MGT2005 Art Administration and Management Lecture 10 PDF

MGT2005 Art Administration and Management Lecture 10 Human Resource Management and Career Path for Art Administration Lecturer: Mr. Kelvin Leong Ka Hou  Table of Contents 01 Artists Management Role and responsibilities of 02 Staff Manag...

MGT2005 Art Administration and Management Lecture 10 Human Resource Management and Career Path for Art Administration Lecturer: Mr. Kelvin Leong Ka Hou  Table of Contents 01 Artists Management Role and responsibilities of 02 Staff Management The staffing process: artist manager recruiting, selection, training 03 Volunteers Recruiting and coordinating 04 Career in Arts Management Byrnes Chapter 14. volunteers 01 Artists Management Role and responsibilities of artist manager Role of Artists in the Festival Artists are included as advisers and in the organizing structure of the festival. Appropriate criteria and fair processes are employed for the selection of artists; where artist’s work is juried, artists are included on the jury panel. The festival site is accessible, safe, clean, and has facilities which can present work in an acceptable manner. The programme is well-conceived and organized, minimizing the administrative toll on artists and enabling them to focus on the presentation of their work. Identifying and selecting artists First come-first served No quality standards Provides no assurance of consistency of quality Most serious professional artists would not respond to such a call But suitable for: Children’s work “Anything goes” event in which community members could present their own talents Identifying and selecting artists Direct Invitation to Artists This process is often employed when a small number of artists are needed or when a festival is looking for a particular type of work. The programme committee may use any of the following means to learn about artists who might fulfill its interests: Seeing and hearing artists at performances, exhibitions, other festivals, or in their studios. Seek, recommendations from other presenters, experts in certain disciplines Peer process: artists selecting artists Performer roster from local, state and regional art organizations  Process - How is it done? An announcement sent by Presentation made to mail directly to artists 2 artist groups 4 Leaving applications at 1 Press release in newspapers, arts and trade publications, 3 artist organizations or locations other targeted publications which reach the desired artists Contract and Fees Contracts protect the rights of the festival producer and artist/participant by spelling out precisely the responsibilities and requirements by each party. What should be included in the contract?  Contract and Fees When submitting the proposal, the artist should include the following elements: Name, address, phone number of artist(s) Description of the proposed art work or project Description of process and/or audience involvement Explanation of artist intent How the project fits within the overall programme of the organization Drawings, photos, slides that will help the organization to visualize the proposed project Budget plan including materials and artist’s time, the required money to complete the project Resume References-other programme sponsors for whom artist may have done similar work  What is Artist Manager? Also known as an talent manager or Can you think of any example(s) in brand manager, is an individual or the music industry? company who guides the professional career of artists in the creative industry. The roles and responsibilities of a talent manager vary slightly from different performing arts industries. For example, a music manager's duties differ from those managers who advise actors, and dancers.  Is Artist Management considered as a Profession? Whatever your title-manager, personal manager, brand manager, or representative- managing artists in performing A career in artist management requires a continuing –almost daily- education by paying attention to what is happening in the performing arts business and other industries and events that affect it, and what that means to the artists they manage. Artist managers must be willing to encourage their artists to take calculated risks and to support their artists when they do. Role of Artist Manager Artist mangers must keep up to date on the entire business concerning their art form. That means regularly reading publications, attending industry conventions, subscribing to online industry headline services, etc. Understand business: When conducting business on behalf of the artist, the artist manager must develop an understanding of team building, marketing, budgeting, and sales as they apply to the income streams available to the artist.  Role of Artist Manager Controlling The manager must be realistic in what he or she feels able to control, but it also means that he or she must be flexible enough in encountering with reality to adjust to the circumstances. For example, a manager should anticipate that a new and promising artist will not be able to give a powerful performance at each audition, and should be prepared to put the most positive “spin” on the result.  Artist Management Skills and Personal Attributes Capabilities in understanding human nature Managing an artist’s career requires interaction with people of all personality types and under many pleasant-and some unpleasant- circumstances. For example, the music business is one in which egos thrive, with many trying to be “somebody” or trying to assert that they already are somebody.  Artist Management Skills and Personal Attributes Leadership Leadership is an important skill of an artist manager at the beginning of an artist’s career or at the beginning of the relationship. The influence of an artist manager on the early planning and development of an artist’s career is what helps the artist to develop a focus and an organized purpose.  