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DLSS HR Consulting
Capstone Project
Senada Hidic
Stephanie Pilet
Larry T. Shelton
Demetrius Williams
Current Practices in HR Management
MGT 508
National Louis University
Spring Session
June 4, 2016

Hidic, Pilet, Shelton, Williams MGT 508
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Table of Contents:
Page Numbers
1) Executive Summary- Demetrius 3
2) Strategic Planning - Demetrius 4-5
3) Recruitment- Larry 5-11
4) Compensation and Benefits-Demetrius 11-14
5) Orientation- Senada 14-19
6) Onboarding- Senada 19- 22
7) Training and Development- Larry 23-25
8) Ethics and Code of Conduct- Stephanie 25-28
9) Volunteer Discipline- Stephanie 28-31
10) Performance Management- Stephanie 31-38
11) Safety-Larry 38-40
12) Risk Management-Stephanie 40-42
13) Diversity- Larry 42-45
14) Organization Development/Organizational Behavior-Senada 45-47
15) Communication -Senada 47-50
16) Succession Planning/Mentoring- Demetrius 51-55
17) Conclusion- All 56-58
18) References- All 59-63
19) Contact Information 64

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Executive Summary
This capstone project captures the HR strategy created by DLSS HR Consulting for the Better
Man Than Me Foundation (BMTM). This document also provides an overview of how DLSS
worked as a team during the project. This document also provides information of DLSS;
strengths, weaknesses, opportunities, and threats. The capstone project was introduce to the
group by our instructor Ursula Pawlowski. DLSS performed careful research on Better Man Than
Me and was impressed by the organization's dedication to helping young men become better
men throughout Chicagoland. We saw this as an opportunity to apply what we have learned
throughout our graduate career and combine our personal and professional strengths to help an
organization that is doing so much to help others.
DLSS HR Consulting focused on every Human Resources aspect of Better Man Than Me.
While keeping the vision of diversity, integrity, ethics, leadership, citizenship, innovation,
compassion, motivation, and stewardship in the forefront.
DLSS HR Consulting serves as a business partner that provides a plan that focuses on the
values of the organization but also gives informative facts and a building block for compensation
and benefits, recruiting, onboarding, orientation, performance management, training and
development, communication, code of conduct, volunteer discipline, risk management, training,
safety, and diversity.
This document was created through careful research from a variety of sources and
conversations with Dr. Paul Phillips founder and executive of Better Man Than Me. DLSS HR
Consulting developed this strategic plan with the end in mind. We thought about the vision of
Dr. Phillips and the end result is this document that will serve as the blueprint.

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Strategic Plan
Overview of Company
DLSS HR Consulting is made up of Demetrius Williams, Larry T. Shelton, Senada Hidic, and
Stephanie Pilet. We are graduate students at National Louis University who are working
towards our Master of Science in Human Resources Management and Development. The group
was formed to provide a comprehensive strategic plan to Better Man Than Me.
Human Resources Mission Statement
Our mission is simple; DLSS HR Consulting is a business partner that is providing a building
block document that focuses on diversity, integrity, ethics, leadership, citizenship innovation,
compassion, and motivation.
SWOT Analysis for DLSS HR Consulting
DLSS did a SWOT analysis to find out our strengths, weaknesses, opportunities, and threats.
The group wanted to know and be prepared for any obstacles that could get in our way. We
used the information from the SWOT to be more aware of those obstacles and develop
processes to overcome.
Strengths:
● Strength in numbers
● More hands on deck equal lighter work load
● Share diverse perspective
Weaknesses:
● Group Think
● Scheduling
● Information Restriction

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Opportunities:
● Technology for communication: Google drive, email, Groupme, Text message, Phone
Calls
● Develop new skills
● Job opportunities
Threats:
● Lack of clear leadership
● Miscommunication
● Time management
Recruitment
The first step in creating a sound recruiting process for the Better Man Than Me (BMTM)
foundation is to create job analysis and a talent management process. Talent management is
the goal-oriented and integrated process of planning, recruiting, developing, managing, and
compensating employees (Dessler, 2013, p.104). A job analysis is the simple process of
determining what job needs to be performed and what human traits and competences do the
person needs that will be performing that job, (Dessler, 2013, p.105). According to (Dessler,
2013, p.107), there are six steps in doing a job analysis.
● Step 1: Decide how you will use the information provide.
● Step 2: Review all of the relevant background information available.
● Step 3: The selection of representative positions.
● Step 4: Analyze the job.
● Step 5: Verify the job analysis information with all that are involved with performing the
job and supervising the performance of the job.

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● Step 6: Develop a job description and job specification.
Use at least three methods of collecting job analysis information, including interviews,
questionnaires, and observation (Dessler, 2013, p.110).
The most important product of job analysis is the job description (Dressler, 2013, p.118), it
can be written in many different ways but it should contain job identification, job summary,
responsibilities and duties, authority of incumbent, standards of performance, working
conditions, and job specification. Having a well written job description can also be a very
valuable tool when it comes to the interviewing process, which is way all managers should be
familiar with this process. They should only want to hire what is needed, and who should know
best what is needed? It should be the managers of the resources that will be hired to get the job
done. The following is a job description designed for the BMTM foundation the information was
retrieved from (www.buildon.org, 2016) a nonprofit organization that provides similar services.
BMTM foundation Job Description: Human Resource Intern
The Human Resources intern will directly assist the Human Resources Manager with a wide
range of projects related to HR compliance, recruiting, onboarding/orientation, employee
benefits, and volunteer intern programs. This internship is designed to be both educational and
practical. In this position, the intern will learn how to take skills she or he may have acquired in
school related to his or her particular areas of interest, and apply them in a professional setting.
He or she will gain a better understanding of the role that Human Resources can play in a non-
profit setting, and be better prepared to work in the arena of Human Resources and the
nonprofit sector. The candidate will also have opportunities to network with other
professionals.

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Who We Are:
BETTER MAN THAN ME is a non-profit organization with the sole focus of impacting the world
by providing young men with the tools and information they need to succeed.
● Reports to: Human Resources Manager
● Location: Chicago IL. Various local areas
The Human resources Intern will learn the practical application of:
· Steps in recruiting and hiring process.
· Administration duties of an HR manager.
· Inputting data and tracking data for HR management purposes.
Qualifications
● Current or recent enrollment in graduate or undergraduate degree program;
● Ability to prioritize tasks and handle numerous assignments simultaneously;
● Proficient in Microsoft Office and internet applications;
● To Apply: submit resume to internships@bmtm.org
(buildon.org)
Personnel planning are a key factor in reference to the recruiting process; job analysis
identifies the duties and human requirements for the job, so the next step is to decide which of
the jobs you need to be filled, and recruit people for them. A sound method to accomplish this is
to think of the process as a series of hurdles that must be jumped to get to the finish line.
1. Decide what positions to fill, using workforce/personnel planning and forecasting.
2. Build a pool of candidates, by recruiting internal and external.
3. Have candidates complete application forms, and undergo initial screening interviews.

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4. Use selection tools such as tests, background investigations, and physical exams to
identify the candidates.
5. Decide who to make an offer to, by having the supervisor and maybe others interview
the candidates (Dessler, 2013, p.138).
Employee recruiting means finding and/or attracting applicants for the employer’s open
position (Dessler, 2013, p.146). This is not an easy task, they must understand that there's a
sciences and an art to effective recruiting. They must first organize how their recruitment efforts
will be carried out and by whom. Each person involved in this evolution should now what part
they play in this well designed plan. Looking internally should be the starting place, also include
the possibility of rehiring people that were once volunteers at the company. This process will
also help them with their succession plan. Another tool that can be used to help in this process
is to have some type of software system, such as Pilat NAI (Dessler, 2013, p.148), that can be
utilized to help them with succession planning and talent management. Once they have
exhausted all of the internal possibilities’ they can than activate their outside sources
campaigned for candidates.
Recruiting via the internet can be very effective and low cost to the company. Utilizing the
company’s web site has proven to be very effective to support this effort; you can also develop a
job board section on the same web site, and/or utilize other job boards like CareerBuilder.com.
They can also put social media to work for them like Facebook and Linkedin to help with their
recruiting efforts, texting can also be incorporated in this process. They should also register their
company with dot-jobs domain, virtual job fairs, and any other online web site that is designed
to help them find the people they are looking for. Advertising is another sources that can be
utilized rather it is a wanted ad in a paper, business or professional magazine. Radio advertising

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should also be consider; the point is make sure they put all available means to work for them,
the more the better. Employment agencies and alternative staffing (Temps) should be
considered if they are not getting the results they need. Referrals, job fairs, and Veterans job
fairs can be a good source to use as well. Whatever system is used it must be measured for
effectiveness.
When it comes to the selection process the main aim of employee/volunteers selection is to
achieve person-job fit, (Dessler, 2013, p.176). This refers to matching knowledge, skills, abilities
(KSAs), and competencies that are central to performing the job. They must be mindful of the
fact that a person may be right for the job but wrong for the company, this will require a
judgment call for the final decision. Job testing can also be used to help in the process of
selecting the best person for the job. You must insure the reliability of the test being utilized, as
well as the validity of the test. Background investigations and reference checks should be
performed on all personnel that are being considered for final selection. Interviewing the
candidates can be a time consuming process if you do not plan it beforehand. There are two
types of interviews commonly used, they are structured and unstructured interviews. Structured
(or directive) interviews, the employer lists the questions ahead of time, were as unstructured
(or nondirective) interviews, the manager follows no set format. To ensure recruiting
interviewing consistency they should use structured interviews with a well thought out
interview guide, they can refer to www.SelectPro.net for examples of interview guides, the
folling is a example of a commonly used interview guide (www.documents.dgs.cagov.
INTERVIEW RATING SCALE
Candidate Name: __________________________________
Date: _____________________________

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Question # Skill/Quality
(Insert the skill/quality pertinent to your position below –
these are examples)
Rating
(1-5)
1 Depth and Breadth of Experience
2 Organization & Planning
3 Tact & Diplomacy
4 Interpersonal Skills/Conflict Management
5 Interpersonal/Teamwork
6 Dedication/Customer Service
7 Coping Stress Management
8 Creativity
9 Project Planning/Analytical
10 Analytical/Creativity
11 Written/Oral Communications
12 Analytical/Fact Finding
13 Working Conditions

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14 Technical Knowledge/Preparation
Well Qualified (5)
Candidate provides a thorough response to the question. Candidate demonstrates a
thorough understanding of the issues at hand that is more to substantially more than the job
requires. Response is well thought-out and well presented. Overall, candidate’s response is
complete, addresses all aspects of the question and does not require probing.
Qualified (4-2)
Candidate provides an acceptable response to the question. Candidate’s understanding of
the issues at hand is equal to or slightly less that what the job requires. The response may not
be as complete or thorough as the well-qualified candidate’s response. Overall, candidate’s
response is complete, addresses the question and any probing required is minimal.
Not Qualified (2-1)
Candidate fails to provide an acceptable response to this question. Candidate’s response
does not convey the level of experience/expertise required in this position. Candidate’s
response may be vague or incomplete. Overall, candidate fails to provide
experience/expertise demonstrative of the requirements of this position.
Compensation and Benefits
Currently there is no consistent compensation for the team of six volunteers but sometimes
Better Man Than Me offers a stipend. BMTM is in the process of reestablishing a board of four
board members. The budget is 75% personally funded by Dr. Phillips and 25% is from other
individual contributors. There have been no grants as of yet and the organization holds three
fundraisers a year.

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Nonprofits compete with for-profit workplaces for talented workers, so setting the right level
of compensation can make the difference between attracting and retaining qualified employees
or, in contrast, suffering from high turnover and/or not being able to find the hoped-for caliber
of employees (National Council of Nonprofits, 2015 p.1).
DLSS is aware that monetary compensation at this moment is not a possibility but there is still
an opportunity to offer non-monetary rewards. The old saying of “It is better to give than to
receive.” is true but volunteers still need to feel that the work that they perform matters to the
organization.
Although financial compensation is generally the best way to reward and retain people, there
are other ways you can let employees know you value them — without busting your budget. For
example, consider tangible rewards other than money. Writing a personal “thank you” note and
enclose a small gift card when a staff member achieves something special. Or upper
management could reward that person with an extra vacation or personal day. Another idea:
Offer the employee more flexible hours, such as earlier starting and leaving times or the option
to telecommute.
Do not forget the value of praise and recognition. Acknowledge employees for a job well
done at staff meetings or in your nonprofit’s newsletter. Or invite “star” employees to be
introduced at a board meeting, or to represent your nonprofit at an industry conference. All of
these actions reflect confidence in those individuals and indicate their importance to the
organization (Belfint, Lyons, Shuman, 2016 p.1).

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DLSS truly believes that BMTM will expand and eventually need a Human Resources Assistant
to manage important documents valuable to the continued growth of the organization. We have
included the hourly and annual salary of a HR Assistant.
DLSS Consulting also wanted to provide a resource for Better Man Than Me mentees. With
mentee’s ages being 12 and up many young men will be preparing for their first jobs. What can
a mentee expect regarding compensation and benefits of their first job? According to the city of
Chicago;
Illinois Minimum Wage: $8.25 Hourly
Chicago Minimum Wage: $10.50 Hourly
Employees under 18 years of age. Employers are authorized to pay these employees a wage 50
cents below the state minimum hourly wage.

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Jobs at FedEx and UPS offer tuition reimbursement. UPS offers up to $25,000 college
reimbursement to their part-time employees. FedEx offers $2,500 a year to employees for
college reimbursement.
Orientation
In the assessment phase with BMTM, evidence shows there was no standard orientation
process for mentors, mentees, volunteers, or for possible future employees. This section of the
paper will cover what orientation is, why it is important, and how it will play a role in BMTM.
Orientation is the second impression of any company. Some of these impression are,
organization, quality of customer service, and how new employees are welcomed into the
organization. Potential employees get the opportunity to meet recruiters, get a glimpse of the
culture and the ethics of a company. It is not until after the official hiring process is done, that
employees get the sense of who the employees are and the full experience. The Job Bank
website includes orientation are, “part of a long-term investment in a new employee. The
orientation is an initial process that provides easy access to basic information, programs and
services, gives clarification and allows new employees to take an active role in their
organization,” (2011 p.1). In this case, orientation should benefit all mentors, volunteers, and
future employees of BMTM as a whole. The expectation today is each candidate would do
research about a company before going into the interview process, thus, the expectation is each
employee should have some sort of knowledge about the organization. Each individual should
feel welcomed, comfortable, and ready to gain experience.
An orientation for BMTM will be emphasized, but first, the focus will be why an orientation is
such a crucial element in an organization. The first thing to focus on is, implying what the

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organization’s vision is. Nobel suggest’s that while it is important to talk about the organization,
there is a higher success rate of employee retention when orientation is more about the
employee. Though, this is could be argued, the more family oriented a company is and really
looks out for the employee, the more likely the employee will stay. (2011 p.1)
Next, we will focus on what implementation for orientation would work for Better Man Than
Me. Everyone will included in the orientation, mentors, volunteers, and future employee. Since,
this is a work in progress, the orientation process can be modified to suit better retention,
topics, and positions.
This section will cover the orientation timeline that which includes:
● Ice Breaker/ BMTM history
● Mission statement /Goals and objectives / Future plans
● Organizational structure, e.g. own job description and relationship of position to other
positions
● Dress code
● Reporting procedure
● Safety procedures
● Sick Leave/ Late
● Identifying amenities/ Tour of Facility
BMTM History (30 Minutes)
To set the tone of the orientation, an icebreaker should be done in the beginning. This should
begin with everyone introducing himself or herself, followed by an activity captures everyone’s
attention. An example of an activity would be, naming famous Chicago architectural spots

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attendees have visited, famous Chicago actors attendees would like to meet, etc. It can be
designed to getting people more comfortable and getting to know each other. The next phase
would be allowing people to learn more about BMTM and the history of the organization. Since,
BMTM has been around for the last five years, there has been much achievement that could set
the tone for all the possibilities anyone is able to do.
Mission statement /Goals and objectives / Future plans (30 Minutes)
This section will cover what the mission of the organization, what the goals are, and where
the company wants to go in the future. This is an important ingredient of orientation because it
allows people to understand more of the organization. When employees know what the
organization is trying to achieve and their role in the goals, everyone is more likely to succeed. In
this part, employees will be allowed to participate by giving ideas to Dr. Phillips and the leader
of orientation. This will allow for more meaningful goals for the future.
Organization Structure (15 Minutes)
This section will cover all within BMTM including mentors, volunteers, and future positions.
Each employee will be gives a list of their “position description” and what will be expected of
everyone. It will be a more customizable tool to use until the employee, volunteer starts in the
position with a trainer. The orientation leader will be able to answer most given question about
position description.
Dress Code (10 Minutes)

