News & Events

By Dawn Taylor, Director of Business Development

Earlier this week, our firm attended the 2010 ASAE Annual Meeting & Exposition.  The conference was full of executive directors and CEOs getting the latest and greatest information regarding the sector, networking and having a good time.

 Four hours into the second day of staffing our exhibit booth a gentleman walked by, glanced at our display then let out the biggest sigh that I have ever heard. I didn’t know whether to run from him or hug him. I did neither. I simply stated, “You don’t have anyone handling your HR function.” With that came a fire storm of words and gestures so fast that I had a difficult time keeping up. It was if he had just discovered water in the desert and boy was he thirsty!

It was in that moment that I think I truly discovered how stressful having the responsibility of managing human resources for an organization can be if you are not a human resources professional. Things that we take for granted such as our paycheck being accurate or getting a fair performance review are seen in a different light if you are the Executive Director or the Office Manager trying to juggle it all.

Later that day a young lady approached our booth and talked about being in the middle of a sexual harassment issue. I asked what her role was in the organization.  She said she was the office manager AND the human resources manager, marketing specialist and membership coordinator. As she explained the situation at her organization and the only thing that I could think of was “lawsuit.” I asked if she had any formal training with regards to sexual harassment or employee relations. She said no. I explained what our company did and how we could assist.  She too exhaled now knowing that she could call on human resource professionals to get the expert advice she would need to handle her situation properly.

It was 11:00 P.M. when I boarded my plane back to Washington, D.C. Monday night. As I sat down to get comfortable for the long flight back, I felt a smile creep across my face. Then I too exhaled knowing that there are a least two organizations that now feel better because Nonprofit HR Solutions is here.

By Chris Arringdale, Co-Founder/VP of Marketing at ReviewSNAP

With the aging population and an ever increasing pool of nonprofit employees approaching or reaching retirement, it is becoming more critical than ever to develop younger talent that can replace these knowledgeable and experienced retirees. One of the deficiencies found in a number of nonprofit organizations is the lack of focus on establishing a framework for managing the performance and succession of employees. This can lead to a lack of viable successors as the more experienced employees retire.

Talent continuity, a term often used to describe how well an organization maintains a pipeline of skilled, productive and accountable employees, represents an objective that all nonprofits should strive to achieve. Helping a significant percentage of your employees achieve high levels of performance on a consistent basis such that it becomes habitual is possible only when enough attention is paid to performance. Too often organizations simply allow performance to just happen. When that approach is taken, a “soft” workforce evolves and overall performance of the organization deteriorates.

A major factor in developing talent that can succeed retiring workers is the degree to which solid and accurate feedback about performance is provided. Employees should have personal goals that align with organizational goals and they should clearly understand what expectations you have for them. In combination, these form the basis for measuring performance.

Once this foundation is in place, there need to be mechanisms in place to encourage routine recording of performance “events”, both positive and negative. This serves multiple purposes; 1) it allows for a clear written description of exactly what occurred so the feedback to the employee is accurate, 2) it provides documentation should it be needed for disciplinary reasons down the road and 3) it serves as a performance journal that can be referred to when it is time to conduct formal performance reviews.

Regular feedback by the manager to the employee about performance is a way to reinforce positive progress in meeting or exceeding expectations and goals. Employees need feedback in order to modify their “work behavior” as needed to ensure their performance and skills advance as needed over time. Having accurate documentation of performance gives managers a far better foundation for coaching employees. If employees feel the manager is delivering inaccurate feedback, credibility for future conversations and coaching sessions can be compromised.

Another key element in helping ready employees to take on more responsibility over their tenure with the organization is the formal performance review. While ongoing feedback is critical to coaching and development for all employees, that feedback needs to be reinforced with regular comprehensive reviews of overall performance and progress toward meeting goals.

Too many organizations view these reviews as an exercise rather than an opportunity. Performance reviews really are an opportunity for the manager to bring everything together and present a thorough review of what has gone well and what may need more work. The cycle of feedback and review from year-to-year is critical to developing talent continuity because employees who are not provided with the necessary feedback and coaching tend to wander in their performance and progress. This cycle keeps them on track and allows the manager and employee to really connect from a communication perspective allowing for more open and honest dialogue.

