-We wish we could increase salaries but the money is not there.

-We have very little turn over. I think the way the organization is managed creates a warm, positive, empowering culture to work in. Our salaries are now in the mid to close to upper range. We have some good benefits as well. We would like to have a matching plan for retirement funds and raise stipends to interns more and salaries a little more

-We have rich benefits including 2-4 weeks vacation, full health/dental benefits, vision benefit discount, 140% company match on 403b retirement program, performance bonuses, and competitive salaries. Small nonprofits, however, can do little about their size and the limited opportunity for career advancement within the organization. Most of our departures are for further education or move to a larger nonprofit.

-We find the biggest problem is dealing with the amount of college/graduate school debt new hires face. They need to leave to find better paying consulting jobs–sometimes in the for-profit sector

-We are hampered by our budget and unable to compete for top candidates. We are a large public university and faculty is the focus not staff.

-Some of our turnover is due to seasonal positions, many filled by college students. We have been fortunate to have many seasonal employees return for several years throughout their college years. We have also had exceptional entry level personnel in key positions, but tend to lose them due to our low salary scale.

-Getting 2 of my managers to pay people appropriately when they can get people to work for less leads to employees unsatisfied with their pay and therefore job…the managers would rather use the money elsewhere in their budget and re-hire more often. Non-profits need to get over the idea that people will work for nothing - the newer generations (post baby boomer) won’t sustain at those pay rates and since we’re losing our workforce to retirement we better get that figured out.

Back to the Retention and Vacancy Report

by Faye Dresner

In the two plus decades I’ve been working in nonprofits, rarely have I come across a really life-changing leadership development experience. Peruse the literature and you will find a mind boggling number and variety of definitions of leadership and ways to develop it.

While I agree that there are many ways to define leadership and myriad ways to develop the skills to be a leader, there is only one ingredient in leadership development whose importance is absolutely irrefutable, and that’s knowing yourself. In David Ryback’s book Putting Emotional Intelligence to Work, he says that “In the twenty-first century, the criteria for leadership will be not only knowledge and experience, but also healthy self-esteem and sensitivity to others’ feelings.” I contend that a high degree of personal insight is just as if not more important.

Ryback goes on to say that “The emotionally intelligent executive knows how to create instant rapport with practically anyone. She’s confident, self assured…[and these types of executives are] adept at reading the unspoken, collective feelings of the teams they oversee.” What Ryback doesn’t say, is that in most people those talents aren’t in-born. And they’re next to impossible to develop without a significant awareness of and ability to understand your own feelings and thoughts.

Think about it – if you are deaf to the subconscious messages you give yourself (and we all do), i.e. I’m not smart enough, innovative enough, confident enough, etc. how can you tell your unspoken feelings from that of your employees? Setting aside your emotions to consider another’s takes a consciousness of what you’re feeling and a willingness to delay addressing it to deal with someone else’s feelings. Not for the faint of heart.

There are so many examples of how a lack of awareness impacts the ability to lead. I had a mentor that told me once that we tend to see in others those negative qualities that we don’t like about and want to disavow in ourselves. Imagine how difficult it would be to manage or lead an employee whom you can’t stand being around? Try this interesting exercise – think about those employees that aggravate you the most and why. Then consider whether or not those qualities are ones you possess. Ask your trusted advisors who are willing to level with you to help you with this exercise. You might be surprised at what you learn. If nothing else, you’ll see those troublesome employees in a different light.

Lance Secretan, one of the leading thinkers on leadership said, “Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine.”

Opening your heart and thus becoming an effective leader is a conscious, intentional process that takes effort, persistence and a willingness to examine your thoughts, motives and emotions. Self -awareness is the first step in transformation so if you are interested in becoming a better leader or manager, the process starts with you. While it may not always be smooth or easy, the rewards of self-awareness and the ability to exercise emotional intelligence are well worth it for you as a leader and for those with whom you work.

Faye Dresner

Faye Dresner is the founder of Dresner Consulting, LLC which she started to help tap the power of nonprofits and philanthropists to affect change. For over two decades, Faye has served in director-level positions with a variety of nonprofits which has taught her that when a person finds work that is personally fulfilling and life enhancing, both employer and employee benefit.

http://www.dresnerconsulting.com
fdresner@dresnerconsulting.com

An interview is a vital step in finding and retaining a qualified applicant, and should be used to identify key characteristics in a person that would make them suitable for the position. The following document details a variety of tips that allow the interviewer to make the most of an interview.

MEMO

The Human Resource Department

Opportunity Knocks has partnered with The Human Resource Department, one of the leading human resource providers, to expand our online resource library with an HR Tool Box. Browse through the sample forms and articles and expand your HR knowledge base.

Staffing companies and recruiters are in the business of finding qualified personnel, so when it’s time to fill vacant positions letting one of these professionals manage the search is a viable option. However, before your first search, a contingency search agreement, as seen here, should be drawn up that dictates the specifics of the business relationship and payment terms.

MEMO

The Human Resource Department

Opportunity Knocks has partnered with The Human Resource Department, one of the leading human resource providers, to expand our online resource library with an HR Tool Box. Browse through the sample forms and articles and expand your HR knowledge base.

Promoting current employees is a great way to fill vacant positions, and many non profits choose to post job openings internally before they seek external applicants. The following document is a sample job description that can be used for internal job postings.

MEMO

The Human Resource Department

Opportunity Knocks has partnered with The Human Resource Department, one of the leading human resource providers, to expand our online resource library with an HR Tool Box. Browse through the sample forms and articles and expand your HR knowledge base.

Current employees can be a valuable resource for recruiting new talent. An employee referral program that offers cash incentives is a great way to encourage referrals from current employees to fill open positions. The following document details a sample referral program, including guidelines and payout amounts.

MEMO

The Human Resource Department

Opportunity Knocks has partnered with The Human Resource Department, one of the leading human resource providers, to expand our online resource library with an HR Tool Box. Browse through the sample forms and articles and expand your HR knowledge base.

When your non profit organization is looking to fill open positions, one of your best resources is your management team. It is important to get every member of your team on board and involved in the process through a networking approach. The following memo can be used to inform management of open positions in a positive light and how, through networking, they can find qualified applicants.

MEMO

The Human Resource Department

Opportunity Knocks has partnered with The Human Resource Department, one of the leading human resource providers, to expand our online resource library with an HR Tool Box. Browse through the sample forms and articles and expand your HR knowledge base.