THE SCOUT ASSOCIATION OF NIGERIA NATIONAL SCOUT COUNCIL. ADULT RESOURCES MANAGEMENT WORKSHOP Venue: International Youth Village, Ajoda New Town, Ibadan Date: 25th – 26th of February 2011.THE ROLES OF ADULTS IN SCOUTING Presenter: Olusoga A. Sofolahan (Olori Omo-Oba) (LT)

INTRODUCTION:

In the document “Towards a Strategy for Scouting” which was accepted by the 31st World Scout Conference in Melbourne, the World Committee indicated that:

“Many associations have difficulty recruiting leaders, commissioners and administrators of the right calibre, with the appropriate background, a strong commitment to the task, and the will to develop the skills and attitudes that their functions require.”

Ø “Many associations have difficulty providing appropriate training for their leaders. This affects the availability of training for the various levels of responsibility as well as the quality and relevance of the training opportunities offered.”

Ø “many associations have difficulties with the tenure of their leadership. In many cases the turn-over of leaders is too fast while in other cases the tenure of some leaders in key positions is too long.”

Following resolution 2/88 in which the 31st World Scout Conference “... strongly recommends that the respective levels within the World Organization work along the directions indicated in the document to enable the Movement to continue to grow and provide better services for the benefit of young people”, the World Training Committee has developed Adults in Scouting.

GENERAL DEFINITION AND SCOPE:

Adults in Scouting aims at developing the ways and means by which the quality of leadership at all levels in the Scout Movement can be improved through the better management of all adult resources, resulting in the provision of better services to young people.

Adults in Scouting is the process of attracting and developing adults to provide competent leadership, professional and volunteer, for all positions, at all levels, in the Scout Movement. As a concept, it is more comprehensive than that of training. It includes a sequence of operations ranging from the recruitment to the retirement of adults. Training is seen as only one step in the process.

Adults in Scouting accommodates the needs of individual adults while achieving the Association’s goals. It emphasizes the provision of opportunities for personal growth and development as one of the rewards for contributing to the achievement of those goals.

Adults in Scouting, recognizes adults for their demonstrated competence and performance, rather than for their attendance at training opportunities or for their position.

Above all, Adults in Scouting recognizes that an individual is appointed “to do” a specific task for a specific time, rather than “to be” the holder of a position. This approach changes the way in which he or she is regarded and - consequently “managed”.

Flexibility is an essential feature of Adults in Scouting. While the concept is constant, its process can and should be applied in such a way that:

Ø it is adjusted to different local conditions

Ø it is adjusted to the different needs and styles of individuals;

Ø the co-existence of simpler and more complex approaches is possible and acceptable;

Ø it is simple, understandable and non-bureaucratic;

Ø its application is constantly reviewed and continually improved;

Ø it uses a variety of methods, formal and informal;

Ø adult education opportunities within and outside Scouting are incorporated as

a part of the process

THE R0LE OF ADULTS IN SCOUTING:

Scouting exists for the benefit of young people. It is a Youth Movement in which adults provide guidance and support to the youth members. The development and delivery of the youth programme require the active involvement of many competent adults who need to be recruited, equipped with the competencies required to fulfill their tasks, continuously supported and assigned to new tasks whenever appropriate, until their retirement. Adults in Scouting was developed to meet these needs.

Adults in Scouting is therefore part of the overall strategy of the Scout Movement. It is a global approach to the question of adult leadership - which is not limited to training - which will be, together with other bodies, at all levels in the World Organization, fully supported by the World Adult Resources Committee/Workstream or equivalent grouping.

THE MANAGEMENT OF ADULT RESOURCES:

Building on what exists in all Associations - a system of training unit leaders - Adults in Scouting expands into a global system of Adult Resource Management. It includes all the functions held by adults in an Association, and all the areas of competency necessary to fulfill these functions. It is a continuous process that starts when an adult is recruited into the Movement, ends when he or she retires and includes all the intermediate steps.

Adults in Scouting is a strategic approach which ensures better use of all human and material resources and offers greater challenges to all those involved.

Adults in Scouting provides for the establishment of a contract or mutual agreement at the time of recruitment or reassignment. The establishment of this contract includes:

Ø the formulation of mutually agreed objectives;

Ø the clarification of expectations both on the part of the individual leader and of the association;

Ø the need for and provision of training;

Ø the conditions and timing of performance appraisal; and

Ø a specified term of office.

Adults in Scouting takes into account the variety of situations amongst associations. Some associations are at a very basic stage with systems that only provide basic Scouting skills to their leaders. Other associations are at much more advanced stages with systems that cater for a variety of functions and a large spectrum of competencies.

