Difference between revisions of "Personnel Committee/Charter"

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(Created page with "<font color="blue"> Discussion draft.</font> '''Content copied from https://hackmd.io/FLMUts5XRXmAidG2-vB_WA Any updates will appear there first.''' The Personnel Committee...")
 
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'''Content copied from https://hackmd.io/FLMUts5XRXmAidG2-vB_WA Any updates will appear there first.'''
 
'''Content copied from https://hackmd.io/FLMUts5XRXmAidG2-vB_WA Any updates will appear there first.'''
   
The Personnel Committee is the point of contact and provides consistent HR and organizational support for people doing work for the Foundation for a majority of their time over the year, here called staff.
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The Personnel committee is the point of contact and provides consistent human resources (HR) and organisational support for people doing work for the Foundation for most of their time over the year.
   
The Personnel Committee has Board member only composition. Each staff person has 2 individual points of contact, with each Board Member up for election in a different year. This insures continuity year on year.
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The Personnel committee has Board member-only composition.
   
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As necessary, the Personnel committee may communicate or meet among themselves. Topics may include issues that arise with Personnel that could use greater deliberation, to undertake policy work, or to discuss any other relevant matters.
Staff can raise any HR or other needs ad hoc with their committee points of contact. That could encompass changes in availability, scheduling leave, contractual issues, interpersonal issues, or other topics as needed. (We’d like to note here that any volunteers on OSMF working groups or the OSM community should also have an equal ability to ask the Board for help if they need; that door is definitely open by contacting any Board member, or the Board as whole).
 
   
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== Interaction between Personnel and Committee ==
Staff and points of contact schedule a regular check in meeting, every 1-2 months based on mutual agreement. The meeting is a brief check in on what’s moving and upcoming, goals set and goals met, and a chance to raise issues or request help. The topics should largely duplicate what is already shared and discussed in public reports and public meeting; the exception is for anything of personally confidential nature.
 
   
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Each personnel should have two points of contact on the committee, with each Board member up for election in a different year. This ensures continuity year on year.
At least annually, the personnel committee would organize a performance review, to evaluate grounds for renewal or dismissal. This does not mean the committee directly assess performance by looking at technical work, but rather by evaluating engagement in the public record of the relevant working groups and community, and even possibly soliciting peer reviews; assessing if they are meeting standards for transparency and communication; as well as looking at the achievement of goals set by the staff themselves.
 
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Personnel may raise any HR or other needs with their committee points of contact. This could encompass changes in availability, scheduling leave, contractual issues, interpersonal issues, or other topics as needed. They may also, like any volunteers on OSMF working groups or the OSM community, ask the Board for help if they need by contacting any Board member, or the Board as whole.
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Personnel and points of contact schedule a regular check-in meeting, every 1-2 months based on mutual agreement. The meeting is a brief check-in on what’s moving and coming up, goals set and goals met, and a chance to raise issues or request help. The topics should largely duplicate what the Personnel has already shared and discussed in public reports and public meetings, or public discussions that have happened within the OpenStreetMap community; the exception is for anything of confidential nature.
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At least annually, the Personnel committee will organise a performance review, where the Personnel and the Personnel committee evaluate work done together over the year, and set out directions for the next. This does not mean the review directly assesses performance by looking at technical work, but rather by evaluating engagement in the public record of the relevant working groups and community, soliciting peer reviews, assessing if Personnel and Personnel committee are meeting standards for transparency and communication, and looking at the achievement of goals set by the Personnel themselves.

Revision as of 15:51, 22 October 2020

Discussion draft.

Content copied from https://hackmd.io/FLMUts5XRXmAidG2-vB_WA Any updates will appear there first.

The Personnel committee is the point of contact and provides consistent human resources (HR) and organisational support for people doing work for the Foundation for most of their time over the year.

The Personnel committee has Board member-only composition.

As necessary, the Personnel committee may communicate or meet among themselves. Topics may include issues that arise with Personnel that could use greater deliberation, to undertake policy work, or to discuss any other relevant matters.

Interaction between Personnel and Committee

Each personnel should have two points of contact on the committee, with each Board member up for election in a different year. This ensures continuity year on year.

Personnel may raise any HR or other needs with their committee points of contact. This could encompass changes in availability, scheduling leave, contractual issues, interpersonal issues, or other topics as needed. They may also, like any volunteers on OSMF working groups or the OSM community, ask the Board for help if they need by contacting any Board member, or the Board as whole.

Personnel and points of contact schedule a regular check-in meeting, every 1-2 months based on mutual agreement. The meeting is a brief check-in on what’s moving and coming up, goals set and goals met, and a chance to raise issues or request help. The topics should largely duplicate what the Personnel has already shared and discussed in public reports and public meetings, or public discussions that have happened within the OpenStreetMap community; the exception is for anything of confidential nature.

At least annually, the Personnel committee will organise a performance review, where the Personnel and the Personnel committee evaluate work done together over the year, and set out directions for the next. This does not mean the review directly assesses performance by looking at technical work, but rather by evaluating engagement in the public record of the relevant working groups and community, soliciting peer reviews, assessing if Personnel and Personnel committee are meeting standards for transparency and communication, and looking at the achievement of goals set by the Personnel themselves.