Artist Management Skills and Personal Attributes Coaching Skills While leadership seeks to guide the broader, long-term goals of the artist’s career, coaching involves short-term work toward an outcome that improves the artistry of the artist. For example, the manager-coach helps the artist improve a competency such as being able to develop more animation in his or her stage presence. It is important for the artist manager to have a good network of specialists who might include vocal coaches, physical trainers, stage direction coaches, interview coaches, etc.  Artist Management Skills and Personal Attributes Networking Capabilities If an artist manager cannot get a call returned, he or she is may be ineffective, so building a network of contacts and relationships early in a career is extremely important. To build a network, a manager must be willing to become involved in both the business and social sides of the music industry. E.g., conventions, awards shows, conferences, and seminars Suggestions: set a goal of becoming introduced to different people, and then set up luncheon meeting with people.  Artist Management Skills and Personal Attributes Social Skills Being social means having approachable style that give the appearance of being comfortable in many different settings. E.g., managers should know how to engage others in conversations appropriate for the situation, how to begin and end these conversations.  Artist Management Skills and Personal Attributes Business Communication Skills Having good communication skills means the manager knows how to continuously connect with others, choosing between the written letter, email, instant and text messaging, telephone, fax, social networks that will ever be used. “It is easy to tell from email style which ones are prepared for the business and which are not!”  Discussion 1. Try to think of an example of artist manager, and discuss his work effectiveness in helping the artist’s career development; and 2. Discuss whether he or she possesses the attributes of artist manger being presented in the lecture. The level of trust and the strength of the relationship between the two are often compared to those found in successful marriage! 02 Staff Management The staffing process: recruiting, selection, training Human Resources (HR) Management The management function devoted to acquiring, training, appraising, and compensating employees. HRM activities include: finding and hiring the right persons providing training evaluating employees’ performance paying them building healthy industrial relations  Staffing Process Planning In the business world, human resources planning simply translates into analyzing your staffing needs and then identifying the Replacing Recruiting various activities you need to make the organization function effectively Most of the art organizations do not have Staffing separate HR departments, it becomes all Process the more important for the manager to have an excellent grasp of the rules and Training Selecting regulations controlling the hiring and firing of employees and the use of independent contractors. Orienting  Staffing the organization How many employees will you need? General Description Full-time? Part-time? (Number of hours worked) What are their activities or functions? Specific Duties What are the standards or quality of the outputs? Standards What are the skills needed? Personnel qualifications The salaries or payment of the employees? Compensation Application method 6 areas in the Job Description  Contingent Workers (臨時工) Part-time Freelance Volunteer Arts and culture organizations can use a mix of different types of employees to achieve their programming goals. Part of the first step in staffing is determining this mix of full and part- time employees and contingent workers needed by the organization. The use of contingent workers has been common in the arts for decades. Contingent workers simply mean people who are not hired in continuing employment roles in arts organizations. If the organization is careful about balancing the need for ongoing staff positions and the use of contingent workers, it can help stretch its budget. Planning Recruiting Selecting Orienting Training Replacing  Full-time or Part-time? Disadvantages Advantages Higher levels of risk, insecurity, For some creative workers, this stress, fatigue, and anxiety due to is viewed as an exciting and cool the short-term, contractual, dimension of their career that and/or freelance nature of this can stimulate creativity. work. Constantly changing jobs and Uncertainty became a greater work environments prevents concern for workers when there career stagnation and enables were dependents involved (e.g. creative workers to maintain partners, spouses, children, current and up-to-date skills and parents) or they had greater practices. financial responsibilities. Planning Recruiting Selecting Orienting Training Replacing  Full-time or Part-time? Risk is transferred from firms to individuals, who are then responsible for their own training and skills development, as well as a variety of other tasks. Often, such workers also no longer have access to social benefits (e.g. pensions, health insurance). Switch from hiring full time, permanent employees to using freelance and contract workers as a cost- reduction strategy. Labour market mobility is often the result of involuntary separations, such as layoffs or the expiration of short-term contracts. Can you ensure all of the part-time staffs and volunteers are coming back to next festival? Planning Recruiting Selecting Orienting Training Replacing  Sources of Recruits Employment agencies (head hunter) The Internet College recruiting Advertising Executive recruiters Employee referrals Walk-ins Current employees Planning Recruiting Selecting Orienting Training Replacing Government Regulations Each state and local government also has various employment rules and regulations in place. Licenses, fees, and annual reporting and tax filing are just a few of the many requirements that must be complied with. State and local government websites routinely list various laws, regulations and procedures for running a not-for-profit business. Employment Ordinance (Chapter 57) [Hong Kong SAR] *即時終止僱傭合約 僱主在以下情況，可即時解僱僱員，而無須預先通知或給予代通知金。 