Adults in Scouting is a general orientation for the management of adult resources. It is based on several ideas:

ü Adult resources need to be managed;

ü Managing adult resources is a corporate responsibility;

ü Training is only one element in the process;

ü Training should be on-going;

ü Principles of management by objectives also apply to human resources:

- people are recruited for a task

- appraised on their performance

- assigned to a new task.

As the management of adult resources in many Associations has been confined to the provision of training and has been perceived as a training responsibility, applying

Adults in Scouting requires a review of national training policies and practices. As it implies changes in roles and responsibilities, some people may feel threatened.

Adults in Scouting is not an extension of training into other areas of responsibility. Nor is it the dilution of training, as a function and status, into other areas of responsibility.

It should be seen and implemented as a dynamic move towards better quality Scouting for young people and a greater likelihood for adults to gain job satisfaction and personal growth through serving the Movement.

          

THE VARIETY OF FUNCTIONS:

For a global youth membership of around 25 million, Scouting can count on the services of almost 3.4 million adults working in many different fields. The majority of them run the day-to-day, week-to-week operation of a Scout Cub Pack or Scout Troop, or advice and supports a Venture Scout Unit.

These men and women are Unit Leaders and advisers. They are the ones through whom Scouting reaches young people. To a very large extent, the quality of the program offered to young people depends on them.

Others are in charge of a local group, co-coordinating the activities of the various units within the group and providing support to their leaders. They are not in direct contact with the youth members, or only on special occasions. They are mainly in contact with adults. Although carried out on a smaller scale, their role does not differ much from that of a commissioner who will have to manage, co-ordinate and lead

other adults over a geographical area or within a given section.

There are also a number of adults in administrative and managerial positions. These people are members of groups and committees or councils, or they may work at headquarters and provide support to the organization at various levels, area or state, regional or national. They may be volunteers or professionals.

Within all these groups, there will be some who also act as trainers. They provide both formal and informal training opportunities to help other adults develop the knowledge, skills and attitudes required to carry out their function to the best of their ability and at an optimal level of performance.

(See attached page for Roles of Adult in Scouting).

JOB ANALYSIS, JOB DESCRIPTION AND JOB SPECIFICATION

Job analysis

A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system. The job analysis may include these activities:

ü reviewing the job responsibilities of current employees,

ü doing Internet research and viewing sample job descriptions online or offline highlighting similar jobs,

ü analyzing the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position,

ü researching and sharing with other companies that have similar jobs, and

ü articulation of the most important outcomes or contributions needed from the position.

Job descriptions

Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.

Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.

Job Description Template

A job description is very important for getting the right candidate as it defines the responsibilities that will be assigned to an employee and describes the nature of the work.

It sets clear expectations for what the company expects from candidates, whereby the applicant also knows how to prepare himself for the interview according to the job description provided by the company in an advertisement.

Because of the above reasons, it is very important for the company to prepare and compile a good job description.

These are the basic categories that must be mentioned while writing a job description:

1	Job profile and Description: This category will include	The name of the company The designation for which the candidate has to apply Nature of the job Job type: Full time or part time Location of the office Salary and benefits
2	Duties and Responsibilities: Here we mention the various roles the candidate has to play related to	Managerial requirements Supervisory level Any corporate or individual objectives Working conditions Targets to be met
3	Skills and Knowledge: These specifications help the employer chalk out the kind of attributes they are looking for in a candidate to be successful in this job like	Communication skills Networking skills Analytical ability Teamwork Ability to deal with stress
	Education and Specifications: In this category they want to know about your qualification and prior experience in the particular field which may include:	High school degree Graduation and Master’s degree Diploma and vocational training Number of years of experience

This job description template will help not only the candidate to know what to look forward to but also help the company get the kind of employee they want for a particular post.

Job Specifications

A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is developed from the job analysis. Ideally, also developed from a detailed job description, the job specification describes the person you want to hire for a particular job.

A job specification cuts to the quick with your requirements whereas the job description defines the duties and requirements of an employee’s job in detail. The job specification provides detailed characteristics, knowledge, education, skills, and experience needed to perform the job, with an overview of the specific job requirements.

Components of a Job Specification

Experience: Number of years of experience in the job you are seeking to fill. Number of years of work experience required for the selected candidate. Note whether the position requires progressively more complex and responsible experience, and supervisory or managerial experience.

Education: State what degrees, training, or certifications are required for the position.

Required Skills, Knowledge and Characteristics: State the skills, knowledge, and personal characteristics of individuals who have successfully performed this job. Or, use the job analysis data to determine the attributes you need from your “ideal” candidate. Your recruiting planning meeting or email participants can also help determine these requirements for the job specification.

High Level Overview of Job Requirements: In ten bullet points, cite the key components and requirements of the job you are filling.

A job specification is useful for recruiting as it helps you write your job postings and your website recruiting material. The job specification is also useful for distribution in social media, for screening resumes, and for interviewers.

Good Hunting: