DCS 512

Guide for

Commissioner Recruiting Workshop

using

“Roster Mining”

2018

Table of Contents

TOPIC PAGE(s) How to Use This Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 What Kind of Commissioners Are We Attempting to Recruit? . . . 2 - 8

Generally Accepted Commissioner Desired Skill Expectations

Generally Accepted Commissioner Job Expectations

Identify the Kind and Number of Positions to be Filled Ten-Step Method of Recruiting Step 1: Setting a Meeting with Key Commissioners . . . . . . . . 9

Step 2: Assemble Needed Materials . . . . . . . . . . . . . . . . . . . . 10

Step 3: Orient the Recruitment Team. . . . . . . . . . . . . . . . . . . . 11

Step 4: Identify Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Step 5: Identify Leaders Who Know Candidate . . . . . . . . . . . .12

Step 6: Follow up with Prospect References. . . . . . . . . . . . . . 12

Step 7: Recruitment - Make “The Ask” . . . . . . . . . .. . . . . . . . .12

Step 8: Respecting the Answer “Yes” or “No” . . . . . . . . . . . . .13

Bibliography of Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

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Using This Guide (Pages 8 - 13 should be your main focus.)

This guide was composed based on the assumption that we can identify commissioner prospects from our membership rosters past and present. The same approach to recruiting does not work 100% of the time with 100% of the prospects, but the “Roster Mining” method has a proven track record. Commissioners have at their disposal a wide range of recruiting tools from which we can gain insight when pursuing possible future commissioners. (ScoutNET, my.Scouting Tools, ScoutBook, and more that

your professional can assist you with.) Please examine the recruiting methods from the Commissioner College curriculum: BCS 112 and MCS 312 Pages 2 - 7 of this guide are offered only as a reference of generally accepted skill and job expectations. Councils often require additional duties, so please follow your council’s job descriptions. Page 8 can be used to determine your council or district needs. Pages 9 - 13 take you through the “Roster Mining” method identifying potential commissioner candidates.

Hint: Recruiting isn’t completed in a day, week, or month. Take

time to get to know other commissioners, leaders, and parents in your council and/or district. Building positive mutual relationships with others will go a long way when you need help.

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Administrative Commissioner Generally Accepted Desired Skill Expectations

(Not in order of importance)

Strong People Skills: they must be a good communicator, enjoy working

with people, good recruiter and judges of character. Their primary

responsibility is to recruit sufficient qualified volunteers to fill all the positions

required to carry out the functions of the district. Strong inter-personal and

coaching skills are necessary as the time will surely come when they must

confront the reality that a volunteer is not performing as desired, not meeting

expectations.

Vision: Need to inspire those they lead. It takes passion as much as skill to

do the job effectively.

Capable of Building and Maintaining a Strong, Cohesive

Team: They cannot achieve significant results by working alone. Loner are

dangerous - they deny participation to others.

Manager: Proficient at delegating and following-up to ensure that tasks are

completed on-time and as planned. They should also be capable of managing

multiple projects at one time; that is what they will do if approved.

Knowledge of Commissioner Service: They understand how the

various functions of effective Commissioner service.

Experience: Familiarity with the position allows them to begin functioning

immediately and shortens any learning curve.

Able to Devote the Necessary Time: Make sure the candidate can

control their work schedule so they are available for needed meetings and

events. Required travel or out of town commitments can frustrate the best of

intentions.

Recommended but not required:

Completed Wood Badge in the recent past, or commit to do so within

six months of taking office. Wood Badge will hone their skills in the preceding

areas.

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ADMINISTRATIVE COMMISSIONER JOB EXPECTATIONS Generally Accepted Desired Skill Expectations

DISTRICT COMMISSIONER

The District Commissioner leads the Commissioner staff of the district, guiding and measuring the

district’s unit service function of the program.

1 Recruit full staff of Commissioners

2 Oversee the training program for all commissioners.

3 Guide UCs to contact each unit regularly, identify unit needs, and

make plans to meet unit needs.

4 Encourage Unit Commissioners to enter their contacts into

Commissioner tools

5 Work with the District Chairman and DE as a member of the

District’s Key 3.

6 Plan and preside at monthly meetings of the

District Commissioner staff.

7 Attend District Committee meetings to report on conditions of units

and to secure specialized help for units.

8 Represent the district as a member of the

Council Commissioner cabinet.

9 Review Commissioner Tools use and create reports as needed.

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ADMINISTRATIVE COMMISSIONER JOB EXPECTATIONS Generally Accepted Desired Skill Expectations

ASSISTANT DISTRICT COMMISSIONER

A D Cs are often assigned a geographic area or are assigned a specific task. They work closely with the DC and DE.