如果僱員在與其僱傭有關的事宜上： 1. 故意不服從僱主合法合理的命令； 2. 行爲不當； 3. 欺詐、不忠實；或 4. 慣常疏忽職責。 How about Labor Unions and 僱員參加罷工，並非僱主無須給予通知或代通知金而終止合約的合法理由。 Collective bargaining? Planning Recruiting Selecting Orienting Training Replacing  Job Posting What kind of information should be provided? General Description Responsibilities Specific Duties (Multitasking?) Requirements for Employment Compensation Benefits and Welfares (E.g. Leaves? Insurance?) Application Method Planning Recruiting Selecting Orienting Training Replacing Recruitment External recruiting Managers look outside the firm for people who have not worked at the firm before. Managers advertise in newspapers, hold open houses, recruit at universities, and on the Internet. External recruitment is difficult since many new jobs have specific skill needs. A multi-prong approach to external recruiting works best. Planning Recruiting Selecting Orienting Training Replacing Recruitment Internal recruiting Positions filled within the firm. Internal recruiting has several benefits: workers know the firm’s culture, may not have new ideas. managers likely already know the candidates. internal advancement can motivate employees. Planning Recruiting Selecting Orienting Training Replacing  Employee Selection The audition process requires a great deal of data management. Records, which may include photos, lists of special skills, and so on, must be organized so that they can be easily retrieved. An audition space with a piano, audio player, dressing room, and warm up areas must be secured. If union con tracts are in force, restrictions may apply to a variety of actions taken by management. Reference Application Screening Interviewing Casting Hiring Check Planning Recruiting Selecting Orienting Training Replacing  Orienting Employees The process of providing new employees with basic information about the employer, such as company policies, working hours, or parking arrangements. Planning Recruiting Selecting Orienting Training Replacing Training and On-the-Job Training Cross Training Development Coaching Internship Training is the systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance in another environment. It is linked to strategic business goals and objectives, helping a company achieve its mission and goals through an instructional design process and the use of benchmarks for comparative purposes. Planning Recruiting Selecting Orienting Training Replacing  Performance Management Performance Management System Is the process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions and to provide documentation to support personnel actions. Typical Performance Appraisal Method A graphic rating scale that lists several job characteristics (like quality of work) and provides a rating scale (from outstanding to unsatisfactory), along with short definitions of each rating. Planning Recruiting Selecting Orienting Training Replacing 03 Volunteers Recruiting and coordinating volunteers Do the recruitment of volunteers help the implementation of arts festivals? Arts festivals rely heavily on the ideas, expertise, and labor of volunteers in all aspects of production  Do the recruitment of volunteers help the implementation of arts festivals? To effectively operate the usually understaffed arts organization, volunteers may be needed in many support areas. However, for the volunteers to be effective, as much attention must be paid to their job descriptions, recruitment, and training as paid staff. It is also common to find volunteers supporting guilds or other organized groups that sponsor annual fundraising events such as galas or special events such as children's or community events. The social element of the volunteer's participation in the organization can be a very positive way to strengthen ties to the organization.  Volunteer Coordination Volunteer coordination is a considerable undertaking and involves Assessing volunteer needs Recruitment Placement and confirmation Keeping records for a On-site management of Documenting in-kind service volunteer pool to call upon volunteers by volunteers next time around  Who can be the volunteer coordinator? Well-equipped to Genuinely enjoy motivate people into working with people contributing their time Most enthusiastic Able to work under individuals stress  1. Planning for Volunteer The planning process should begin with an The coordinator or committee should specify for understanding of why people would want to their areas: volunteer with the festival. It might be: The job (tasks, skills required) For the fun of it The times those volunteers are needed To contribute skills and talents The number of volunteers during that time To meet new people and get to know the block community For the chance to be around artists To get free admission to the event or a free T- shirt To support what your organization and the festival represent For the satisfaction of helping  2. Recruitment The pyramid The volunteer Group recruits approach ladder Each board and staff member Cultivate volunteers who come Identify civic, college, high and key volunteer is responsible back year after year. school, scouts, church, and any for recruiting five (or any other other groups which can number) volunteers who, in turn, volunteer as a group. This is a must each recruit two other good way to build members people. efficiently and to target people with special interests. 