Archive for April, 2011

On Demand Training - Developing an Appropriate, Comparable and Relevant Nonprofit Compensation Structure


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Topic: Developing an Appropriate, Comparable and Relevant Nonprofit Compensation Structure
Presenter: Barbara Mackintosh of Phillip Blount & Associates
Topic: Nonprofit Compensation Structure
Duration: 1 hr. 30 min

Summary: This OK Webinar will focus on current trends and emerging topics in compensation in nonprofit organizations. While for-profit and nonprofit companies have similarities in terms of compensation issues, nonprofits must grapple with a whole host of issues from a different vantage point. In addition to attracting and retaining the talent necessary to achieve organization mission goals, nonprofits must ensure that they are being good stewards of the funds with which they are entrusted by donors, benefactors, and customers. In order to reach this balance, each nonprofit must establish and successfully implement a comprehensive total rewards strategy that is consistent with the mission of the organization. This webinar will walk participants through the decision making process for nonprofits dealing with base compensation, pay for performance and variable pay.


Participants will learn: By participating in this webinar, participants will gain a thorough understanding of current and emerging trends in base compensation, pay-for-performance, and variable pay in nonprofit settings.


Base Compensation

  • Discussions will take place regarding the philosophy and implementation of merit budgets in nonprofit environments.
  • Participants will gain an understanding of how to navigate the unique challenges presented by nonprofit environments in establishing pay structures and ranges that allow for the attraction and retention of top talent while not leading to excessive pay.

Pay-for-Performance and Variable Pay

  • Participants will learn some of the benefits, as well as some of the dangers and pitfalls, of implementing a pay-for-performance culture in a nonprofit organization.
  • Ideas on establishing bonuses and other variable pay will be presented.
  • Conversation will address setting performance goals that reinforce the mission and match the culture of the organization in nonprofit environments.

Who should attend:
HR Managers and Departments
Executive Directors


Course Level: Beginner*
*Note from OK Faculty: Appropriate for beginning Compensation Professionals, but really all levels of HR that are not typically versed in the area of compensation

Cost: $99.00 - Click here to purchase DISCOUNT BUNDLE: Developing an Appropriate, Comparable and Relevant Nonprofit Compensation Structure + 2011/2012 Wage & Benefits Report (Value of $49.95)
Note: If you have already purchased the 2011/2012 Wage & Benefits Report, please e-mail support@opportunityknocks.org for a discount code.

Comments from Past Attendee
“This topic is particularly timely. Given the financial climate the utilization of alternative compensation methods will be essential to non-profit organizations ability to retain top performers while working with limited budgets. The trainers approached this topic with specific ideas for addressing these challenging issues.” –HR Innovations, LLC

Presenters: Barbara Mackintosh of Phillip Blount & Associates

Faculty bio:


Barbara Mackintosh is Manager of Consulting Services for Phillip Blount & Associates. Barbara is currently involved in an on-going variety of human resources consulting projects including base compensation design, incentive design, executive compensation, assessment and training, performance management, and organizational effectiveness. She holds a Bachelor degree in Psychology from the University of Georgia and Masters degree in Industrial/Organizational Psychology from UNC-Charlotte. Barbara is an active member of the Society of Human Resource Management, WorldatWork, Atlanta Area Compensation Association, and is a Certified Compensation Professional.




*Note from OK Faculty: Appropriate for beginning Compensation Professionals, but really all levels of HR that are not typically versed in the area of compensation

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Dread Going to Work? How to Deal with the Feeling



You dread going to work. Every morning is the same, you drag yourself out of bed. It’s not that the body is weak but the mind is not willing. Most of us know that. If not for a long period of time, at least at some point in our career we would have felt that way.

Is there a way of overcoming the dread of going to work feeling everyday? I am not sure if I have the absolute solution, but these are some of the strategies I have personally tried in my years of experience.

