As Congress digs in to negotiate President Obama’s $825 billion economic stimulus package, advocates for groups on the front lines of the economic crisis hope that the nonprofit sector gets a piece of the stimulus pie, the Christian Science Monitor reports.

The sector, which employs 10 percent of the workforce — more than the auto and steel industries combined — has seen its revenues plummet as foundations, corporations, and state and local governments cut back on their funding for nonprofits. Nonprofit advocates argue that aid for the sector not only would preserve jobs and shore up a crucial part of the service-delivery network, but would also help spur an economic recovery. Unfortunately, policy makers tend to overlook the economic contributions of nonprofits, said Lester Salamon, director of the Center for Civil Society at Johns Hopkins University and a former deputy associate director of the White House Office of Management and Budget. Salamon pointed to the hundreds of low-income housing organizations and community-development credit unions across the country with billions of dollars invested in mortgages that are performing well as proof that the sector could help contribute to a resolution of “the mortgage mess.”

The American Recovery and Reinvestment Act of 2009, as the bill is called, targets tax cuts, infrastructure, and state aid. While some of the monies would trickle down to nonprofits through state and local government contracts, critics claim the process is likely to be slow and cumbersome. For instance, the legislation would give billions to states for Medicaid and “block grants,” but “that’s not a substitute for doing something to more directly and more speedily move money to the nonprofit sector,” said Isabel Sawhill, senior fellow in economics at the Brookings Institution.

Proposals floated in recent weeks to help the sector navigate the economic downturn include setting up a short-term, $15 billion bridge loan fund targeting human service providers; using the Emergency Food and Shelter Program to get federal dollars flowing quickly to community services; and investing 10 percent of the stimulus, about $80 billion, directly into nonprofits. Regarding the latter proposal, Sawhill suggests distributing the temporary funds broadly across the sector in proportion to the revenue each organization reported to the IRS in the prior year, with a cap on what a group could receive.

“We can take advantage,” said Sawhill, “of a huge network of institutions that work hard…to improve the welfare of communities and individuals, that will spend the money quickly, that have the capacity to spread the dollars widely, and that in the absence of such help will need to shrink and thus become another drag on the economy.”

Source: Philanthropy New Digest

For two years David Atkins has been blogging about blending work and life. So when he learned that his job as a technology director was ending Dec. 31, he turned to his blog as a path to employment.

Under the heading “My job search begins,” he wrote: “I need your help to find a new job.” He outlined two areas of interest – one as a start-up technology leader, the other as a strategic consultant – and summarized his qualifications.

“Blogging and social media are the principal means I am using to find work,” says Mr. Atkins, of Westwood, Mass. “I was already a blogger, but I have ramped up my efforts dramatically in a nonstop effort to brand, promote, and network myself.”

Atkins’s high-tech quest puts him among the growing ranks of job seekers who are going beyond traditional methods – answering classified ads, sending out a blizzard of paper résumés – to make connections in new ways. In a sign of changing times, 40 percent of respondents to the 2008 Spherion Emerging Workforce Study say they use online methods in their job search.

“In today’s job market, you really have to do things that differentiate yourself from others,” says Scott Testa, professor of marketing at St. Joseph’s University in Philadelphia. “Having a blog allows you to communicate to the world your insight and your knowledge.” Those who write about subjects related to their occupation are more likely to secure positions, he adds. Niche blogs in law, medicine, and marketing are especially popular.

Although Atkins has not yet found a full-time position, his blog has already yielded fruit. When he responded to a freelance job posting, the company was familiar with his local blogs on a town website. It hired him to do a project immediately. “I’m not only looking for a job, I am working to build consulting revenue too,” he says.

Atkins regards blogging as one of many tools in a job search. Others include social-networking sites such as LinkedIn and Twitter. “I can send a quick note on Twitter and reference my blog,” he says. Twitter also led him to a local career club, where he networks face to face.

He also sets aside time to send out résumés. “A résumé gets the attention of people who are looking to hire someone in a particular role,” Atkins says. “A blog complements that by showing what else I do that makes me an interesting person.”

Some workplace specialists call blogs “the new résumé” and an electronic business card. “In this 21st century, having a blog gives you credibility,” says Lorne Epstein, author of “You’re Hired: Interview Skills to Get the Job.”

But no one should underestimate the work involved. “To build your blog base, you have to keep it relevant and update it regularly,” Mr. Epstein says. “Blogging is a job, a responsibility that is continual. Even to blog once a week in a substantial way can take hours. And it could take a year before your blog gets any traction.”

David Erickson, a director for an online marketing firm in Minneapolis, blogs extensively about his industry, in part to raise his profile within the industry. Although he is not looking for a new position, he says he regularly receives job opportunities from recruiters as a direct result of blogging.