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Dress code is a major topic for orientation. Since, this is an organization catering to young
men and to improve the livelihood of their future and career, being respectful towards everyone
including how everyone dresses is key. The orientation leader will be presenting a PowerPoint
Slide Show about the importance of dressing appropriately and the consequences of not. The
PowerPoint will include pictures of what is appropriate and images of what is not appropriate to
wear during an event, teaching, mentoring, and volunteering time. The organization is about
setting an example for young men to have a better future. Any volunteer or mentor that has on
the schedule and is not dress appropriately will be asked to leave the shift.
Reporting Protocol (30 Minutes)
If there is an issue that happens during an event, during a mentoring session, or any activity,
it is to be reported ASAP to the leader who is at the site and Dr. Phillips himself. The safety of
everyone is important and the crucial decision is to report any situation right away before it gets
out of hands. This section will talk about where to get the report paper to file along with whom
to file the paperwork with. It will also talk about if an issue is not filed and the discipline behind
it.
Sick/Late Call In (10 Minutes)
Everyone’s time is important and everyone must respect that. If at any reason someone is
unable to attend an event last minute, or are going to be late,BMTM will have a policy in place
about how many times someone is allowed to call in sick or is able to come in late. Again, like
with any other company or organization, time is crucial and there are consequences as to how
many incidence each individual will be allowed to have.
Identifying amenities/ Tour of Facility (30 Minutes)

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Being able to identify things within a building is important for safety purposes. Knowing
where the fire extinguishers are, bathrooms, exit door, just to name a few things will be part of
the tour and also the last activity of the orientation. Each employee will be given a map and will
have to draw or write on the map where designated things are in case of an emergency. This will
also allow employees an opportunity to get to know other mentors and volunteers.
In conclusion of orientation, this process will be two and a half hours long. Each of these
topics will be covered during orientation. For best-suited time, orientation will be done once a
month for new mentors, volunteers, and employees. Based on how many employees were hired
at the time, each of the tasks can be modified to train employees in another category.
Employees must complete the orientation in order to proceed with further tasks within the
organizations. Since, there are general tasks, each employee will then go through more training
during the job occupation and as well during onboarding to insure rules/task are reinforced. This
orientation will take place in the BMTM Facility and will be two hours and half hours long,
leaving any questions or comments towards the end of orientation.
Here is an example of what the orientation process could look like for BMTM, it will require
for all employee, volunteer, and mentors to attend. Each of the attendee will have to
understand the policies and rules on BMTM and pass the orientation in order to go further into
the organization.
Orientation Example to implement:
Orientation Checklist For BMTM
All Mentors, Employees, and Volunteers Must attend!
Mentor
Volunteer
Orientation
Leader

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Orientation leader: attendee must understand all before going forward Employee
Initials
Initials
Able to talk about BMTM in confidence and understand the
important events
Understand mission Statement, goals, objectives, and future
plans for company. Able to understand their role in the
company
Understand the dress code policy and consequences
Understand the reporting procedure and able to fill out in
confidence
Understand the policy for sick leave and late arrival and
consequence
Able to identify amenities in facility (bathroom, fire
extinguisher, etc.)
Mentor/Volunteer/Employee Name: _________________________________
Date: ____________________________
Orientation Leader: ___________________________________
Date: ____________________________
Onboarding
Many employees believe the first day on the job is orientation, but truly the first day on the
job is when onboarding starts. The definition of onboarding is, “Onboarding is the process by
which new hires get adjusted to the social and performance aspects of their jobs quickly and
smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function
effectively within an organization,” (SHRM, 2016, p.1). Onboarding is to help every employee

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not only perform at an exceptional level of a job, it is also to make sure that the employee adjust
quickly to the environment that they are placed in.
Considering at the moment that BMTM does not have any type of onboarding for their
members, the first thing to cover is why onboarding is important. One of those reasons is
because the organization needs to retain the current and future mentors, volunteers, and HR
intern to continue the help the organization needs, in this case we are talking about the image
of the organization. If an employee of the organization assesses that things are not well
organized and there is no efficiency that will make anyone frustrated, those employee are more
likely to not recommend the organization or want to come back themselves. The other most
important component is, the volunteers are not compensation. According to Mauer, “How
employers handle the first few days and months of a new employee’s experience is crucial,”
(2015 p.1). The purpose of onboarding is to show employees, volunteers, mentor can use their
time effectively and efficiently. If employees are coming into the organization and not doing
anything, there is no purpose for the employee. Onboarding itself can be a process that can last
for years because there is always something to learn and the culture of the company always
changes from better to greater, the goals change from smaller to bigger, but the effort to get to
the goals should always be efficient and productive. In this section of the paper, we are going to
cover how onboarding can be implemented within BMTM and how the mentors and HR intern
could better perform at the job and how it will positively affect the organization.
First implementation is to reach out to different colleges in the area who provide majors or
minors in Human Resources. The process is to reach out to universities and offer an unpaid
internship for six months. This internship will be a part time position that will work for the
student and the organization. The student will be required to put in a minimum of 15 hours a

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week into the organization. Dr. Phillips and the school’s Human Resource Department
Leader/professor will work on the goals that are needed for BMTM. These goals will have to be
on SMART scale and will allow for the intern to be measured during the two-four-six month
process. Dr. Phillips is a professor; he will be giving a grade to student based on the performance
and the goals done during the internship. During the six-month progress, the student will be
giving feedback to Dr. Phillips on the progress work of the project as well as the HR
leader/professor at the university.
Mentors will also be part of the onboarding progress. Since, the mentors are the ones that
are most connected to the mentee, the mentors should be able to handle any situation. The
onboarding process will also be broken down for mentors in a two-four-six month progress
which, can also be continued if needed. This is designed so that mentors know what
achievements they have made and what still needs work. Examples of SMART goals for the HR
Intern at BMTM that could be implemented are included in the sample form.
SMART GOALs FOR HR INTERN
Step Smart Goal Criteria met/Date met
1 Specific
Write a social media policy that discusses what employees
should not do on social media and what employees should
do on social media.
2 Measurable
100% of all Mentors, Volunteer, and employee will know
the policy to social media
3 Attainable
Research will be done to understand current policies
implemented by other companies, will include all social
Media (Facebook, Twitter, etc.)
4 Realistic
A meeting will be in place on June 1, 2016 to implement
policy to all staff. An email by June 5th
will also be sending
out to all staff.

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5 Time based
Social Media policy will be implemented by June 12, 2016
to all of employees, volunteers, and mentors at BMTM
Step Smart Goal Criteria met/Date met
1 Specific
Design a timesheet for Mentors to be able to check in/
out.
2 Measurable
Will be measured by design and how easy it is for staff to
sign in/out and how often used
3 Attainable
Using a computer, the intern will use Excel to create a sign
in sheet for staff for entering and leaving building
4 Realistic
This goal will relate to the mission of the organization
by keeping track of who is in the building and the
safety of everyone.
5 Time based
The timesheet will be created by June 30th 2016 and
implemented by July 5th, 2016.
During the time of internship, the HR intern will be given several SMART goals that will make
them more efficient in the future as well as for BMTM. These goals are to be met and evaluated
at the end of internship by Dr. Phillips and the Universities HR leader/professor. The HR intern
will be measured in three stages, two-month goal, four-month goal, and final six-month goal.
The student will meet the Dr. Phillips and the universities HR leader/professor together to
discuss the HR intern’s performance. This will include achievements and future improvements.
In conclusion, onboarding is a process that will help BMTM achieve greater heights. It will
give better direction to incoming staff on the goals of the company and how the staff will play
purpose in the goals.

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Training and Development
The training and development of employees/volunteers can make or break a company; there
is no substitute for a well-run training program. The training and development process starts
with orienting and onboarding of the new employees. The employer’s strategic plans should be
the guiding light for the training goals. According to (Dessler 2013 p.247) the ADDIE Five-Step
training process consisting of;
1. Analyze the training need.
2. Design the overall training program.
3. Develop the course (actually assembling/creating the training materials).
4. Implement training, by actually training the targeted employee the targeted employee
group using methods such as on-the-job or online training.
5. Evaluate the course’s effectiveness.
When designing the training program they must keep in mind that there are different
learning styles that apply to the adult learner, and they all must be taken into consideration.
Learning objectives must be set in place; they must create a motivational learning environment.
The learning must be meaningful to the learner, and the skills transfer should be obvious and
easy. A system must be in place to reinforce the learning, and the training effort must be
evaluated for effectiveness.
Another very similar process is called a training design process; this refers to a systematic
approach for developing a training program (Noe, 2013, p.10), there are seven steps to this in
this process.
1. Needs assessment.
2. Employee motivation and basic skills.

