”, encourage their efforts and involve them in decision-making, “communicate constantly with their staff”, and “recognize that people do not join cultural organizations for the money and need other reasons to stay”. This report also looks at best practices in terms of retaining and rewarding staff, HR policy manuals, HR training and development, staff performance, recruitment, terminations, job descriptions, promoting from within, communication and motivation.
The report concludes that effective human resource managers develop a reputation as “great people to work for”, while their organizations develop a reputation as “employers of choice” and “benchmarks” in the cultural community.
There are six other reports in the series that provide tips, tools and ways of addressing issues related to Managing Employee Performance, Recruiting the Right People, Coaching, Mentoring and Succession Planning, Termination of Employment, Job Descriptions, and Dealing with Challenge and Conflict.