One of the most important aspects of human resources is to have clearly defined job descriptions in writing, which can be used as a reference guide as new volunteers (and, ultimately, paid staff) take on certain responsibilities. Debra Snider in “Working Easier: A Toolkit for Staff and Board Members of Nonprofit Arts Organizations” lists the following as attributes of a sound job description:
| » | Succinct 5-6 sentence description of the job |
| » | Statement to whom the person reports, including co-management arrangements |
| » | Listing of the job’s principal tasks and responsibilities |
| » | Listing of principal core competencies that characterize the ideal candidate for the job, such as: -- | business acumen | -- | leadership | -- | analytic thinking and problem solving | -- | team orientation | -- | interpersonal skills |
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| » | Listing of the skills and qualifications required to be considered for the job |
The list of principal tasks and responsibilities should include major functional responsibilities as the right person in the right job needs to be given room and permission to fulfill their responsibilities as they see fit.
Key Arts Organization Positions
What is unique about arts organizations that you don’t find in other sectors is the presence of “two headed” leadership. Many arts organizations have both an Artistic Director and Managing Director who both report to the board of directors and work together as a team. This is common in theaters, music organizations, and dance companies.
| » | Artistic Director - The chief staff person responsible for the artistic decisions of an arts organization, including overall artistic vision and programming choices. Generally members of the artistic staff report to this person. |
| » | Managing Director - The chief staff person responsible for overall management of the organization. S/he normally works with other staff in development, marketing, finance, personnel and general administrative functions. |
It is common for small organizations to have just an artistic director who must wear both hats until the organization has sufficient resources to hire a managing director to handle administrative matters. In other types of nonprofit organizations, these two functions are merged into a single position, Executive Director or President/CEO, who oversees both programmatic and administrative functions.
Other positions that might be found in smaller organizations:
| » | Development Director – Responsible for fundraising activities, including grantwriting, individual donor solicitation, and special events |
| | Program Director – Responsible for the planning and implementation of programs related to the organization’s mission |
| | Audience Development/Marketing Director – Responsible for promotion, advertising and public relations related to the organization and specific activities |
| | Business/Office Manager – Responsible for ongoing administrative tasks. This can be, in a smaller organization, a “catch-all” position in which the person might handle the books, do some grantwriting, and write the press releases. Tasks and responsibilities are very much dependent on the size of the organization and duties of other personnel. |
The specifics of these positions vary from organization to organization. Because of limited resources, small organizations often put more value into hiring individuals with specific skill sets that address specific significant tasks before hiring support or clerical staff.