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3. Learning environment.
4. Apply the training to the job.
5. Develop an evaluation plan.
6. Choose a training method.
7. Evaluate and make changes if need.
This process is referred to as Instructional System Design, (NOE, 2013, p.10), ISD is not
without its flows; In organizations, the training process rarely follows the step by step approach.
Most organization try to develop their own version of (ISD). The (ISD) implies an end point
evaluation (Noe, 2013, p.12). However knowing this process can be a benefit to BMTM when it
comes to developing their training program. The training program should always be evaluated
and revised to ensure it is meeting the training gap needs of the people being trained. The
following flow chart will supply BMTM a suggested pattern that can be easily incorporated into
the BMTM foundation training program. One key thing to remember is training should be a
continuous evaluation for them, and if they follow the suggested steps provided to them, their
training program will give them the results that the need.
1. Conducting Needs Assessment
Organizational Analysis
Person Analysis
Task Analysis
2. Ensuring Employees’ Readiness
for Training
Attitudes and Motivation
Basic Skills
3. Creating a Learning Environment
Learning Objectives
Meaningful Material
Practice
Feedback
Community of Learning
Modeling
Program Administration
4. Ensuring Transfer of Training
Self-Management
5. Developing an Evaluation Plan
Identify Learning Outcomes
6. Selecting Training Method
Traditional

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Peer and Manager Support Choose Evaluation Design
Plan Cost- Benefit Analysis
E-learning
7. Monitoring and Evaluating The Program
Conduct Evaluation
Make Changes to Improve The Program
(NOE, 2013, p. 11)
Code Of Conduct and Ethics
The code of conduct serves as a policy that effectively expresses a business’s duty to act in a
respectable manner while accepting liability if the conduct is breached. At Better Man Than Me,
Dr. Philips develops and administers the code of conduct which, is communicated during each
mentoring session. There might be occasions when a mentee’s conduct is unacceptable. The
following guidelines are to be used if the parent or guardian is not around to accept
responsibility for the mentee’s conduct. The rules below are strictly enforced. Any mentor or
staff member who violates this code will be disciplined. According to the Nonprofit Risk
Management a code of conduct sample is as follows:
● Abusive language towards a staff member, mentor or mentee.
● Possession or use of alcoholic beverages or illegal drugs on Better Man Than Me's
property or reporting to the program while under the influence of drugs or alcohol.
● Bringing onto Better Man Than Me's property dangerous or unauthorized materials such
as explosives, firearms, weapons or other similar items.
● Discourtesy or rudeness to a fellow mentee, staff member or volunteer.
● Verbal, physical or visual harassment of another participant, staff member or volunteer.

26
● Actual or threatened violence toward any individual or group.
● Conduct endangering the life, safety, health or well-being of others.
● Failure to follow any agency policy or procedure.
● Bullying or taking unfair advantage of any participant.
● Failing to cooperate with an adult supervisor/leader/mentor.
A code of ethics is a benchmark of values created to help manage businesses in a reputable
manner by promoting respect, integrity, and competence. According to Better Man Than Me’s
mission which is “to promote success and responsible stewardship among men with emphasis
on empowerment and mature guidance for young men between 12 and up. BMTM and DLSS
hope’s to foster growth and build meaningful relationships. By providing financial assistance,
advisory services, and resource planning BMTM are helping to give these young men a strong
foundation to have a fruitful life. If BMTM want to change the future, BMTM must start by
giving our youth the opportunity to be better than we are.” The code of ethics outlines how
professionals are supposed to approach problems, the ethical principles based on the
organization's core values and the standards to which the professional will be held.
Breaching the code of ethics can or will result in termination from Better Man Than Me. It is
imperative that a mentor/mentee/other staff members abide by the code because it distinctly
lays out the regulations for behavior and its consequences. According to Dr. Jean Rhodes the
best ethical principles for youth mentoring are as follows:
1) Promote the Welfare and Safety of the Young Person
a) Mentors must build rapport with mentee and their parents (guardians) to better
understand the family's belief and expectations for their child

27
b) A mentor also has the ethical obligation to do no harm. This encompasses the
more extreme forms of harmful behavior, such as sexual harassment, abuse and
exploitation.
2) Be Trustworthy and Responsible
a) For volunteer mentors, this involves being aware of one’s responsibilities for
meeting frequency and match duration, as stipulated by the program
3) Act with Integrity
a) Mentors also should conduct themselves with integrity in their mentees’
schools, homes and communities by being respectful of customs and regularities
and by not acting in ways that leave programs having to run interference.
b) Mentors should be wary of entering into financial arrangements with mentees
or their families.
c) This related principle highlights the obligation of mentors to be thoughtful and
forthright about the commitments (i.e., time, financial) to the relationship and
to avoid setting up false expectations. Mentors should be reminded about the
importance of their obligations to their mentees, as well as the meaning that is
placed on plans and events such that even minor disappointments and tardiness
can accumulate in ways that erode trust and closeness.
4) Promote Justice for Young People
a) This principle calls for mentors to exercise good judgment and to take
precautions to ensure that the potential biases inherent in their own
backgrounds do not lead to prejudicial treatment of their mentee.

28
b) Mentoring programs have an obligation to provide training in cultural and
gender sensitivity to raise volunteers’ awareness of their own biases and blind
spots.
5) Respect the Young Person’s Rights and Dignity
a) Mentors should seek to understand the youth’s personal goals, desires and
values and not undermine the young person’s capacity to make his or her own
decisions.
b) Issues of confidentiality, which abound in youth mentoring relationships, have
been given insufficient attention. Youth and parents often disclose deeply
personal information to volunteers, sometimes with specific injunctions against
sharing it with the other.
Code of conduct and ethics go hand in hand. Codes of conduct stipulate the fundamental
policies between the staff and mentees while the code of conduct stipulates the ethical values
that they should abide by in order to continue as an employee or client. Mentors/Mentees/Staff
are expected to consent to these rules and regulations as part of their contract within the
organization.
Volunteer Discipline
There may be instances when the performance of a mentor drops below what is required of
them so it is imperative that Better Man Than Me has a well-defined and conventional
disciplinary policy that will obviate any confusion between mentors and mentors. According to
Chris Roland, “Discipline is the minimum amount of order needed so that the teacher can
dedicate an equal amount of their attention to each student in the class.”(2013 p.1) This
situation relates to a mentor because in order for a mentee to give their full attention during the

29
sessions, the mentor must set a great example by not breaking the rules of the organization.
Also, having this policy enforced will ensure the protection of the mentors and the business. The
following policies have been readjusted and benchmarked from the National Council of
Nonprofits which will be discussed during orientation:
Dress Code
Mentors are the face of Better Man Than Me and they are responsible for exemplifying a
positive image to their mentees. Mentors will wear business casual attire fitting for the
conditions and performance of their duties.
Attendance/Tardies
Attendance is vital and mandatory to the function of the program because the mentees
depend on the mentor’s participation. Mentors should notify the manager 12- 24 hours in
advance of absenteeism. No shows will be terminated after several attempts of previous
counseling. Being late is unacceptable, especially if we are setting examples for the youth. More
than three tardies will result in a three day probation, five tardies will result in a one week
suspension, and more than eight tardies will be subject to dismissal upon discretion of the
manager.
Sexual Harassment
BMTM is committed to providing mentors with an environment that is free from
discrimination and unlawful harassment. Actions, words, jokes, or comments based on an
individual’s sex, race, ethnicity, age, religion, or any other legally protected characteristic will
not be tolerated. BMTM encourages mentors to bring any incidents of sexual harassment to the
immediate attention of a manager.
Smoking

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BMTM intends to provide a safe and healthy environment. Smoking in the workplace is
prohibited except in outside locations specifically designated as smoking areas. For information
regarding the location of smoking areas, consult with your manager.
Drug-Free Environment
BMTM provides a drug-free, healthy, and safe environment. While on BMTM premises and
while conducting BMTM-related activities off BMTM premises, a mentor may not use, possess,
distribute, sell or be under the influence of alcohol or illegal drugs. The legal use of prescribed
drugs is permitted during volunteer service only if it does not impair a mentor’s ability to
perform the essential functions of the volunteer position effectively and in a safe manner that
does not endanger other individuals in the workplace. Mentor’s must advise their supervisor if
they are taking any prescription or over-the-counter drug which could adversely affect safety or
performance.
Safety
BMTM desires to provide a safe mentor environment. Mentors are responsible for using the
following common-sense suggestions to help ensure a safe environment. All staff members
must wear their badges at all times. Be aware of any unknown person who comes into your area
and anyone who does not belong in the building. No physical fighting, guns, razors, tasers,
knives, bats, broken glass, or any unlawful use of a weapon will be permitted inside BMTM.
According to Nirvi Shah, he states that “the laws and policies have been applied to student’s
wielding weapons and to those sporting a smart mouth or a cellphone. The so-called zero-
tolerance approach to discipline, once reserved for the most serious of offenses, has prompted
the suspensions and expulsions of students in possession of butter knives and theater-prop
swords. The federal Gun-Free Schools Act, enacted in 1994, ushered in an era of tough

31
punishment for low-level offenses.” (2013, p.16) BMTM will also have a zero tolerance policy
against low-level offenses used on the premises and will be subject to dismissal and the law
enforcement will be notified.
The manager is to create a disciplinary procedure to take place if the rules are breached
amongst the mentors. According to Michael Hennigan, “The progressive discipline system
normally begins with the recruitment process and continues through orientation, training,
performance evaluations, and daily supervision. A progressive discipline system consists of the
following:
● Verbal warning
● Written warning
● Suspension
● Termination
The disciplinary procedure should follow four rules:
1. The employee must know the nature of the problem.
2. The employee must know what must be done to fix the problem.
3. The employee must have a reasonable period of time in which to fix the problem.
4. The employee must understand the consequences of inaction.”(Hennigan, p.90)
Mentors are supposed to meet the disciplinary guidelines and to manage themselves
properly in the organization. The progressive discipline system is to support acceptable
conduct, when other approaches such as advising and appraisals have not been effective.
Performance Management
Management, mentors, and mentees should have similar goals of making sure the
organization thrives. That’s why the vital modules of a performance appraisal are essential. Pay

32
increases are a common factor on how well the performance appraisal is determined but
because Better Man Than Me is a non-profit organization mentees do not receive an income.
How can we motivate mentors that are not getting paid? According to Motivating Volunteers?
Forget the Carrots and Sticks, the "elements of true motivation" are internal or "intrinsic": They
come from within the individual. These elements are consistent with Abraham Maslow's levels
in his “hierarchy of needs." The five intrinsic needs that all people seek (once their physical
needs for food, shelter, and the like are met) are:
1. Autonomy: ability to direct their own work
2. Mastery: the desire to gain experience and get better at what they do
3.Purpose: the broad, overarching reason for the work
4. Esteem: confidence, achievement, respect for others, and respect by others
5. Self-actualization: the need for creativity, spontaneity, problem-solving, acceptance, morality,
and lack of prejudice.” (2013, p.22)
Making sure the mentors are productive is easier said than done; just because mentors may
all execute similar responsibilities, each person is special and what inspires one won’t
automatically inspire another mentor the same way. There are many arguments that suggest
that there is not one thing anyone can do to motivate an employee because motivation is an
internal factor within one’s self. Nevertheless, depending on the mentor there is a lot we can do
to fuel their internal motivation. For example: constructive feedback, award ceremonies, free
food, parties, 7 day Ventra card, $10 gas card, high fives, recommendation letters, etc.
Establishing performance objectives that are interrelated to the mentee’s goals in the
program assists the mentor in comprehending what needs to be achieved to be successful in the

33
business. Creating strict goals and desired outcomes for the mentor to aim for is a vital phase to
successful performance management.
In regards to the annual performance review it is in the best interest of Better Man Than Me
to have a 360 degree feedback in which it involves the mentor, mentee, and the mentee’s
parent/guardian. According to Dessler, “With 360-degree feedback, the employer collects
performance information all around an employee from his or her supervisors, subordinates,
peers, and internal or external customers generally for developmental rather than pay
purposes.”(2013, p.316) 360 degree feedback is an excellent tool to help the manager and
mentor determine whether or not the goals were achieved during the program. Involving the
parent/guardian is imperative to the child’s success in the program. According to The Power of
Parents, “Parent involvement is also related to improved student behavior in school and
improved attitudes about school work generally. When students report feeling support from
both home and school, they have more self-confidence, feel school is more important and as a
result tend to do better in school. Improved communication between teachers and parents is
associated with increased student engagement as measured by homework completion rates,
on-task behavior and class participation.”(2014, p.7) If the mentee is getting support from his
parents/guardian, it is most likely that they will want to do better. That is why mentors should
be communicating with the parents so that they can determine the mentee’s engagement inside
and outside the program. For example, mentee engagement can be measured by attending each
session, actively being involved with mentor, making sure the young men are not being
arrested, not committing crimes, getting good grades, not dropping out, finding a job, and/or
applying to college.

34
Although we can trust the mentee to provide the truth with their progress in the program, it
is imperative that the parent/guardian has input to attest the child’s behavior. The parent’s
feedback will be anonymous and will be reviewed by the manager to help determine leadership
development, strengths/weaknesses, and whether or not the mentor/mentee reached their
desired goals and the goals of the organization. According Corliss McGinty, “When the boss is in
another location and doesn't observe an employee's behavior, it's really valuable to get the
perspective of customers and direct reports." (2011, p.2) The 360 degree feedback is a great
form of a performance appraisal which will help Better Man Than Me become more successful.
Depending on the length of the mentee’s contract, the performance should be every six months.
Mentor Feedback Form
To be completed by mentor
Mentee’s Name: _______________________________ Date:
_______________________________
Mentor’s Name: _______________________________
Instructions: Please respond to the following statements using the scale provided below. Any
additional qualitative comments can be provided at the end of the form. Please provide
concrete examples to support your answers to these questions.
I promote success and responsible stewardship among men with emphasis on empowerment
and mature guidance for my mentee
Never Always
1 2 3 4 5
Example_______________________________________________________________________
I feel like I made a difference in my mentee’s life
Never Always
1 2 3 4 5

35
Example_______________________________________________________________________
My mentee and I run effective sessions, beginning the sessions on time and setting and adhering
to an agenda
Never Always
1 2 3 4 5
Example_______________________________________________________________________
My mentee and I achieved the goals we created
Never Always
1 2 3 4 5
Example_______________________________________________________________________
My mentee and I provided appropriate feedback in a constructive manner
Never Always
1 2 3 4 5
Example_______________________________________________________________________
My mentee is aware of available development offerings and can identify valuable opportunities
to improve competency- I provided the necessary resources as well
Never Always
1 2 3 4 5
Example_______________________________________________________________________
Overall satisfaction with session
Ineffective
Effective
1 2 3 4 5
Additional Comments:

36
Mentor Evaluation Form
(Completed by the Mentee)
Mentee’s Name: _______________________________ Date:
_______________________________
Mentor’s Name: _______________________________
Statements Strongly
Disagree ‐1
Disagree‐
2
Neutral-
3
Agree‐
4
Strongly
Agree‐5
My mentor was accessible and available
My mentor communicated regularly with me
My mentor assisted me with my career
queries(looking for jobs and creating
resumes)
My mentor and I created goals and we
accomplished all of them
My mentor assisted me with improving
school performance
My mentor assisted me with my
understanding of the academic routes
to achieve my current career goals
My mentor demonstrated a reasonable
interest/concern towards me
My mentor’s behavior and attitude
generally is an example of
professionalism
Resources were provided to me
I learned at least one important lesson
about life in general from my mentor
My mentor has taught me how to look
for scholarships
I learned at least one important lesson
about my future career or

37
professionalism from my mentor
I recommend my mentor for future
professional or personal development
activities.
I am very happy with the mentor that
was chosen for me.
I am comfortable talking to my mentor
about any problems that I am facing
If I choose to continue the program
again, I would like to be matched with
the same mentor
Overall, my mentor was an asset and a
benefit to me.
I anticipate an extended future
relationship with my mentor
Mentee Signature: ________________________________________
Date: __________________________
Parent/Guardian Evaluation Form
Questions Strongly
Disagree ‐1
Disagree‐2 Neutral-
3
Agree‐4 Strongly
Agree‐5
I have seen
positive changes
since my son has
started the
program
My son’s mentor
demonstrated a
reasonable
interest/concern
towards my child
The mentor gave
me regular
updates, (email,
phone call, sent
home letter etc.)
When I had
questions/concern
s about my child, I
was able to get in
contact with

38
BMTM to resolve
the issue
My son has
matured from the
start of the
program.
My son is happy
with his mentor
I will recommend
BMTM to other
parents
Additional Comments:
Signature____________________________________
Date__________________________________
Safety
Included in the training program but it should be a separate identity of the training program
is the organization safety program. Just like with anything else that is being implemented they
must have a plan. This process start with the development of a safety committee (Bloom
Township High School SD 206, 2016), the first thing to be done is to;
1. Identify specific issues that the planning process should address.
2. Create a planning committee.
3. Clarify the roles within the committee.
4. Identify the information that must be collected to help make sound decisions.

