Assembling the Workforce for NPOs

Transcription

1 Assembling the Workforce for NPOs 1

2 The philosophical principles that dictate the hiring of staff How organisations should combine salaried staff members, volunteers, and other kinds of workers most effectively 2

3 Hiring the right person for the job Fill staff positions, some basic questions need to be addressed: Should we favor candidates who are bright and may be able to learn quickly on the job, even if he/she is inexperienced? Should we hire people who have experience in the filed in which the organisation is active, even if it is not related to the job to be filled? Should we lean toward individuals with a strong educational background, even if the training is in an unrelated field? Should we give serious consideration to an individual for a management job if the person s training and experience does not include administration? 3

4 May distinguish between program personnel and management personnel. For the programmatic side, direct training, experience, and skill in the field of activity is the sine qua non by which people should be judged. On the management side, the issue is not so clear. More often, experienced executives tend to favor entry-level and middlemanagement personnel with strong backgrounds in administrative areas. 4

5 Hierarchies and expectations Many people who consider working in NPOs think of the organization they might work for as place of interesting people who work in a loose administrative structure. Administrative jobs within them tend to be more interesting than comparable jobs in the profit sector. Nonprofit is a haven from the real workaday world dominated by profit-motivated corporations, big government, and a largely impersonal, insensitive, and inflexible work environment. 5

6 Creativity/flexibility Best nonprofit employees are nose-to-thegrindstone management types without any sensitivity or interest in their organization s activities and without any imagination Nonprofit can be sufficiently understaffed; a person may be called on to fill a number of roles and perform a variety of tasks. Volatility and change is common among nonprofits; consequently flexibility in employees is an asset. People who have the special spark of curiosity, energy, and creativity should be considered even when their management skills are not fully developed. 6

7 Nonprofit executives must look for several qualities in prospective employees. Management skills related to the job to be performed Character traits that reflect creativity, flexibility, an enthusiasm for solving problems, and an ability to work with others An understanding of the need for authority in an organisational structure A knowledge, sensitivity, and enjoyment of the nonprofit field in which they will be employed 7

8 Setting the organisational parameters Determining specific tasks Reshuffling of personnel if there are significant changes required. The executive director must systematically outline everything that needs to be done. Objectivity is important The way things have been in the past should not be the only guide 8

9 Distributing those tasks among salaried employees, volunteers, independent contractors, and outside organization service providers Salaried staff: subject to more careful supervision and evaluation because salaried; forms the core of the workforce, promoting a sense of accountability and stability. Volunteers: source of free labour; of great value to the nonprofit; provide rewards to motivate them; process of recruiting, training and retaining is not easy; interaction with salaried staff; 9

10 Independent contractors: hired for specified period of time or on an occasional basis; often provide cost-effective solution. Outside organisation service providers: often organisational versions of independent contractors; offer services a very competitive rates; common areas where routine functions are the norm financial management, data processing, equipment maintenance, cleaning, food service, etc. 10

11 Special Issues Relating to Independent Contractors Simpler and less expensive than hiring regular employees Tax reasons Desirable to have a written contract with an independent contractor (task content, start and end dates, compensation level, etc) Check with lawyers and accountants 11

12 Volunteers Why Do People Volunteer? Sense of self-satisfaction: develop a positive self-image; to feel needed; to keep busy; earn respect of their peers while doing something useful for the community. Altruism: helping others is key to a complete and good life; this impulse often grows out of religious beliefs or family traditions and upbringing. Companionship/meeting people: widen their circle of acquaintances and develop personal bonds that can spill over into other parts of their life. 12

13 Learning about a field: particularly if training and learning opportunities are built into an organization s volunteer program. Creating/maintaining an organisation: some volunteers are entrepreneurs who devote their energies to creating nonprofits and helping them grow and thrive. Pride in their organizations success is often a prime motivating factor in their volunteer activities. Developing professional contacts: in touch with important members of the community; to make contracts that may lead to clients or other kinds of business and opportunities. 13

14 Getting ahead in the corporation: many companies view employee volunteer service as an important way for the company to make a contribution to the community; those wanting to move up the corporate ladder know that volunteer position can be a real asset on a CV. Getting training/experience: for young people and those out of job for some time, through volunteering you may learn a task, gain a marketable skill, or secure a recommendation for future employment. 14

15 Providing entry to a particular organisation: volunteering provides an important entry point to becoming involved; it may be the necessary first step on a ladder that finally leads to a paying job or a seat on the board. Social panache: prestige associated with certain organizations and their volunteers represent an elite group within the community; associating with these volunteers carries a certain degree of status and marks a person as being part of a desirable social group. 15

16 Meeting the Needs of Volunteers To recruit and retain people to work for no money, must figure out another means of providing them with satisfaction and fulfilment. Volunteerism is a quid pro quo business! The minute we take a volunteer for granted, we may be in trouble! award luncheons, mention in the organization s annual report and press releases, framed certificates of merit, or other clear indications of the organization s appreciation to meet these individuals need to feel appreciated. 16

17 The Volunteer Coordinator Establishing and constantly updating written policies on volunteer procedures, responsibilities, supervision, placement, restrictions, reporting, evaluation, recognition, and termination Developing volunteer benefits: to use organisational facilities or programs at free or low cost; opportunities to attend conferences, cash for travel and other expenses, letters of recommendation for subsequent job search, etc. Determining where volunteers can be used most effectively in an organization Creating job descriptions for volunteers 17

18 Developing recruitment procedures: promote the volunteers opportunities, maintaining contacts with the media, using existing volunteers and staff Interviewing, selecting, and placing volunteers in appropriate jobs Developing orientation and training programs for volunteers 18

19 (Cont.) Evaluating the performance of volunteers, and reassigning or terminating a volunteer in cases of unsatisfactory performance Organizing recognition events and opportunities to honor volunteers Helping to formulate and evaluate the structure and function of separate volunteer groups Responding to the needs of designated representatives and officers of these volunteer groups 19

20 (Cont.) Acting as an advocate of volunteer needs and interests with staff and others in the organization Training staff in how to work with volunteers, including supervision, evaluation, and recognition Responding to problems and complaints from or about volunteers and mediating conflicts among volunteers or between volunteers and staff 20

21 Volunteer Organizations Some nonprofits, volunteers have separate formal organizational structures with their own boards, officers, and committees. Help formulate volunteer policy; active in recruitment, training, and supervision of volunteers; and be responsible for specific fun-raising projects or other special events. The president of the volunteer organization sits on the parent organization s board of directors, and represents the interests and needs of the volunteers. 21

22 Interviewing Potential Volunteers The purposes of an interview Assure volunteers that the organisation wishes to meet his/her needs and expectations. Allow the interviewer to clarify the organisation s expectations To assess a volunteer s skills, temperament, and motivations and to determine volunteers might fit into the organisation. 22

23 The following info is included for volunteer to fill: Name, address, phone # Names and phone # of two references Previous volunteer experience Time availability What the volunteer hopes to get out of the assignment Special areas of interest that might be relevant to job assignment Paid work experience Specialised skills Education Health status 23

24 Orientation and Training Orientation consists of: An organizational packet: annual report, newspaper articles, brochures, flyers, reports, a list of board members, a staff organisation chart, charter and bylaws. Background reading material: additional info about volunteer assignment and responsibilities; case studies based on the experiences of other volunteers. A tour of the facility where the volunteers will work A tour of the office and a meeting with the staff Films, slide show, and demonstrations Group meetings and discussions: get acquainted and questions answered. 24

25 Training begin with a discussion of the written job (task) description, e.g., What is the job? Why is it necessary and how does the organisation benefit from it? How s it done? With whom does the volunteer have to work and to whom is the volunteer accountable? How much time is involved? 25

26 Final thoughts The single most important defining characteristic of any nonprofit organisation is the PEOPLE who work within it. The staff, volunteers, and other workers in the organisation establish a tone, help to define its image, and determine the effectiveness with which the organization carries out its mission, its programs, and it activities. 26