Many managers complain that they need more automation to support this process. Manual or quasi-automated systems are too cumbersome, confusing and time consuming and managers and employees tend to drift away from being committed to the cycle of quality feedback and review.

There are automated tools available that enable organizations the opportunity to put in place an excellent performance management infrastructure. Web-based systems can bring nonprofit organizations a user-friendly solution that gives them a robust method of easily journaling and documenting performance and a complete automated performance review solution that encourages managers and employees to make the most out of their coaching and review opportunities.

The important thing to keep in mind is that achieving talent continuity is not difficult. But it does take a certain level of commitment from all involved starting at the top of the organization. Commit to excellence in how employees are communicated with in terms of their performance and watch your employees thrive.

By Dawn Taylor, Director of Business Development

Across the nation, various organizations are finding themselves spread thin after bidding farewell to the interns who brought valuable ideas not to mention an extra pair of hands. What is left are mountains of work that other employees must now tackle.

To cope with departures, organizations are looking at other alternatives to aid in tackling the loss of their interns. Temporary employees enable your organization to adjust more easily and quickly to workload fluctuations. Temporary staffing firms can quickly provide your organization with qualified staff. Here are just some of reasons why temporary help can be a solution:

Temporary help can maintain staffing flexibility. With the popularity and staying power of flexible work arrangements, employers need to stay current with the needs of today’s work force. Temporary work is just one of the ways that organizations can offer flexibility and at the same time better meet their missions.

Temporary help can save time and money. The cost of hiring temporary workers is often cheaper than the cost of hiring full-time employees especially when budgets are smaller than ever and funding can be limited.

Temporary employees can provide specialized skills. Today temporary workers increasingly include highly skilled individuals with a wide range of educational backgrounds and work experience. Mission driven temporaries are not only highly skilled; they also aid in enhancing the values of the organization.

You decide the length of employment. An organization has the ability to hire a temporary for a day, a week, a month, or even years. Some organizations employ temporary workers as an excellent cost-efficient way to test the abilities of the temporary employee before extending a full-time position. Hiring a temporary worker can also be a good way to continue getting work done while you search for the perfect candidate for a particular position.

As you can see, using a temporary employee can be a very viable option when your interns have bid you farewell.

By Will Ussher, Staffing Consultant

With the current unemployment rate at 9.5%, and a rise in unemployment claims at 484,000 as of August 12, 2010, we’re dealing with an economy that will take some time to recover. I often hear from prospective candidates about the lack of follow up from employers (i.e. recruiters) regarding their application for employment. Below are several reasons to keep in mind on why you may not be getting calls or interviews regardless of the current state of the economy.

Poor first impression. Today HR departments are getting dozens of applications for job postings. Simple errors on job applications and resumes are easy ways for HR departments to rule out applicants. Therefore make sure your application (resume, cover letter, supporting materials) is concise and relevant to the position you’re applying for. Spell check all of your materials, and find someone that can proofread your work. This could be your first and last chance to make an impression with the hiring team regarding your application. First impressions are just as important as final interviews.

Review the position announcement before applying to make sure your application meets its needs. If you’re an engineering professional applying for a case management position, chances are you probably won’t receive a response. However, if you’re looking to make a career transition to another industry such as the nonprofit sector, take some time to research the industry, network through social media (LinkedIn, Twitter, etc.) and join networking groups and attend networking events in order to familiarize yourself with professionals who are in the industry. Referrals can never hurt your chances of finding employment.

Don’t get discouraged. It’s easier said then done, but continue to be strategic on where you’re applying and how you’re applying. Looking for a job is a job in itself. Track the amount of positions you’re applying for and follow up weekly on those positions. In this job market, sending out your resume can’t be the only resource you use to secure a position. Make a phone call to the organization; see if you can speak to the hiring manager to get an update on the status of the position. If you’re truly passionate about the organization, you may want to inquire about opportunities for internships. That way you’re getting hands on experience interning for the organization of your choice.

It’s not always you. Due to the high volume of candidates currently applying, hiring managers do not always respond to every application (even though they should). Some organizations may have identified a candidate that was a better fit for the job. Also in order to reduce costs, organizations are filling the positions internally, dividing the responsibilities among staff, or placing the position on hold indefinitely. Job rejection is beyond your control, however continue to stay positive. If you’ve done your due diligence, researched the organization, provided the necessary materials to be considered for the position, and are confident in your qualifications, you will land an opportunity. Persistence pays. Just remember, for every no there is a yes.

By Patty Hampton, CSP, Managing Director, Staffing Services/Executive Search Consultant

Facebook, LinkedIn, Twitter, oh my! I deleted my personal MySpace account months ago. I mean what was the point, really? You don’t need to be a technological geek to use any of these social networking sites, but you do need to be a smart and savvy user.

A few months ago, I went to a workshop to listen to and question million dollar consultants on how they use social media in their recruiting practices. One of the speakers mentioned that she has two separate Facebook accounts and has had great success in identifying and placing candidates. Are you serious? I don’t have that kind of time to maintain two accounts! I would have to leave that to the marketing and knowledge network managers who probably love and enjoy the world of social media a lot more than I do. While I couldn’t relate to that particular workshop speaker, I connected with the more seasoned executive search consultants who use LinkedIn. I love LinkedIn!

While I’m not surprised by the Nielson study that reports social network and blogging sites are now the fourth most popular activity on the Internet, I am somewhat annoyed that we have been propagandized! The one subject I talked about in my undergraduate thesis, how mainstream media can cross over into tabloid journalism, is the area that is so unavoidable nowadays.

Using social media as an executive search consultant is just one resource that has the potential to reach millions, but does it attract the right candidates? When you’re looking for candidates do you turn to social media with a specific strategy in mind or are you casting a net that will capture applicants that you’ll never call?

When I’m looking for an executive level candidate that is top-notch, I don’t give Facebook a second thought. Now don’t get me wrong. I’m not saying that Facebook doesn’t have top notch executives. I’m an avid user, but I have a few friends that I would think twice about before I offered them an opportunity.

Twitter doesn’t even get my consideration. I do tweet, but you won’t find me tweeting a job announcement believing that I’m going to get the next superstar!

What I have found to be tried and true is LinkedIn. LinkedIn is a great resource and has the groups and people I’m looking to network with when my clients retain our firm for search services. When I need to network with a subject matter expert, a CEO, or an Executive Director, I turn to LinkedIn. I have put a lot of sense and sensibility into attracting the people I want in my network. What is that old saying, “you have to know somebody to get a job.” Well, I’m looking for people who want a career! Those people seem to be on LinkedIn.

Cyber Recruiting presents a whole new set of threats, challenges, laws and regulations that bug me. Currently, I also have a pesky sales person calling to introduce me to video recruiting. I’m not so sure I want to be in a position of explaining to a candidate why she wasn’t selected over a video feed. I have a hard enough time as it is just sharing the rejection over email!

I guess we have taken recruiting to whole new level with social media. But, really, are we just making things harder, easier, or more convenient? My last hire not only proved that she was technically competent, but she took time to write a handwritten thank you note. Oh, the simple pleasantries we forget.

I don’t think recruiting needs all the hoopla and apps designed supposedly to make our business and lives easier. Being propagandized into thinking that we’re being social media savvy and smart is criminal. There is something to be said when seasoned recruiting techniques meet technology, but I’ll leave that to another blogger.

Maybe by the time I need to dive into another developers’ social media innovation, I’ll be a retired million dollar executive search consultant sipping Mojitos on a Hawaiian Island somewhere Facebooking and Tweeting from an upgraded iPad and sharing pictures of my champagne life.

By Patty Hampton, CSP, Managing Director, Staffing Services/Executive Search Consultant

Today I find myself thinking about long term care insurance benefits. I recall my days as an HR practitioner and the conversations I dreaded with brokers about this particular benefit. As the broker proceeded down a path of no return, I recall cutting him off saying, the average age in this office is barely 35. If I had known today what I wish I could have learned back then, I probably could have made a case to the CFO to offer long term care insurance as a supplemental plan to employees.