39
The safety planning committee must be able to articulate its mission and vision to everyone.
They should assess the current situation to determine what is working and what is not. Use this
information to develop strategies, goals, and objectives. Once these steps are completed then
the committee can move forward and carry out the strategic plan.
According to (Dessler, 2013, p.273) the training effects to be measured are:
1. The reaction to the training.
2. The learning achieved from the training.
3. The change in behavior because the training.
4. The overall results caused by the training.
For the BMTM foundation the best, and most cost effective way to measure those things would
be by creating a survey that consist of question that are designed to provide feedback on each
item to be measured. The survey should be conducted online and disseminated via email
containing a link to the survey. One of the more popular online survey companies are
surveymonkey.com.
When it come to safety it should be looked at as a all hands responsibility, and the training
should be delivered that way to insure everyone receives the same training at the same time.
For BMTM they do not have to recreate the wheel because the places that they conduct their
business will have a safety program up and running. They just have to make sure that they are
familiar with what is already in place. The will have a need to add some standard operating
procedures (SOP) that applies to them specifically, and then their safety program is up and
running. The (SOP) should include a list of CPR qualified personnel, first aid training, and
defibrillator training. They should designate a safety officer designed to help facilitate when
there is an emergency at the meeting place. All of these can be determined by the safety

40
committee, and then placed into writing and made available for all. The value of a good safety
program should be made a top priority. Finding out during an emergency that they do not have
a good plan should not be what they want.
Risk Management
Better Man Than Me follows the risk management procedure in which hazards are being
discovered in the work area, followed by measuring the threat and then applying control
methods that will diminish the possibility of injury from the dangers being detected. According
to OSHA, “there are six different categories of common workplace hazards:
1. General safety hazards are described as the most common, and may include spills and
falls, working at height or in confined spaces, electrical hazards and machine-related
hazards.
2. Biological hazards include blood, mold, bacteria, insect bites, plants, and other natural
allergens.
3. Physical hazards may include things such as radiation, exposure to sunlight or UV,
exposure to extreme temperatures or loud noises.
4. Ergonomic hazards include uncomfortable workstations that promote poor posture,
heavy lifting, repetitive movements, and constant vibration. Most ergonomic hazards
become problematic when workers are exposed to the hazards on a frequently over a
long period of time.
5. Chemical hazards include cleaning products, paint, vapors and fumes, gases, flammable
materials and pesticides.

41
6. Work organization hazards may include stressors such as heavy workload, violence in
the workplace, high intensity or pace of work, levels of flexibility and control at work,
and social support and interpersonal relationships.” (2016, p.2)
Another form of risk management that Better Man Than Me must assess is what will happen
if a disaster hits the Chicagoland area such as tornadoes, terrorist attack, floods, earthquakes,
and a war. According to the Academy of Management Journal Managing Risk and Resilience it
states that “as our society becomes more complex and interconnected, and the impact of global
factors becomes more immediate and menacing, organizations will become more exposed to
disruptive events from a broad range of threats and hazards. Effective response and recovery
processes are crucial to deal with these events and to save lives. At the same time, proactive
behavior and investment in prevention and mitigation is needed to reduce the short- and long-
term negative social and economic impacts on people’s lives and businesses.” (2015, p.971)
Proactive behavior is a great factor that will help minimize the negative impacts on the lives of
the staff members and the mentees during a national disaster. According to The Art of Assessing
Risk, “Once hazards and risks are identified, methods for analyzing consequences, their causes,
severity levels, probability or likelihood of occurrence, and existing controls are needed. Upon
analyses of the risks and their controls, an evaluation of the existing risk levels is performed to
determine acceptability of risks and where certain risks require further treatment. A risk
assessment matrix is generally used based on the organization’s defined risk criteria.”(2016,
p.40) The best method for diminishing risks is to make sure all BMTM staff is properly trained.
Also, they must get periodic coaching on identifying possible risks. If trained efficiently, a staff
member can help Better Man Than Me steer away from litigations by observing any safety
issues and alerting the manager as soon as possible.

42
According to the Hazard Identification and Risk Assessment, the table below is an example
of how to measure risks based on the level of urgency. For example, a leaking pipe would be
considered a low risk and a broken smoke /carbon monoxide detector would be a high level risk.
Having this is a great checklist to help manage safety risks within the organization.
(HIRA, 2016)
Diversity
When recruiting, creating diversity in the workplace should always be a part of the plan. It
would be great if diversity just automatically happens, but for the most part you have to make a
plan to help with this process. Recruiting a more diverse workforce requires several special steps
(Dessler 2013 p.162). According to the research, in 2010 there were almost 10 million single
parent families with children under the age of 18 maintain by the mother, and about 1.25
million maintain by the father, (Dessler 2013 p.162). The key to attracting and retaining single

43
parent’s employees/volunteers is to make the workplace as accommodating as possible.
Offering flexible work schedules, childcare benefits, and training the front line supervisors on
how to be supportive to the single parent, and still get the job done can go a long way.
Over the next few years, the fastest-growing labor force segment will be those from 45-64
years old, (Dessler 2013, p.163). Encouraging older workers to stay on the job and hiring older
workers must be included in the plan. The plan should include phased retirement, portable jobs,
part time projects, and in some cases full benefits for part-timers. When it comes to recruiting
minorities this requires a three-part effort: Understanding the recruitment barriers, formulates
the required recruitment plans, and institutes the specific day-to-day programs, (Dessler 2013,
p.163). Hiring the disabled can also help with the diversity plan. The U.S. Department of labor is
the resources to go to for this type of recruiting.
When it comes to the BMTM foundation some adjustment to the recruiting campaign will
have to be made. They are looking for sub-groups within the groups. There recruiting quest is
two fold: They need mentors to volunteer, and in some cases to help with the burden of keeping
the foundation going. They also need to identify the young men who can benefit from the
services that they provide. This can be a very daunting task to say the least. Having a well
planned thought out system that can be easily adapted by anyone is a must.
Once BMTM achieve the diversity that they are looking for the need for diversity training will
arise. Diversity training aims to improve cross-cultural sensitivity, with the goal of fostering
more harmonious working relationship. The training should include improving interpersonal
skills, understanding and valuing cultural differences, (Dessler, 2013, p.262).
The overall goal for BMTM diversity recruiting is to ensure they reach as many young men as
possible. Taking a look at where their recruiting efforts are being focused should always be a

44
function for them to do. Most of their recruiting is done through word of mouth and social
media. Because of this they must make sure that the word reaches the target. They can start by
going to neighborhood organization meeting when they are scheduled, just to inform them of
the services that they provide. Because of the uniqueness of the neighborhoods in this great city
we call Chicago, finding the diversity should not be hard. After locating the area that they feel
will furnish what they are looking for they should start with the schools in those areas, letting
them know that they are available to come in and talk to any class or club that the school has.
They need to introduce themselves to the school's Counselors, Deans, and of course the school’s
Principal. Most schools have their own social media, trying to be added to that should be a goal
also.
The next course of action is to stop by the local police department to let them know that they
are their to help support their effort of guiding and improving the lives of the young men who
reside in their area. Stopping by the local military recruiting offices can also be a big help. For
the most part when a young man walks into a recruiting station they are looking for something
to help change the course of their lives. More often than not they do not qualify to join the
military. This can lead to a lot of referrals from them once BMTM let them know about the
serves that they can provide. Each neighborhood has an Alderman or woman responsible for
that area, becoming one of their point of contacts can go a long way. When it comes to word of
mouth nothing beats a good politician speaking on their behalf.
Church organizations are another resource that they can use to help them gain access to the
diversity that they are looking for. Becoming a part of that network organization can be a great
benefit to them, the goal should be to find out who the youth minister is, and offer any kind of

45
support they can. Let them know that they are here to help. Finding the diversity is only have
the battle, finding a way in is the other half.
Organizational Development and Organizational Behavior
According to Cummings, “organizational development-a process that applies a broad range of
behavioral science knowledge and practices to help organizations build their capability to
change and to achieve greater effectiveness, including increased financial performance,
employee satisfaction, and environmental sustainability,” (2014, p.1). Not many organizations
have a development and behavior portion to the employee. Organizations Development could
be very crucial when it comes to retention of the employees, if an organization does not offer
any development to grow within the company, the employee could possibly go elsewhere and
gain the growth.
Organization development is professional and social, since it is about keeping employees
happy while, making sure the company is running smoothly and efficiently, it needs to be
addressed in a broad range. Currently, organizational development will be applied to BMTM in a
couple of way. First, it is about keeping the current mentors satisfaction high since there are
currently only a total of five mentors. Second, it is about making sure there are results
happening between mentors and mentees. If there are no improvements, there is
discouragement. For example, if a large portion of mentees are going to graduate high school
and if they are not motivated by the mentors to apply for colleges, the mentors will feel
discouraged. In this case, this is how word can be spread about the organization and it could
achieve greater results as can the mentees. The more motivation, the greater the effectiveness
and employee satisfaction in the organization there will be which, could results with more
mentee and mentors.