1. Dominant Thoughts

To start with, do not let the “dread going to work” syndrome become your dominant thought. Yes, I know it is easier said than done. But you have to start somewhere and that somewhere is your thought. Whether you call it “law of attraction” or any other term to describe it. The more you think about dreading your work, the deeper it will dwell into your thought. Stop thinking about it. Take that thought out and focus your thought on something else.

2. Source of Your Dread

What is the source of your “dread going to work” feeling? Start by doing something about it. Find out the source of your dread, or you will not be able to tackle it. Do not complain if you do not know what you are complaining about. Why do you dread going to work? Is it because of your colleagues, your boss, your routine work, your pay, the traffic? Write them down and see if you can tackle them. I am sure resignation has crossed your mind. But before you do that, let’s see if there is a way of solving it. We cannot expect life to be perfect and work to be perfect for that matter.

3. Seek Not Perfection

Life is not perfect. Why should work be? Accept that things being imperfect are how things work. If you expect perfect colleagues, perfect bosses, perfect resources, perfect processes then you are in for a shock. There can never be a perfect system, perfect factory, and perfect office wherever you work. Because, trust me, no matter how high your pay is it can always be higher, no matter how good your colleagues are, they can always be better, no matter how understanding your boss is, he can always be better. Seek not perfection if you do not want to dread going to work. Seek adaptation, adaptation from yourself. What can you do to make the work environment better?

4. Work as a Pedagogue

Ever think that the process of work can also teach us something about life? Think of work as a pedagogue. It teaches us that we do not always have things our way and life can sometimes mean having to do things we do not like, or even enjoy. But it is only temporary and we have a choice of doing something about it. Use this experience of dreading to go to work as your teacher. What does it teach you? Ask and answer, and you will immediately see this experience of dread going to work in a different light.

There is something you can do about the feeling of “dread going to work.” Do not fear it. Sit down calmly and have an action plan to tackle it. When you start working on a plan to diffuse it, you will feel better already even if the plan to stop the feeling of “dread going to work” does not work.

Source: Careerealism

Thawing The Salary Freeze





by Phil Blount 04/08/2011

At a recent conference that question was posed to me. Actually the individual asked, “Phil, when you have had your salaries frozen for awhile, how long can you leave them frozen before you reach the point that you have to do something?”

Of course with a question like that I assumed that the organization he referenced had frozen salaries for more than a year. So I asked “how long have your salaries been frozen?” His answer, “three years.” With that answer my response was, “I believe you are at that point.”

As we all know, many organizations have instituted salary freezes during the recent downturn. Some have instituted freezes for one, two or in this case three years. Depending on the source you reference, during the worst part of the recession as many as 40% of organizations instituted a salary freeze of some duration. Because salary freezes were so widespread, it was easy to feel secure in thinking that everyone was experiencing a freeze situation. After all, misery loves company.

However, it is easy to forget that if 40% of companies instituted a salary freeze, then 60% didn’t. And the duration of every freeze was not the same from organization to organization. Depending on your specific sector and the types of skills and talent you require in your organization you could find yourself in a very uncompetitive situation.

Salary freezes instituted in organizations rarely mean that all salaries are frozen. Unfortunately, salary freezes are often accompanied with reductions in force, which result in job combinations and individuals being asked to “wear multiple hats”. In these cases it is difficult to ask “Karen” or “Sam” to take on an additional role without some salary increase. Depending on how widespread this takes place in the organization the internal sense of fairness or equity among jobs can be significantly impacted. Even in difficult times, such as recent days, some employees leave for other positions or for family requirements. When this happens often a new individual is hired and may actually be paid more or less than incumbents in comparable positions, leading to compression or other perceived inequitable situations. Some areas within the organization may be performing well, but have had to “share in the pain” as a good team player, or conversely has been able to reward as if they were a standalone entity while the rest of the organization suffered.

As most organizations are now effectively answering the question of “at what point do you have to do something”, probably a more important question is “what should we do now”?

We have clients that have weathered the economic storm very successfully and have been managing reward almost as if there was no downturn. While others have instituted freezes, but are now moving forward away from the freeze situation.

One of our clients does an excellent job of managing compensation with a long-term perspective with annual reviews and adjustments consistent with the long-term plan. They too instituted a freeze, but have now moved forward with the approach needed for 2011. In reviewing their situation they determined that the base structure currently in place was maintaining the desired competitive position in the marketplace and the decision was made that no movement in structure was needed. With appropriate internal analysis it was decided that more focus needed to be directed at correcting some internal issues around compression and perceived inequities within certain job families and operating divisions within the organization. So the overall salary increase budget was developed to channel funds into those areas where adjustments were needed.

Another client determined that a standard salary increase number would be applied across the organization but held back a small percentage to be used to reward better performers and to more closely move the base salary structure to stronger recognition of performance.

In both cases these decisions were made after appropriate analysis of both the internal and external situation at the organizations.
Some things to consider when you are coming out of the freeze:

1. Evaluate your current internal situation. Are certain areas or jobs within the organization more “in need” of additional funds than others?

2. Have certain parts of the organization followed a different approach in managing reward during the freeze?

3. Is the structure still where you want it to be when compared to the appropriate market?

4. Have new hires or combinations of positions due to restructuring caused internal inequities between positions?

5. Have you appropriately identified and rewarded the top performers?

Coming out of the freeze with limited resources should not mean everyone gets something. With appropriate internal and external analysis sound decisions can be made regarding the allocation of limited salary funds. But, we must be willing to think differently and make some decisions that we might not want to make.

About the Author
Phil Blount is President and founder of Phillip Blount & Associates, a HR management consulting firm founded in 1996. He began his career with a Fortune 250 industrial organization in accounting, human resources and line management. He then spent the next 15 years with the Hay Group where he was Vice President and Managing Director of the firm’s operation in the Southern United States, and served on the North American Strategy Committee. Phil holds a BBA in accounting from the University of Georgia and a MBA in management from Georgia State University and is a recipient of WorldatWork’s Lifetime Achievement Award.


Why Smart People Make Lousy Teams



It happens all too often: Put a bunch of really smart people in a room, tell them to solve a problem, and watch as they dissolve into blathering idiocy.

Okay, maybe it’s not all that bad. But we’ve all seen groups of supposedly smart people who just can’t work well together. That’s because, according to recent research from Massachusetts Institute of Technology, Carnegie Mellon, and Union College, raw smarts doesn’t have much to do with team performance. The researchers placed nearly 700 people into groups of between two and five, then gave them problems to solve, such as visual puzzles, games, negotiations, and logical analysis. Here’s what they found:

  • Individual smarts doesn’t affect performance. The average intelligence of team members wasn’t related to team performance. So if you’ve got a team that’s struggling, putting a couple of really smart people on it isn’t going to help.
  • EQ–emotional intelligence– is more important than IQ. Good communication and good coordination make teams function well. To get that, you need people who are good at reading and responding to other peoples’ emotions. Teams that included even one person with superior skills in this regard had better performance.
  • A ’strong’ personality hurts performance. Groups where one person dominated the conversation or the decision-making, or where people didn’t do as well taking turns, had worse performance. This correlates well with other research that shows ’stronger’ leaders are often less effective than those who perceive themselves to be less powerful.


The Key to Creating “Emotionally Intelligent” Teams

The researchers found one fairly simple answer: Add women.

Women are often perceived to be more socially sensitive, and more communally-minded, than men. To the extent that’s true, it’s easy to see how it could be helpful in a team context. And in the experiments, the researchers found that teams that included women were more socially-sensitive, and better performing, than then all-male teams. (No word on the performance of all-female teams. I’ve reached out to the researchers about that, and will update if I hear back.)

