The ROI of Human Resources in ICIM

At first look, the human resources department of the International College of Integrative Medicine seems quite neglected indeed. All of our employees are part time, with no benefits, and one person’s salary is paid outside the budget by private donation. We have no structure for employee complaint or conflict resolution, no evaluation process, and the bare minimum of contracts. Organizational culture is based on the moods and personality quirks of the employees rather than an overall effort or plan. None of our employees were hired as a result of a job search, and there is no plan of retention, training, or orientation. Our organization has a policies and procedures document that was written over the course of 2006-7. Though our P&P includes job descriptions, it has very little about how human effort and coordination should flow. Clearly, if we are to even begin to evaluate or enjoy return on investment of our human resources we have our work cut out for us! Our long term strategic planning team needs to think ahead in order to continue and develop the financial and administrative security we have at this time.
This is a group that has survived from crisis to crisis over the years. Until now they have not been able to attract a long-term relationship with a staff member who was anything less than overworked, such as someone who had time to ponder human resources. Board members had little training in corporate matters, all of them being physicians. Survival has been the theme over time rather than readiness and planning for the future. I intend to see it change as soon as possible.
On the other hand, it is possible to evaluate ICIM as a group where our human resources lie far beyond our paid employees. As a community of friends, colleagues, and co-creators, our membership and board should be the body from which human resources are drawn. Over the years, ICIM has seen incredible commitment from long-term members who have given countless hours to board work, scientific research, common defense and support when colleagues are attacked by mainstream medicine, and stewardship of time and money to see ICIM develop. All of these sacrifices and shared experiences, even through various crises, make the organizational culture of ICIM extremely strong. The loyalty of our membership is passionate. As workers and activists to the cause ICIM represents, I can’t imagine a better workforce.
Members are regularly surveyed, many take part in task forces or board services where they develop leadership and feel their voices heard. We do not have a process to evaluate each other as colleagues, however, board members are voted on every year, giving a blanket of approval of good work.
Most importantly, as a group, we exist to offer training and development to each of our members, encouraging and giving their practice the resources to grow and develop professionally, both for themselves and for their staff members. Each member is known personally by the staff office, and we are familiar with each member’s special needs and concerns as we go. Informal mentoring is strong among us, and new members and students are encouraged by being introduced to future mentor relationships. Our members are satisfied and positive.
In conclusion, although ICIM fails dismally in an obvious structural human resource plan, the effect of its community of members provides a magnified ROI that is enviable.