3. Placement and Confirmation Volunteers should receive written confirmation of their placement about two weeks before the event, including: When and where to report Admission and parking passes, if applicable Their assignments Any special instructions  4. On-site Volunteer Management Orientation: All volunteers should be aware of important rules and information. Communication: A larger than expected crowd in the festival may result in unanticipated volunteer needs. A communication system should be established to know where more volunteers may be needed or where there is an excess of volunteers. Care and feeding: From the moment volunteers check in until they sign out, tell them how much you appreciate their help. For example, providing amenities such as coffee and cakes for early morning volunteers.  5. Recognition and Thanks Have a wrap-up party after the festival. Photographs and video from the event can be displayed. Take a group photo of all key volunteers, and send it with a press release or caption to the local newspaper for recognition after the event. Reward volunteers who gave substantial time with some special item, a signed poster print, a festival pin, etc. Ask advice from volunteers as you are planning the next event. Keep a year-round connection with your volunteers by finding out and recording birthdays and sending cards. The Case of Volunteers in Theatres Improve their social lifes “one of our problems is trying to address how we can persuade people they are too old to carry on”. 04 Career in Arts Management What can we do in the future?  Art Industry in 21st Century Over the last several decades, university programs offering majors or courses in arts management or administration have continued to grow. This growth has had an impact on the quality, qualifications, and quantify of the labour pool. There will also probably be many opportunities for recent graduates in arts management especially if you are interested in moving beyond the not for-profit arts and culture field. The larger marketplace for entertainment and media seems to have a very steady demand for college graduates.  How important is it to have a degree in arts management to get a job in the field? That depends to some extent on the hiring philosophy of the organization. First, the organization has the goal of finding someone who can quickly assimilate the requirements of a job and who can be productive as soon as possible. Typically, organizations are looking for people with some experience, usually at least 3 - 5 years or more, for positions that involve running a department or an area. Positions with titles such as marketing or development director, production manager, or ticket office manager generally fall into this category. Although the organization looks at what school you went to and what your degree area was, employers are more interested in what your last job was and the scope of your previous duties and responsibilities. The closer the match between what you did before and what the hiring organization wants you to do now, the better the odds that you will make it to the short list. As mentioned, the hiring organization will be more likely to read your application if they are familiar with one or more of your references.  From students to Employee If you have taken classes in which you produced projects that you can show prospective employers in such areas such as ticketing sales and customer relations, marketing, public relations, fundraising, event planning, budgeting, or grant writing, then this will help your application surface for further consideration. The transition from student to staff member is greatly enhanced if you can demonstrate skills and accomplishments that match the needs of the position the organization is trying to fill. Ultimately ,employers want to know if you can do the job and are likely to fit in with the mix of people they already have on staff. Employers often do not spend a great deal of time looking at your transcript or reviewing what your grades were in your classes.  Market Demand and Staff? Museums and performing arts organizations are dependent on members, audiences, patrons, and donors to sustain themselves. Not only must the area have the population base to ensure a certain level of support but also as we have seen there needs to be a sufficient number of people with the educational level, time, and disposable income to form the nucleus audience. Demand for the arts product also requires a sufficient supply of arts consumers. For arts consumers to satisfy their demand for entertainment, there must be a sufficient supply of arts organizations.  Networking is Important If you have spent any time around people in the arts, you are no doubt aware of how much the process of "networking" is stressed. You may assume that you will be hired for a position entirely on the merits of your application and qualifications, but the fact is that employers are looking for other clues about your potential for success as a future employee. For example, if, all other things being equal, an employer knows one of the 'references in your resume, you have a better chance of getting the follow-up contact on your application.  Working on your career Arts organizations in your community may provide you with unexpected opportunities to advance your career. You may also find yourself unemployed when an organization runs into trouble, or worse yet, you may be fired from your job.  Thanks! Do you have any questions? [email protected] 8598 2283 CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon, and infographics & images by Freepik