Analysis of recruitment issues and their impacts on the strategic issues
The Black Coalition for AIDS Prevention (Black CAP) motto is "Because All Black People’s Lives Are Important", they aim at reducing the multiplication of HIV/AIDS infections within the Black communities in Toronto and improve the life of those affected by HIV/AIDS (Black Coalition for AIDS Prevention, 2014). Between 1999 and 2003 the number of Black people having AIDS increased by 80% (Remis 2006) and in 2003 about 12% of the population with HIV/AIDS in Toronto were black (Lawson et al. 2006). Black CAP seems to have a very dedicated workforce, however as Ryan noticed the present workforce was not enough and his workload was quite high. Ryan had about 75 volunteers at his disposal however studies have shown that more than 33% of the volunteers for a year will not be volunteering the next year as mentioned by Eisner et al. (2011, 2009). In 2013 the estimated worth of volunteer time was $22.55 per hour (National Value of Volunteer Time 2014), so instead of relying more and giving more responsibilities to paid workers Shannon could put more trust in his volunteers.
Before the arrival of Ryan at Black CAP, the organization was short on staff, so his first initiative was to recruit more staff which was a good as these people were delivering on the funders’ requirements. Response to the funders meant that they will continue to donate. However with the introduction of new staffs Ryan workload increased as each new recruit was to report directly to him. With 12 people reporting directly to him and the responsibility of the whole operation resting on his shoulders Ryan’s attention was divided and he could not give his best at any given tasks. In his situation which is to supervise and support his staff at the best possible level and his other tasks as the Executive Director. To further complicate the matter job titles and job descriptions do not seem to be clearly defined. The high rate and cost of labor turnover has pushed Ryan to look for recruits in a new pool and it consists mainly of freshly landed immigrants and those who have HIV/AIDS as those people have trouble blending in society. AIDS patients are viewed as being more accountable for their illness, more deserving of the illness, to experience more agony however unworthy of understanding and sympathy, are regarded as a menace to others and not deserving freedom to be in society as mentioned by Kelly et al. (July 1987). Unfortunately recruiting outsiders will prove to be a barrier in communication as most of these people does not speak English as they either come from Africa or the Caribbean. This will make training and coaching these recruits longer and more challenging because of the language barrier. However having both the employees and members of Black CAP as HIV/AIDS victims a more solid bond might form between those two groups, increasing the credibility of the organization and working conditions will tend to be friendlier, thus giving Ryan one thing less to worry about.
Another problem that Ryan will face during the recruitment process is that most of the African immigrants have persistently faced racism and social exclusion like low income, unstable and under-employment, and little schooling and literacy (Gabaluzi 2004). So it will seem that when hearing of the opportunity in such an environment most of these people will be interested and then a very tedious and time consuming selection process will take place. The good thing is there will be plenty of people applying however there will not be much of a variety as most of the candidates come from almost the same background and also the best ones will go for profit making organization which gives better salary and more alluring career path. So in a forty-five minutes to one hour interview Ryan will have the difficult task of finding the most suitable candidates to work with him.
After recruiting the employees Ryan has now to find ways to make these employees be active and involved in the organization, cause as Ryan has seen for himself the employees tend to leave the organization after 3-5 years. So Ryan will have to give these employees job satisfaction and pay and benefits satisfaction. In non-profit organizations only 63% of employees aged 45 years or more, were satisfied with the benefits and salary they received, while 75% were satisfied with their pay and benefits (McMullen et al. 2003). Toronto’s HIV population is graying meaning that by 2015 one half of the HIV population will be 50 years or older (Falutz Aging gracefully with HIV. 2011) and research has shown that 50% of these people have “cognitive difficulties, which can be associated with objective neuropsychological impairments and depression” Atkins JH et al. (2010).
Increased recruitment and the arrival of Tracy the Human Resource Consultant completely change the organizational and structural situation of Black CAP. Tracy was training and coaching the employees of the organization and at the same time helped Shannon to reorganize his staffing structure where a Program Director position was created to whom eight staff will report directly to. Giving a person program responsibility helps develop departmental strategy that englobe the work of the other coordinators, who were already in over their head with program delivery. Tracy’s training to Shannon also allowed the latter to be more present to support employees through meetings, coaching, time, feedback and mentoring, as now only 5 employees report to him. This new structure also provides coordinators a platform where they can compare and relate their individual work plans with the organizational vision and mission and the sharing of successes, outcome and information with funders and the community becomes easier.
Black CAP has high labor turnover and its impact on cost as incessantly new staff needs to be trained and the additional supervision required to those new, so Black CAP employees has to constantly adapt with new people which can sometimes be tricky. Ryan stroke of genius is that he did not limit his thinking to within the organization. What he does is that he supports and builds employees to a whole new level by giving a place to start working, then training, coaching and mentoring them throughout their stay in the organization even though he knows that these people will eventually leave. Ryan’s methodology caters for both the short term as the employees becomes more competent and contribute more to the organization and the long term as in if they stay their capabilities will still be put at the benefit of the organization or else when they left Black CAP they become supporters of the organization as volunteers or funders. Actually Ryan is betting on the humanity and gratefulness of the people.
Ryan since his arrival at Black CAP seems to be fending well for himself as he built good relationships with the other AIDS organization and also the Ontario Ministry of health and Long-Term Care and the municipal and federal councils who keep giving grants to Black CAP and also encouraged employees to be more involved with funders. He knows that network and keeping these people happy and interested in what will keep Black CAP alive. Ryan has been innovating and evolving with time bringing Black CAP to new level of efficiency and effectiveness. Black CAP can also be considered as a place which builds you for the working life.