The most effective way to use a blog for employment, Mr. Erickson finds, is to have one well-established before a job search becomes necessary. He says, “By demonstrating that you know what you are talking about, even if your blog does not have many readers, you’ll establish a level of confidence with interviewers prior to any actual interview. But if you’re just doing it to find a job, it won’t be effective.”

With or without a blog, Erickson regards social networks like LinkedIn as “the career tools of the future.”

Not everyone shares his enthusiasm. “Blogging and Internet searching for jobs is worthless,” says Drew Stevens, a business growth consultant in St. Louis. “Almost 65 percent of positions are discovered from your network and peer group.”

But Martha Finney, author of “Rebound: A Proven Plan for Starting Over After Job Loss,” defends blogging.

“It’s an excellent way for job seekers to demonstrate their passion, smarts, and dedication to their profession over time, regardless of what their immediate job status is,” she says. “If hiring managers find their material fascinating to read, perhaps even educational or groundbreaking, they’re going to want to bring these people in for interviews.”

Still, blogs carry potential pitfalls.

“You don’t want to get into political arguments, or include anything racy, or write about religion and politics,” says Glenn Dubiel, vice president of the Mergis Group, a placement firm. “We Google all candidates. There are many people we don’t hire because of their negative Web presence. Those people don’t know why they never got to the offer stage. Managing your Web presence is really important.”

Noting that everyone needs to be “Googleable” these days, Ms. Finney says, “The question is, when someone Googles you, are they going to find pictures of your dog at the Grand Canyon? Or are they going to find evidence that you’re so passionate about your work that you’re compelled to be a voluntary thought leader in the field [on your blog], even when you’re not being paid for it? My vote is for the voluntary thought leader.”

Monica O’Brien, a business-technology professional in Chicago, blogs about young professionals and business technology. “Through my blog and social media accounts like Twitter and LinkedIn, I’ve received multiple leads on job opportunities for both contract work and corporate positions in my area,” she says. “In all cases, the company has found me and requested a résumé.”

Mari Feazel, who graduated last month from Chapman University, wants to work in public relations in Orange County, Calif. Instead of a blog, she has created a personal website to showcase her résumé and portfolio to employers. When she applies for jobs, she includes a link to her website. It’s also on her business card, résumé header, and e-mail signature.

“I think I’m a pioneer,” Ms. Feazel says. “Every time I bring it up to friends and classmates they react with surprise. The concept hasn’t become very widespread.”

Even so, she says she has received “great feedback” on it. One recruiter, impressed with her approach, set up an interview with a large public relations firm.

Calling a Web presence “unbelievably powerful,” Mr. Dubiel says, “Even gainfully employed people need to build their network. The quicker you can start building that, the less chance you’ll be out of a job for a long time.”

Blogging tips for people between jobs

Rebounding from a job loss can be a long, difficult process. But according to Martha Finney, blogging can serve as an effective tool in the hunt for new work. For those interested in trying this strategy, she offers these suggestions:

Make sure your blog features commentary that is timely and well thought-out. If you have an idea that moves your profession forward, so much the better.

Try to find interesting, positively oriented topics.

Stay away from topics that are so controversial they might risk alienating a potential employer.

Weigh in on other people’s blogs.

Blog frequently. Demonstrate by your activity on your blog that you really love your career.

Source” Christian Science Monitor

Companies today are faced with the pressing challenge of finding new, cost-effective ways to motivate a workforce that is becoming increasingly fearful, distracted and unproductive. “Psychological recession” and “layoff survivor syndrome” are a few of the new buzzwords that have entered the vernacular, which describe the state of many employees who have had to say goodbye to co-workers, bonuses, pay raises and benefits — all while taking on more work.

The impact of these dynamics on morale and productivity can be substantial. As reported in a recent article on MSNBC.com, “A flurry of research after the economic downturn of the 1990s found that layoff survivors reported high levels of distrust and lower levels of motivation and engagement. Absenteeism went up, productivity went down.”

A December 2008 study by Leadership IQ, as reported in Workforce Management magazine, said, “Corporations are mistaken to think that employees who survive layoffs will work harder out of gratitude. In fact, by their own admission, employees say their companies should expect less from them going forward. Moreover, nearly 75 percent of employees who held on to their jobs amid downsizing acknowledge that their individual productivity is declining, while nearly seven in 10 say their company’s product or service lines are in decline since the layoffs.”

While these facts may seem daunting, there are steps companies can take to lift employees out of this recessionary rut. A 2007-2008 global workforce study conducted by Towers Perrin showed that companies with high employee engagement show a 19.2 percent increase in operating income while low engagement companies show a drop of 32.7 percent.