These thoughts of long term care are gnawing at me as I think about my aging parents. Both of them, especially my dad, have been mired with doctor appointments, medicines, hospitals, surgical procedures, and the fears and guilt of depending on the kindness of family. I never thought I would be in a position where I would be a long distance parent to my parents. However, now that I find myself in this situation, as so many of you probably do as well; I have to admit it is an emotional roller coaster.

If you are a Baby Boomer, then chances are you might find yourself in a similar situation. And, you probably understand that the care and nurturing involved in helping an elderly or sick parent can be very stressful. My dad was diagnosed with inoperable prostate cancer. My mom is a breast cancer survivor and she is the main caregiver for my dad. When you have two parents that are aging and have ongoing medical issues, you wish they had invested in long term care insurance back in their employment days.

Look at your workforce, is the average age over 40? Have you asked employees what other benefits they’d like the organization to offer? My parents’ situation may seem discouraging, but I can’t help but feel encouraged knowing that HR professionals and benefit managers have an opportunity to research and offer an affordable benefit that might change or even save the life of a retiring employee. Ten years ago, long term care insurance was a passing thought and very expensive. We have come a long way and from what I’ve read, long term care insurance is very affordable.

You may have some employees in your workforce that have delayed retirement or you might be hiring elderly workers who are embarking on an encore career. Whatever the demographics are in your workplace, I believe this is the best time to take a proactive approach in reviewing all your benefit offerings.

Long term care insurance ain’t what it used to be, but it might just turn out to be a nice parting portable perk that adds value to an employee’s quality of life.

By Patty Hampton, CSP, Managing Director, Staffing Services/Executive Search Consultant

Do you know the skills that are most lacking in your workforce? Do you know who your nonprofit competitors are that compete in your space? As an organization, do you believe you can influence change for a greater good?

We live in a global world where there is a nonprofit for everything! As far as I’m concern, everyone that is a nonprofit could potentially be your competitor. This also means that you need to be prepared to not only lose your most talented employees, but have a talent strategy to replace, retrain and retain them.

My friends talk to me often about developing their skills and being the Subject Matter Expert (SME) on an issue that nonprofits need. Many of them have taken steps to research the needs of nonprofits, increase their competencies and become the SME on policy matters that will advance their own careers and the work of their organization. However, let’s not get it twisted, my friends choose to work for a nonprofit even after they’ve ratcheted-up their skills. They could easily earn more money with larger corporations or the government, but their passions are loyal and committed to the nonprofit sector.

One of the hardest decisions nonprofits had to face was reducing its workforce as the recession came knocking on front doors. For many of my friends this was also their wake up call. The nonprofit sector clearly was not and is not recession proof. I hear all the time from clients and my friends that their organization lacks the resources to move recruitment strategies, projects and policy issues forward to be competitive in the nonprofit sector. If my friends can take initiative to invest in their own careers to remain marketable in the nonprofit industry, then I believe organizations need to stop using the lack of resources as a badge of nobility or be prepared to replace a talented workforce.

According to a report from the Johns Hopkins University Listening Post Project, almost 40 percent of nonprofit organizations do not have adequate staff to deliver its programs and services. After reading the report, I thought to myself, the mission of these nonprofits didn’t change but the services and programs they offer most likely were either eliminated or refocused which may have caused the reduction in their workforce. Then I thought it could be entirely possible that the people in those nonprofits (including some of my friends) lost their jobs because many of them lacked the knowledge, skills and competencies to help the organization move forward. With that said, we could possibly come to the conclusion that those jobs that were “saved” and the people in them might need to be retrained and retained.

If it is a fact that the non-profit sector is the fourth largest industry in the U.S. economy, then why do we still struggle with talent management and retention issues that large corporations seem to have mastered? If your organization was one that had no choice but to downsize, then chances are you were probably also left with a workforce that lacked the skills necessary to continue to move the organization forward competitively. What is going to be your next move as the economy continues to recover? Is rebuilding your workforce on your radar?

Rebuilding your workforce is not going to be easy. However, the one thing I do know for sure is that we can no longer take a passive approach where we can be leaders in our own organizations and in the nonprofit sector. My friends have taken the initiative to rebuild themselves professionally. The leadership in nonprofits can no longer afford to turn a blind eye to retraining and reinvesting in their workforce either. We have to find the resources to not only be a global nonprofit sector but compete within our own backyards to be a united force that will influence policy on a massive scale. This work and process can only begin with a highly talented workforce.

By Stephen Bauer, American Humanics and the Nonprofit Workforce Coalition

Prior to the recession nonprofits were looking at the future optimistically and engaging in discussions around bigger issues such as diversity and inclusion. However, now that we are in a recession, many of those national discussions around diversity seemed to have grown quiet. Understandably, executives are concerned more with finances and increased demand of services, but the sector must be challenged to focus now, more than ever, on re-tooling and re-thinking our diversity and inclusion strategies.

A recent Chronicle of Philanthropy survey found that CEO’s of the top 400 philanthropies were slightly more diverse than their fortune 500 counterparts. While this may be heartening to an extent, the reality is that the overall percentage of leaders of color in the sector is well below the national demographic diversity of our country. The nonprofit sector must improve the diversity of not only our leaders but professionals and volunteers at all levels.

Time and time again, we hear that many organizations want to be more diverse but previous efforts have resulted in little or no effect. True change has to become a goal of the entire organization. Michael Watson, Senior Vice President of Human Resources for the Girl Scouts of the USA and Chair of the Diversity and Inclusion Committee of the Nonprofit Workforce Coalition, shared in an article published in the Chronicle of Philanthropy that to make diversity work, organizations must take a multi-faceted approach:

• Demonstrate the commitment to diversity of the organization’s CEO – Chief executives must do all they can to make sure that their senior teams are diverse and to require that all searches for senior officials emphasize a commitment to seeking multicultural candidates.
• Go where the talent is – Recruiting diverse talent is not a passive activity. Nonprofit groups have to be willing to move beyond traditional hiring sources and learn to recruit in different places and use different techniques.
• Focus on retention of minority employees – Retaining diverse talent requires many of the same actions that are important to retaining employees in general, including providing all employees with clear goals and expectations, complete orientations to the organization and one’s role, as well as rewards and recognition based on merit, coaching and feedback on performance from a skilled supervisor, and opportunities for development and advancement.
• Urge board members to make diversity a priority at the board level – Boards of directors set a tone for an organization.

Organizations that are promoting these strategies in their planning will see benefits in employee recruitment, retention and engagement long after the economic recovery. National organizations should not only focus on diversity and inclusion at headquarters but should also find ways to offer resources around these strategy points to their affiliates. As with any initiative, proper staffing and resourcing is essential. Nonprofits should invest in diversity and inclusion planning and staffing. Without it, the sector will see many more years of lofty ideas and good intentions with no results.

An initiative of American Humanics, the Nonprofit Workforce Coalition was created in 2006 to tackle diversity and inclusion as well as other workforce issues on a sector-wide scale. The Coalition believes that there are differences between diversity, inclusion and cultural competency and that organizations need to focus on all three to ensure a truly rich organizational culture. The Coalition’s primary work in this area has focused on three program points:

• Public Proclamation – Development of a Workforce Diversity and Inclusion Compact that organizations join to publicly prioritize diversity, inclusion and cultural competency
• Support Structures – Creation of a support structure for Compact signers comprised of peer learning groups and shared resources
• Collaborative Recruitment and Awareness Building – Convening joint panels and recruitment sessions at key professional gatherings of diverse communities

To date over 20 organizations have signed the Workforce Diversity and Inclusion Compact. Work is currently underway to initiate the peer learning groups to assess needs and develop resource sharing and learning. In September, National Assembly and American Humanics members Boy Scouts of America, Boys and Girls Clubs of America, Girls Inc., Girl Scouts of the USA, National Urban League, NeighborWorks America and YMCA of the USA joined forces to hold the first-ever major session on nonprofit issues at the Congressional Black Caucus Annual Legislative Conference in Washington, DC. Over 250 participants attended a special panel on African-American nonprofit Leadership and hundreds visited our collaborative recruitment exhibit booth that discussed careers in the nonprofit sector and with partner organizations. Video of the panel can be viewed at www.humanics.org/media. All of this was done with minimal cost to the participating partners. There are already plans to replicate this model at other major meetings and increase the number of partners that want to take advantage of this collaborative recruitment event.