Recommendation
The non-profit sector employs a great number of Canadians, which justifies the interest of knowing more about the quality of work in this particular sector. The employers in the sector need to have a good understanding of the employees’ different personalities, the conditions and terms under which these employees are working and are they satisfied with their jobs (McMullen et al. 2003). The ability draw and keep skilled employees will be required by all Directors and employers, the quality of the job that non-profit organizations like Black CAP will offer is what will give them the edge in the quest of recruiting and retaining good employees(McMullen et al. 2003).
It is important for Black CAP to how to use its asset (staff) to the maximum as for a non-profit organization human capital is the most valuable asset possessed. Clear and easily understood job description should be given to each employee and also job titles should be clarified and the different levels of hierarchy should be taught to the employees. This way conflicts, problems, concerns and ideas have a proper path to go through in an orderly manner. Job description will also facilitate the selection and recruitment process as only those who fit the description will apply for the job resulting in less cost in terms of money and time. Job description and job title will get right people at the right place.
Ryan has only recently started doing it and that is sitting with the other employees who are in the field everyday and listen to what they have to share with top management. Ryan could also encourage employees to take initiatives by themselves and to create such a mindset he will have to start delegating more work and have less people reporting directly to him. This way he will have more time to deal with top management matters and give his full and undivided attention to the tasks at hand. The seven EDs regularly, Ryan could arrange meetings with all staffs once per week where he will discuss the running of the organization and also the new and improved ways to do things. In the words Ryan staffs is a small group he should try and know each person individually to promote better working relationships. The key to keeping employees happy and motivated is by showing them that they are contributing to the organization’s vision and mission. Shannon should clearly explain the vision and mission to everyone and present them the opportunity to see how their work is contributing to it.
Apart from staff Ryan also has a responsibility towards the volunteers and the best way to keep them around is to show them that their contributions valued. Ryan can sometimes get involved with them and if and when need be include them in brain storming sessions or decision makings. Black CAP can each week or month elect both an employee and a volunteer to recognize their efforts and have their pictures hung on the wall of fame. Ryan needs to continue giving feedback to the employees and along the way create new goals and objectives to keep employees interest. Ryan can use key performance indicator as a strategy to follow his subordinates’ contributions in the different sectors and act on them. With those leaving the organization he can also perform a small kind of exit interview where employees will talk about their experience at Black CAP and where there are improvements to be done.

Reference list:
Atkins JH et al. Impact of Social Support on Cognitive Symptom Burden in HIV/AIDS. AIDS Care, July 2010.
Black Coalition For AIDS Prevention, Mission. 06/04/2014 http://www.black-cap.com/index.php?option=com_content&view=frontpage&Itemid=1
Eisner, David, Robert T. Grimm Jr, Shannon Maynard, and Susannah Washburn. "The new volunteer workforce." Retrieved October 3 (2009): 2011.

Falutz, Julian. Aging Gracefully with HIV: How Did We Get Here and Where Are We Going? Presentation to Canadian Association on Gerontology, October 2011. www.hivandrehab.ca/EN/documents/J_Falutz-Ottawa2011Final.pdf

Gabaluzi G. Social exclusion: In Social Determinants of Health. Ed. 2004. Canadian Perspectives. Canadian Scholar’s Press, Toronto

Independent Sector's Value of Volunteer Time: National Value of Volunteer Time, 2014. https://www.independentsector.org/volunteer_time

Jeffrey A. Kelly, PHD, Janet S. ST. Lawrence, PHD, Steve Smith, JR., BS,Harold V. Hood, BA, and Donna J. Cook, MS. Stigmatization of AIDS Patients by Physicians. AJPH July 1987, Vol. 77, No. 7
Lawson, Erica, Fauzia Gardezi, Liviana Calzavara, Winston Husbands, Ted Myers, Wangari Esther Tharao, and Epidemiological Studies Unit. HIV/AIDS stigma, denial, fear and discrimination: Experiences and responses of people from African and Caribbean communities in Toronto. African and Carribean Council on HIV/AIDS in Ontario (AACHO); HIV Social Behavioural and Epidemiological Studies Unit, Dept. of Public Health Sciences, Faculty of Medicine, Univ. of Toronto, 2006.
McMullen, Kathryn Elizabeth, Grant Schellenberg, and Canadian Policy Research Networks. Job quality in non-profit organizations. CPRN= RCRPP, 2003.
Remis, R.S., C. Swantee, L. Schiedel, M. Fikre and J. Liu. February, 2006. Report on HIV/AIDS in Ontario 2004. Ontario Ministry of Health and Long-Term Care. http://www.phs.utoronto.ca/ohemu/doc/PHERO2004_report.pdf