46
One of the biggest issues with organizational development for Better Man Than Me, is
currently there is no major outside financial support. Since, the company is running on 75% of
budget from Dr. Phillips personally, the best way to deal with issue is to look at how to secure
financial support. For example, GoFundMe.com is a great tool for the organization to use to get
a better funding system going. Another great tool is fundraiser or bake sale. For this, the
organization can achieve some sort of financial status and take it from there to grow further and
be able to set up a financial plan for the future on how and when money should be used.
Organizational Behavior on the other hand is defined as, “ the study and practices of how to
manage individual and group behavior in business, government, and nonprofits
settings…important and highly useful perspectives on motivation, leadership, communication,
groups, power and politics, culture and other matters that directly concern individual and group
behavior, ”(Nahavandi, 2013, p.1). In this case, we must teach leaders, supervisors, managers,
and even Dr. Phillips himself how to set to the tone of the organization. Anyone could be good
at a job but that does not make the persona great leader.
Organization behavior targets mentors individually at Better Man Than Me. One thing to
remember, these young men look up to these mentors to help them achieve further in life then
they could possibly do themselves. In this case, it is about being defined as a leader in an
organization and that leads to setting an example and motivating in the community, something
Dr. Phillips considers in the first place when deciding if someone would be a good mentor or
not. Organizational behaviors falls into organizational development, it is about growing as an
individual and then growing within the company, community, and being influential as well.
Organizational development and organizational behavior are at peak with BMTM. The
company first needs to expand and grow in the communities and by doing so there will be an

47
impact on these two categories to grow as well within. As mentioned before in other topics,
there are only five mentors who are satisfied and who are managing group behaviors weekly by
motivating and being leaders, but it also limits the organization to grow by not having more
people. Recruitment and advertisement are a key factor here in order to grow.
Communication
Technology has taken a huge leap in the last few years. There are so many free services
available right now like; GroupMe, Viber, Whatsapp, and many more that makes communication
an easy process for anyone who has a cellular phone or a computer in front of them. In this
section, the focus will be about communication and how Better Man Than Me can grow because
of it. This section will also cover, what communication is, what tools BMTM is using and what
tools the organization can implement when it comes to not just mentors, but communication
with mentees as well.
Communication can be done in many ways; texting, talking, sign language, and even body
language is applied as a form of communication. Webster defines communication as, “the act or
process of using words, sounds, signs, or behaviors to express or exchange information or to
express your ideas, thoughts, feelings, etc., to someone else,” (2016, p.1). Communication is an
important tool to any organization, it can have an exceptional effect in assisting the company to
achieve greater highs and if not used properly, it can cause an organization to lack the needs of
customer, in this case mentors and mentees.
Over the years, technology has taken over daily lives of a way to communicate with one
another. According to Walker, “In many ways technology has enabled us to strengthen
relationships by keeping in contact with old friends, colleagues, and co-workers,” (2014, p.1).
Technology has made it easier than ever to be able to reach out to anyone in the world and start

48
a conversation. As Walker mentioned, it is a way to strengthen our relationship, in this case for
BMTM, it has expended to strengthen communities to help young men achieve extraordinary
goals currently and for their future.
Dr. Phillips and BMTM are using different technology tools to communicate between
mentors. Some of the tools they are using are GMail, Facebook, and Cellular usages (emails,
texting, calling) Since, these tools and technology work within the organization and the mentors,
there is no necessary need to change. The only change to be made is to expand these tools into
communication with mentees and the rest of the community of volunteers.
The next step is to cover how to expand the tools currently used and to add a few other
applications (Apps) for better communication. We are going to cover;
● Google Drive
● Gmail
● Facebook
● LinkedIn
● Twitter
● Skype
Google Drive
Google Drive is a great tool because it allows anyone with a Google email to use the
applications, for free. It can allow anyone to be able to create a PowerPoint Presentation, Word
Document, Excel, PDF files, and so much more. It allows anyone to be able to access through a
computer or cellular phone. This would be a great teaching tool for mentors to use with
mentees, allowing the mentees to learn computer skills and creating files for what almost every
job description is requiring.

49
Gmail
Having an email address is a requirement in today’s world. From shopping online, applying for
jobs, receiving any type of information can now be done through just having an email address.
Since, BMTM is already in the process of using Gmail with mentors that is another free tool, this
could be expanded into communicating with mentees, confirm appointments, sending weekly
updates, and passing on information that will help the mentees be successful. It is also another
great teaching tool because it allows the student to be able to apply for a job, and having a
professional email address specifically for job searching is more important than most people
think.
Facebook
Facebook is one of those great tools and websites that allow everyone to communicate
instantly. BMTM has done a wonderful job in reaching out to mentors and mentees. Here are a
few ways the organization can expand on Facebook;
● Posting daily inspirational quotes/photos
● Advertising Events (Job fairs, etc.)
● Weekly Live Chat
● Mass messages on current events
This only to just name a few ways that Facebook can work better for the organization. The
mentors meet with the mentees only once a week, so this is a great took to keep in contact on a
more daily basis and also allowing the mentees to help each other.
LinkedIn
LinkedIn is another great tool, a website where anyone can find jobs, connect with people
professionally, “follow” companies, and show off the skills that have been achieved and get

50
endorses for those skills by other professionals. This website would help Better Man Than Me to
connect with professionals and companies to recruit mentors and also recruit positions for
young men who are qualified to work. It is also used as an advertisement for companies to show
off on what the achievement has been made, something BMTM could also do.
Twitter
Twitter is also one of those great tools that the young men and most millennial generation
use. Twitter uses have caused many controversies over the last few years and also made
headline news. Since, most millennial use it on their cellular phones, it can give the mentees a
reminder, a new event, that is coming up.
Skype
Skype is available through a computer or through a cellular phone. It is another free program
that can be downloaded and used on a basis as needed. Skype is a great tool because it allows
uses to video chat, something that can make communication more personal and being able to
read an expression on person’s face. It also always multiple users to be able to video chat at the
same time, as a conference. This will allow Dr. Phillips or other mentors to communicate with
mentees more frequently and have a conversation.
In conclusion, all these free communication websites and tools will allow more frequent
communication with mentees. This will create a more personal relationship and a personal
investment for mentors and mentee to continue with Better Man Than Me and allows for free
advertisement for the organization to grow.

51
Succession Planning and Mentoring
Currently, Better Man Than Me is in a sense a one man show, with Dr. Paul Phillips, D.D.
leading the way. Every organization dream is to expand. This document will provide a
foundation and guide for BMTM when that expansion happens. Who will handle the day to day
operations of the organization once Better Man Than Me expands and Dr. Phillips no longer has
the time to handle the day to day operations as he will be consumed with the overall vision of
BMTM?
The mentor program should focus on diversity, integrity, ethics, leadership, citizenship,
innovation, compassion, motivation, and stewardship. These ideals are not simply learned
through a mentorship program but should be already within and displayed by the mentees.
A committee of the board, such as the “board development” or board governance"
committee will generally focus on leadership succession at the board level while staff leaders
are most often charged with identifying transition plans for staff’s leadership succession.
Because the board is ultimately responsible for oversight of the executive director, typically it is
also the board's role to initiate succession planning for the executive director/CEO. Board
member invest lots of energy and time supporting the chief staff leader - it's their fiduciary
responsibility to ensure the long-term sustainability of the organization - which can depend on
there being the "right" leader in place. Help boards understand that succession planning is not
just "making a plan." It's a risk management strategy to ensure the sustainability of the
organization. (Council of Nonprofits, 2015, p.1)
The executive should also have input in identifying the candidates for the
succession/mentorship program. There are three main questions that should be asked regarding
leadership transition for Better Man Than Me:

52
1. If there is an emergency and Dr. Phillips is unable to serve as an executive, who will lead
the organization?
2. If there is a person who the board has in mind; what skills does that person bring?
3. If there is not a person who the board has in mind; what skills should the next executive
of Better Man Than Me have?
The best succession plan is the one where you already know who will be able to take the ball
and run with it. Just like the President of the United States has a plan of who will take over if he
is unable to perform his job duties, Better Man Than Me should have a similar plan. When the
President ( of Better Man Than Me) is no longer around, who will be able to continue the vision?
One should not be simply placed in a position of leadership but groomed for the role of
leadership at Better Man Than Me. Once it is determined by the current executive and
approved by the board, mentoring of the next leader or leaders should start.
Like coaching, mentoring can be an important development tool for succession planning
purposes. The benefits of mentoring for the mentee include providing opportunities to learn,
grow and advance your career.
Mentors provide advice and insight into the organization, access to a wider network and a
way to obtain feedback and career advice. However, mentoring benefits not only the protégé
but also the mentor and the organization as a whole. (Kreissl, 2015, p.1)
It is recommended that the organization determines who within the organization (board
members, mentors or former successful mentees) would be able to and has the interest in
running the organization. Who within the organization has the skills and aptitude to lead the
organization? Once it is determined who that person or people are; a formal mentoring
program should follow.

53
● What are the most important skills the next leader needs to have and create a program
around developing those skills.
● What are the skills does the current leadership have and what are any additional skills
the organization hopes to have in their next leader?
● Allow mentor to have ownership of their development by allowing them to set their
own goals.
● Dr. Phillips should let the mentee experience the day to day of the organization.
● Let the mentee do actual work that is important to Better Man Than Me in the present.
● Introduce mentee to funders of the organization.
● Set a fundraising goal for the mentee. Such as; in six months the organization would like
a van to carry the mentee’s of the organization to sporting events. Guide the mentee
but allow the mentee to be project manager over the goal.
● Establish a checklist of items that the mentee should either develop or achieve during
the first six months.
In short the organization wants to identify and then develop. Identify the skills needed,
identify the persons who has the potential and develop those individuals for the benefit to
retain the individuals within the organization.
The mentoring for succession training is similar to apprenticeship training. Where people
become skilled workers, usually through a combination of formal learning and long-term on-the-
job training. It traditionally involves having the learner/apprentice study under the tutelage of a
master craftsperson (Dessler G., 2013, p.255). In this case the learners mentees and the master
will be Dr. Phillips.

54
Mentees should receive the same non-monetary rewards as other volunteers. The overall
goal of the mentorship for succession planning is to develop the possible next leader of BMTM.
However, while the possibility of leading the organization is great motivation, mentees will still
need the same encouragement to learn and personal thank you’s as any other volunteer or
employee. It is true that an organization will never make their employees happy but happy
employees are better workers. The goal is not to make the mentees happy but to keep them
motivated. A motivated member of your team is a happy member of your team.
It is suggested by DLSS Consulting that BMTM choose multiple mentees. Let the mentees
know that this mentor program is not a promise that they will lead the organization but it will
develop their leadership skills. In the event that there is an open position of leadership at
BMTM, the mentees of the program will seriously be considered. Have the mentees sign a
document that says they will commit the needed hours and apply themselves to the program.
MENTOR/MENTEE AGREEMENT FOR BETTER MAN THAN ME
A successful mentee/mentor relationship requires a commitment on the part of both partners.
The following agreement is intended to provide an initial structure for the relationship. Either
party should understand that they may withdraw from the relationship at any time by
contacting __________________ at ______________. Each party should keep a copy of this
agreement and make every effort to fulfill the terms of the agreement.
Mentor __________________________ Contact Number_________________
Organization: _Better Man Than Me___ Date _______________________
Mentee __________________________ Contact Number_________________
Mentor and mentee are encouraged to share additional contact information as needed.
MENTEE GOALS

55
The mentee should establish with the mentor at least four professional development or
personal growth goals. Goals should be specific, measurable, attainable, relevant, and have a
time frame (SMART).
Example Goal# Raise $2,000.00 (two thousand dollars) within six (6) months towards a purchase
of a van for Better Man Than Me. ( Money to be collected every week from all)
GOAL # 1________________________________________________________
GOAL # 2________________________________________________________
GOAL # 3 ________________________________________________________
GOAL # 4 ________________________________________________________
CONTACT AGREEMENT
The duration of the formal mentoring program is fifteen (15) months. Mentors are
encouraged to continue the relationship on a voluntary basis. Contacts with mentee may be in
person or by telephone; however, face to face contact is required for the first six (6) month, with
once a week telephone or Zoom/ Skype contact. Mentee/mentor should allow enough time
during a contact for discussion of goals, as well as questions from the mentee concerning their
professional and/or personal development.
Mentee and Mentor agree to meet at least once a month for fifteen (15) months.
Mentee and Mentor agree to provide a final evaluation of the relationship at the end of the
formal
program.
________________________________ ____________________________
Mentee Signature and Date Mentor Signature and Date

56
Conclusion
DLSS HR Consulting believes that if the plan is followed, it will serve as a tool that will allow
for BMTM to solidify its progress into the community, allowing the organization to grow. Over
the course of eight weeks, DLSS has created a model Human Resources Department that will
allow BMTM and Dr. Phillips to implement. DLSS focused on every aspect which could be
achieved by the organization, with a vision in mind focusing on leadership, diversity, ethics,
compassion, and motivation along with much more, this document was created with multiple
sources which were carefully studied and with the permission of Dr. Phillips.
Over the course of eight weeks, Demetrius, Larry, Stephanie, and Senada conservatively
studied the needs of Better Man Than Me in order to understand the organization. In the
process, the team was able to collaborate on a needs assessment, implementation, execution
plan, and an evaluation of how the organization would benefit each topic.
In the process of serving the BMTM, all members were impacted professionally and
personally. Each member had their personal and professional challenges during the eight weeks,
but were able to come together in a collaborate in a timely manner and present each piece with
details and integrity. Each and every member’s of DLSS feels that the organization beliefs and
purpose of existence serves a better future for young men to be able to have a successful life.
Along with course of action, each member’s personal achievement has shown to prove the
strength, endurance, and willingness to achieve greatness within. All members believed it was
not about gaining a grade, but gaining experience that will serve a purpose in future career,
goals, and dedication to continue serving BMTM and assisting Dr. Phillips in implementing the
Human Resource needs of the organization. Professionally, DLSS members will take away how a
real Human Resource Department works and how a Human Resource consulting company

57
serves. This will serve a purpose to showcase a professional researched PowerPoint
Presentation to future employers of growth and performance.
To conclude each personal growth, Stephanie overcame her fear of public speaking. In the
last months, Stephanie practiced public speaking in front of her cohort and professors who have
guided her to become a confident emerging Human Resource Leader.
Larry was able to take his knowledge from serving the country in the U. S. Navy and applying
his skills into the Human Resource profession. Larry is also fulfilling a promise to his father, to
receive an education and set an example to his children.
Demetrius has taken on the challenges in the Human Resource profession by receiving an
education to do better and greater things. Over the course of attending National-Louis
University for his graduate and undergraduate degrees, Demetrius has learned that new
challenges will come along to prepare him for a leadership role in the Human Resource
profession.
Senada is the first in her family as well to receive a graduate degree. She has grown over the
last year by challenging herself in new skills and experiences in order to grow as an emerging
Human Resource leader. Senada has gained the confidence to speak in public and take on
multiple tasks, professionally and personally.
Overall, DLSS has experienced great achievements and is looking forward to continuing
growing as Human Resource leaders and helping BMTM achieve new and greater heights. The
experience of each of their professors, from the classroom to the professional world, has
prepared these members to be successful not only now but far into their careers in Human

58
Resource’s. Each of these leaders has taken way something to make each of them a great leader
in the Human Resource field.

59
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Tools for Communication (Sources)
● Gmail.com
● Twitter.com
● LinkedIn.com
● Facebook.com
● Skype.com
● Whatsapp.com
● Googledrive.com

63
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Contact Information
Senada Hidic….......................................................................................................shidic@my.nl.edu
Stephanie Pilet…………………………………………………………….……….…………………………..spilet@my.nl.edu
DemetriusWilliams……………………………………………….……...………………………..dwilliams57@my.nl.edu
Larry Shelton………………………………………………….………………………………….…........Lshelton@my.nl.edu

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