1

Recruit enough UCs to serve their units area

2

Conduct personal coaching and orientation sessions for UCs.

3

Maintain regular contact with their UCs to provide guidance in unit service needs.

4

Meet with their team of UCs the monthly DC meeting to plan specific actions to help units be more successful.

5

Serve units with no assigned UC

6

Help UCs evaluate and improve their unit service performance.

7

Assist UCs in using TOOLS including adding entries for Commissioners who are unable to add their own.

8

Track the charter renewal status of all units.

9

Review TOOLS use & create reports as needed.

10

Recruit & train qualified RTCs

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Plan & conduct quality Roundtables.

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ADMINISTRATIVE COMMISSIONER JOB EXPECTATIONS

Generally Accepted Desired Skill Expectations

ASSISTANT COUNCIL COMMISSIONERS

Appointed by the CC, ADCs may play the following roles:

1 A “stand-in” - May act as a substitute when CC is

temporarily unable to serve.

2 A “copilot.” - ADCs do more than wait for emergency action -

share the weight of leadership as determined by the CC.

3 “Special Assignments”

A. Training - ACC coordinates Commissioner training. Oversees basic training, trains DCs and ADCs, & provides continuing education for Com. B. Geographic service area - ACCs provide support in Councils with several districts.

C. Roundtables - ACCs help in training district roundtable personnel.

D. Program - ACCs assist with programs for Cub Scouting, Boy Scouting, Varsity Scouting, Venturing, and Exploring.

E. Commissioner conference - ACC leads team that runs Council Commissioner conferences (college or non-college ).

F. Diversity - ACC works with the districts to encourage Commissioner diversity and helping to serve emerging markets of their respective districts.

G. New-Unit Service - ACC coordinates the efforts in working with

new units to provide a more focused emphasis on

their first year of operation.

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UNIT COMMISSIONER JOB EXPECTATIONS

Generally Accepted Desired Skill Expectations

Not B.S.A. Requirements

1

Is a friend of the unit. “I care, I am here to help,what can I do for you?”

2 Is a representative and helps represent the ideals, the principles, and the policies of the Scouting movement.

3 Is a unit “doctor” who knows that prevention is better than a cure. When problems arise, they act quickly observing symptoms, diagnosing the real ailment, prescribing a remedy, and following up on the patient.

4 Is a teacher having a wonderful opportunity to participate in the growth of unit leaders by sharing knowledge with them.

5 Is a counselor helping units solve their own problems. Counseling is the best role when unit leaders don’t recognize a problem and where solutions are not clear-cut.

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ROUNDTABLE COMMISSIONER JOB EXPECTATIONS

Generally Accepted Desired Skill Expectations

https://www.scouting.org/commissioners/roundtable/roundtable-changes/

Assistant Council Commissioner for Roundtable

Recruiting: Recruit necessary roundtable commissioners

Talent Management: Become personally acquainted with, and maintain

regular contact with all assigned roundtable commissioners.

Training Support: Provide/promote training.

Program Planning and Content: Work with the council commissioner

and other key volunteers to design a council roundtable that meets

the unique needs of the council.

Technology Utilization: Promote the use of technology to ensure that

roundtable meetings are adequately promoted and that the meetings

engage and empower the volunteers.

Information Dissemination and Promotion: Disseminate current BSA

news and points of interest.

Assistant District Commissioner for Roundtable

Recruiting: Recruit necessary roundtable commissioners

Talent Management: Become personally acquainted with, and maintain

regular contact with all assigned roundtable commissioners.

Training Support: Provide/promote training.

Program Planning and Content: Work with the district commissioner

and other key volunteers to design a district roundtable that meets

the unique needs of the district.

Technology Utilization: Promote the use of technology to ensure that

roundtable meetings are adequately promoted and that the meetings

engage and empower the volunteers.

Serve as Roundtable/Forum Moderator: Open the meeting, welcome &

introduce visitors, provide directions for program breakouts, and

provide feedback to roundtable personnel.

Information Dissemination and Promotion: Disseminate current district

news and points of interest.

Assistant Roundtable Commissioners Program-specific roundtable commissioners for Cub Scouts, Boy Scouts, Varsity Scouts, and Venturing are responsible for the development and delivery of their monthly meeting agenda and program items.

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DEVELOPING a COMMISSIONER PROSPECT LIST

Identifying the need: (Prepare before your meeting)

What types of commissioners are needed: Assistant Council Commissioners?

Special assignment?

District Commissioners?

Assistant District Commissioners? Special assignment?

Unit Commissioners? Roundtable Commissioners?

How many of each type are needed?

