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1 Employment Review Conversation: Majk Stokes
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2
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3 Notes from the meeting held on 2024-04-16 with.Miranda Girdlestone (Meeting House Manager) and Henry Thompson (Convenor, Meeting House Management Committee)
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4
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5 Nature of the job:
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6
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7 Does your job description accurately reflect the nature of your duties?
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8
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9 Taken on more admin/desk-based (i.e. not running around the place,
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10 directly customer facing)
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11
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12 ACTION: MG and MS review Job Description and update as necessary
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13
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14 What have you done in your role that has made you feel proud?
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15
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16 Getting the Fringe Society: played a key role in making that happen,
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17 disappointed that we couldn't repeat that, and not sure about how the
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18 CVenues version will play out.
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19
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20 Got to grips with the chasing up bookings and invoices etc.: more
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21 efficient at dealing with that than in the past. Hallmaster
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22 definitely a learning curve.
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23
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24 Was there anything that felt less than successful when you attempted it?
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25
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26 Booking clash for the GA of Church of Scotland, missed something
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27 crucial about this involving more than it had in previous years.
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28
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29 And what did you do to improve the situation?
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30
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31 Sorted it, with help from Rachel Fitzgerald and Aug.United
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32
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33 What changes have you implemented and how do you think they went/were received?
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34
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35 Not sure I've implemented anything -- list of slow-payers and
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36 Hallmaster-refusniks. Working on capturing/transferring to Ellie
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37 experience/information about regular(ish) groups
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38
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39 [Dropping Sundays] A good change from doing 7 days in a stretch.
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40
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41 [Things around the building?]
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42
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43 Obstacles and support:
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44
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45 What extra support would you like from me as your manager?
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46
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47 Depends on whether there are extra things I might be taking on.
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48
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49 Have you encountered any particular difficulties where you would have
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50 appreciated more support?
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51
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52 Not that can think of just now
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53
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54 Can you say why you didn’t ask for support at the time?
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55
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56 Quaker Ethos:
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57
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58 Do you think the Quaker ethos is nurtured in your work and your workplace?
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59
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60 I think so. We have a pretty good Quaker ethos here. Haven't
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61 encountered anything. Like to think we pass those on to our clients,
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62 in the way we interact with them.
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63
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64
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65 Working relationships:
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66
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67 How would you describe the relationships you have built with your
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68 colleagues and users of the building?
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69
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70 Good relationship with most of the users, in person or via
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71 email/phone. They know who I am, and that helps toward friendly
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72 interaction. [Colleague] was upset about how I handle some
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73 difficulties, but in general get on pretty well with the rest of the
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74 staff time. Would like to improve on that, but no glaring holes.
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75 QUakers on Sunday also pretty good.
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76
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77 [MG - better in difficult situations to use email rather than SMS so
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78 there's a non-private, recoverable record]
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79
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80 How do you see your role within the team now and how would you like it to grow?
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81
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381
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82 Could take more responsibility in staff meetings, particular regarding
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83 anything to do with the building.
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380
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84
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381
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85 ACTION: MG to discuss with MS about sharing running of staff meeting]
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380
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86
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87 Work environment:
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88
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89 What do you like or dislike about your work environment?
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90
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381
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91 Dislike the bagpipes, the crush of tourists. But generally a
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92 welcoming and friendly workplace, and we project that well to people
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93 who walk in.
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94
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95 Struggling at the moment with a wrist that keeps me from cycling.
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380
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96
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97 Do you have any suggestions for improving it?
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98
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381
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99 [redacted :-]
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380
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100
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381
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101 Remove the perspex, re-dress the desk.
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102
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103 Management/ supervision:
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380
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104
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381
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105 Looking forward as an assistant manager, what do you see as the
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106 requirements for your role to provide me with support, as I work on
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107 strategic business development?
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108
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109 Helping with Hartley's email was something I was able do, managing the
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110 electricians coming in for quotes ditto. I could put together casual
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111 staff rotas. I could do more supervision of on-site contractors, as
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112 we've moved away from DiY.
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113
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380
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114 How effective is your supervision of the staff for which you are responsible?
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115
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116
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117
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118
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119 Are any changes in approach desirable?
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120
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122
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123
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124
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125
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126 Training and development needs:
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127 What training have you undergone during the year?
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133 Are there any training opportunities you would like to pursue? Or any skills you would like to develop?
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136
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138
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139
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140 Overall:
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141 If you could change anything about your role or the way the team operates, what would it be?
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142
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143
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153
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154 ACTIONS AGREED (including who and when)
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