Even though 2010 is projected to be a difficult year for the nonprofit sector, there seems to be a gradual change in our feelings from despair to cautious optimism. Nonprofit leaders should look at this point in history not as a challenge but as an opportunity to ensure that they emerge from these tough economic times better prepared to address the issues ahead. Now is not the time to disengage from big ideas and big discussions, but rather embrace change and motivate your workforce to help put positive changes in place.

By Patty Hampton, CSP, Managing Director, Staffing Services/Executive Search Consultant

Is your management team prepared to lose one of its top players? Can your top performers be pilfered or wooed to another organization? Do you have a retention or succession plan in place that not only addresses how to keep your talented workforce engaged, but one that tells employees how they are rewarded?

The story of LeBron James leaving the Cavaliers is still fresh in my mind and after talking to my brother last night; clearly the basketball world is still spun up about how LeBron broke the news that he was going to put his talent to work with the Heat in Miami.

LeBron James left a sour taste in the mouths of many Cavalier fans, but owner Dan Gilbert needs to have his head examined if he thinks any top player would stay with a team where a NBA Championship was never achieved.

Why do top performers leave an organization?

No one wants to work for an organization that has a bad reputation, high employee turnover, and a broken organizational culture that lacks leadership and vision. Employees will not support or focus on a mission they don’t believe in. Employees need more, especially top performers. Employees like to play on a winning team and they will either seek it in an active or passive career search.

If you are building a talented workforce or plan on keeping the one you have, then now is the time to reward your top performers. Knowing what makes your top performers tick and what inspires and motivates them should never be a mystery to your CEO or Human Resources. Top performers impact the success of the organization and if they leave you might be facing a morale issue too.

If you lost five of your top performers today, how will the loss impact your organization? More importantly, how would you respond? Would you spin out of control like the owner of the Cavaliers or do you have a retention and succession plan in place?

I recommend you have a plan in place that not only addresses retention but one that includes a succession plan.

Over the next few years the Baby Boomers will be retiring and the next Generation, more than 44 million of them (including my 28 year old son) will not only be available to work, but you need to make sure you are including them and other generations in your succession plan.

If you lose some key senior level executives that have led successful teams in the organization, you better believe others might be looking as well. People will follow effective, charismatic, and visionary leaders. By engaging all generations in your retention and succession plans you are preserving a talented workforce and keeping some of your best performers.

Whatever happens in the next few years, I hope you are prepared to keep your top performers. I would hate to find out that you’ve been “LeBronned” and your CEO is having a conniption at the other end of the hall.

By Dawn Taylor, Director of Business Development

Question: Why is it that when we hear the word feedback it sends some of us into a downward spiral of emotional despair? Why do some feel that feedback, no matter what the situation, will in some way affect us in a negative way?

I recently had a meeting with a client who is in the middle of the organization’s performance review process.  For some reason the stress levels at the organization were very high surrounding the reviews.

Criticism can be very difficult to hear. Learning how to accept criticism as constructive feedback and grow professionally from the experience enables professional growth. Regardless of the context, the feedback is a valuable temperature gauge of your performance and can be a valuable indicator of areas that need attention.

Often we focus only on the negative aspect of the words, and not on the intention of the feedback. Some feel like they are being scolded and become unmotivated and discouraged. This can lead to a lack of job satisfaction along with diminished productivity and utter contempt for the person that gave the feedback. This is  never a good thing especially if he/she has the authority to give you a pink slip and send you packing.

Listed below are a few ways to process criticism.

Listen – Begin by listening carefully to the criticism. Remove bias from other personal issues. Ask for feedback in writing. Having feedback in writing lessens the possibility of a misunderstanding.

Discover – Ask questions. Become a detective. Gather information. Make sure you fully understand the context of the feedback. Try to see their point of view.

Plan – Create an action plan with short term and long term goals. Identify the resources needed and give yourself reasonable timelines to implement.

Action – Start implementing your action plan as soon as possible. Show that the feedback has been heard through your actions.

I cannot think of a single person who likes criticism but without it we cannot evolve. So do me a favor, the next time you have a performance review look your supervisor in the eye and let he or she know that you are ready to grow. Then smile; it will put both of you at ease.