Our council needs ________ assistant council commissioners (number)

What special assignments are needed? Training: _____ Geographic Service Area: _____ Roundtables: _____ Program: _____ Diversity: _____ New-Unit Service: _____ Commissioner Conference: _____ Other: _________________

Our district needs ________ assistant district commissioners (number)

What special assignments are needed? Training: _____ Geographic Service Area: _____ Roundtables: _____ Program: _____ Diversity: _____ New-Unit Service: _____ Commissioner Conference: _____ Other: _________________

Our district needs ________ unit commissioners (number)

Our district needs ________ roundtable commissioners (number)

What skill expectations do we have of our prospects? (Page 2)

Review Generally Accepted Desired Skill Expectations.(Pages 3-7)

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THE ROSTER-MINING METHOD OF RECRUITING

STEP 1 - Set a meeting with key people:

District Commissioner

_________________________________

District Executive

_________________________________

Assistant District Commissioners (if any)

___________________________ __________________________ ___________________________ __________________________

How long should the meeting last? _____ hours

(Really depends on the need - 3 hours is typically adequate.)

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STEP 2 - A list of prospects is needed to meet those needs.

Prior to the meeting, assemble materials:

A list of current Commissioners. ( Promoting within can motivate others ) Assemble five years of past leader rosters, current-year leaders, and/or member rosters for each unit in the district. Supplies ( highlighters, blank paper,etc. ) Refreshments

Organize meeting room Large tables to enable spreading out materials *Technology access (ScoutNET, my.Scouting, ScoutBook, etc.) Group rosters by unit and then by year Match roster groups with associated unit roster groups ( Packs – Troops – Crews )

Check Commissioner effectiveness using tools’ reports. (Number of contacts, simple, and detailed assessments.)

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STEP 3 - Orient Meeting Participants

Objective: Find hidden talent that could be commissioner prospects

Effective unit commissioners

Look for volunteers with a pattern of leadership experience (e.g., DL, ADL, assistant CM, CC, etc.). Highlight their names.

STEP 4 - Identify Candidates

Examples: Effective Commissioners Parent Involvement: An indicator that the family is committed, have good leadership experience, and have decided to share the responsibility.

STEP 5 - Identify at least two key leaders who might have

personal knowledge of the prospect’s abilities and commitment. Possible Reference(s): _________________________ Phone: ( _____) _____ - __________ _________________________ Phone: ( _____) _____ - __________ _________________________ Phone: ( _____) _____ - __________

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STEP 6 - Follow up with prospect references

Do NOT skip this step! Capture information about

(Review page 3 )

Scouting knowledge and experience Passion Potential Priorities

Other current Scouting roles and responsibilities ( Don’t poach! Balance the needs of the Unit with those of the District or Council.)

Scouters to whom the prospect “can’t say no”

( Match candidates with identified needs )

STEP 7 - Make the Ask – when the time is appropriate.

Determine the best member of this committee to ask the prospect.

Does someone have a personal relationship with the prospect?

If not, take the time to develop a meaningful connection.

Suggestions: Get to know the prospect on a personal level. Get introduced. Find shared interests both in and out of scouting.

Talk about the need to have qualified people as commissioners.

Explain what the position requirements are.

Let the prospect know that we will train him/her for the position.

Convince them that they will not be left alone and will be supported. Then follow through on that commitment.

Do not overwhelm the prospect.

DO NOT BADGER THE PROSPECT

(Don’t turn the prospect off to possibly accepting a different position.)

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STEP 8 - Respecting the Response

If “Yes,” begin orientation and on boarding

NOTE: Commissioners being “promoted” should be aware of the process of filing a new position application and specific state criminal background form. Make sure that they complete their Commissioner Basic Position Specific training.

In the event a prospect is new to Commissioning, then the appropriate Administrative Commissioner should guide the prospect through the process. Support the new Commissioner to remind them that they are not alone.

Begin orientation and onboarding

If “No,” respect the prospect’s response.

If the prospect is interested in another position in Scouting, begin a follow-up process (or referral to another leader in an area that would be a better fit). NOTE: Once again, do not badger the prospect.

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Bibliography of Resources

“Administration of Commissioner Service,” Boy Scouts of America, 2011, ISBN 978-0-8395-4501-9. College of Commissioner Science - BCS 112 College of Commissioner Science - MCS 312 “Council Commissioner Manual,” Boy Scouts of America, 2010, http://www.scouting.org/filestore/pdf/522-015.pdf . “District Committee Training Workshop,” Boy Scouts of America, 2009 http://www.scouting.org/scoutsource/Commissioners/recruiting.aspx “Selecting District People,” Boy Scouts of America, 2011, ISBN 978-0-8395-4512-9

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