According to Globoforce, a recognition strategist, strategic recognition is the rescue package HR managers need right now to reengage disenchanted and disconnected employees, galvanize them around key goals and put the company on track to greater productivity.

“Now, more than ever, employees are in dire need of a boost to lift their spirits and re-focus them on their jobs,” said Derek Irvine, vice president of global strategy with Globoforce. “A simple ‘thank you’ or a small reward can do wonders to elevate mood, ignite morale and engage employees. When these rewards are tied to company values and goals, it reinforces those important messages and infuses them back into the workforce.”

In its newly released executive research brief titled, “Rescue Employee Productivity from Recession Fears With Strategic Recognition,” Globoforce advises companies employ the following to put recognition to work within their organization:

Overcome psychological impacts with sincere appreciation: A little praise goes a long way in elevating employee morale and alleviating fears caused by today’s economic crisis.

Make work meaningful to engage employees: Tie awards to goals that are particularly critical to the company in this challenging economy and show employees how their behavior is deserving of recognition.

Consolidate existing recognition initiatives to realize cost efficiencies: Take the buried and distributed budgets of multiple legacy programs and consolidate them into a single, efficient and results-focused global program.

Measure to show investment value: Start your recognition effort off right by setting clear objectives and defining success metrics upfront. Measure the program against these parameters to show management patterns in productivity relative to the actions recognized and the frequency of recognition in addition to program ROI.

Gain competitive advantage: Make it a goal to become a “good morale” company and you’ll differentiate your company from the competition.

Source: Talent Management Magazine

During a trying economy, having the right people on board as well as finding the best professional opportunities are of the utmost importance to nonprofit leaders. Bridgespan Group Partner Wayne Luke, head of executive search, shares his advice for recruiting leaders and conducting job searches during tough economic times.

Click here to read Wayne’s advice

Source: Bridgestar.org

The U.S. Department of Labor reports that a whopping 2.6 million jobs disappeared in 2008 and that an estimated 11 million Americans are looking for work.

Three recent college graduates discuss weathering a tough employment market and how, for some young adults, it means asking parents, somewhat awkwardly, for their financial support. Mimi Wong of New York, Sarah Ahmad of Maryland and Kelsey Schwenk, also of New York, describe the frustrations and fears of finding themselves young, college educated and unemployed.

Click here to listen to the interview

Source: NPR

As the economy continues to struggle, many companies are looking for ways to cut costs. Some are downsizing, others are slashing budgets, and some are forcing workers to take unpaid time off to save money.

According to a recent Associated Press article, the number of workers taking unpaid “furloughs” — also known as temporary layoffs — hit a 17-year high in 2008. In Maryland, for example, 67,000 of the state’s 80,000 government workers are being forced to take unpaid vacation time, saving the state an estimated $34 million in the fiscal year, according to the article.

“I’ve definitely seen companies do it,” said Elaine Varelas, managing partner for business development at Keystone Partners, a career management services provider. “This voluntary layoff situation [typically occurs] with mainly junior people: hourly workers, manufacturing workers, truck drivers. The challenge is that the people who are most affected are living paycheck to paycheck, and they’re not all that interested in time off.”

While these unpaid furloughs, which can last anywhere from one week to three months, represent one solution for financially struggling organizations, they carry with them a series of challenges. Varelas said one such challenge involves logistics.

“If people are not on the payroll, then [forced unpaid vacation] affects their benefits status, their 401(k) status, their health care and any programs that are contributory. If [it's] something that’s coming out of your check on a standard basis, then where is that coming from when there’s no check? [Also,] the employee becomes eligible for unemployment [benefits].”

Then, of course, there are the psychological effects of temporary layoffs, both for the employees forced to leave and those allowed to stick around.

“It’s a huge fear factor. It really starts people’s nervousness at a much more significant degree,” Varelas said.

Employees who have been temporarily laid off might begin looking for other jobs, or they may begin to wonder about their careers, she said.

“At the more senior levels, people are going to be much more concerned about, ‘What is my long-term future with this company? And are there things going on that I’m not aware of that I should be? Is there deeper meaning to this than just trying to save a little bit of money in the personnel roles?’” she said.

It’s up to talent managers to ensure unpaid furloughs go over as smoothly as possible. Varelas suggested talent managers take employees’ schedules and preferences into account when the company is undergoing temporary cuts.

“So for example, if you know that you’ve got a high performer who has children and school vacation week is upon them and things are particularly slow in that person’s department, [unpaid time off during that period] might be a great offer,” she said. “A huge part of being an exceptional manager is knowing what your people want, what’s most important to them.”

Talent managers also should encourage frank discussion and try to communicate as clearly as possible with employees to mitigate the emotional and performance fallout — including fear, stress and reduced productivity — that can come with temporary layoffs.

Source: Talent Management