In business, it’s not always easy to change the composition of a team, and just because a team is all-male shouldn’t give it license to be socially inept. Writing for Psychology Today, Heidi Grant Halvorson suggests a number of ways any team can become more socially aware, and therefore, higher performing:
Create opportunities for team members to express their feelings, and for others to respond to them. Encourage face-time whenever possible (emotions are difficult to read on the phone, and nearly impossible over email). Cultivating a work environment where team members experiences are acknowledged and understood will create teams that are smarter, happier, and far more successful.


I don’t know how the ‘express your feelings’ bit would have gone over at some of the places I’ve worked–although if “creating opportunities to express feelings’ means just putting an end to some of the macho teasing I’ve seen, I’m all for it. But as the researchers found, you don’t have to break out the hankies to get reap the benefits of social sensitivity. Just try taking turns.

Source: BNET.com

Nonprofits That Invested in Fundraising Staff, Resources Were More Likely to See Increases



A majority of charities surveyed saw their fundraising revenue remain stable or increase last year, according to the 2010 Year-End Survey of the Nonprofit Research Collaborative (NRC), a coalition of six fundraising and philanthropic organizations. The survey also showed that strong fundraising results were more likely when organizations invested resources in fundraising staff and infrastructure, including volunteer management.

The study asked about two key measures of fundraising-the percentage of organizations reaching their fundraising goals and the percentage of charities raising more funds in one year compared to the previous year. In the NRC survey about 2010, just 52 percent of organizations reported reaching their fundraising goals that year. In a survey conducted by the Association of Fundraising Professionals (AFP, a member of the NRC) about 2009, 53 percent of charities reported meeting their yearly fundraising goals that year.

In addition, the percentage of organizations raising more money in 2010 compared to 2009 was 43 percent, the same percentage found in the previous survey when respondents were asked if they raised more money in 2009 compared to 2008.

The significant shift was in the percentage of organizations raising about the same amount of money in 2010 compared to 2009. Twenty-four percent saw stable amounts of giving in 2010, compared to just 11 percent at the end of the year in 2009. At the same time, the percentage of respondents raising fewer funds dropped from year-end 2009 (46 percent) to year-end 2010 (33 percent).

“While many organizations stopped the bleeding, giving simply didn’t rebound like we thought it might, especially given the economic growth we saw in the last quarter of the year,” said Paulette V. Maehara (CFRE, CAE), president and CEO of AFP. “Despite the unexpectedly flat fundraising results that charities reported, the survey showed that success was more likely when organizations invested resources in fundraising staff and infrastructure, including volunteer management.”

The survey also showed that no single type of fundraising was more important than any other in determining overall success toward goal. On average, charities used 6 of 10 listed fundraising approaches, indicating that nonprofits typically employ a mix of methods for communicating their mission and seeking support. Participants could respond about vehicles used to ask for comparatively small gifts (mail, e-mail, special events, payroll deductions, online approaches, and more), for major gifts, and for support from institutions such as foundations and corporations.

“Whatever their size, organizations were much less likely to have a successful 2010 when fundraising staffing or financial investment in fundraising efforts declined,” said Thomas Pollak, director of NRC member the National Center for Charitable Statistics. “Earlier work shows that volunteers can be an important and cost-effective way to raise funds.”

As has been the case in past years, survey participants were highly likely to see growth in online giving. “Online giving showed growth in 2010, with online results increasing at 58 percent of the organizations that employed it last year,” said Chuck Longfield, senior vice president and chief scientist at Blackbaud, a member of the NRC. “However, online contributions form a comparatively low percentage-less than 10 percent typically-of all funds raised at a given charity.”

Source: Association of Fundraising Professionals

Do You Really Want to Use THAT LinkedIn Photo?



Some time ago, I ran across a LinkedIn profile picture of a job seeker who was holding a very specific political sign over her head.

In bright letters.

In shorts (and no, they did NOT become her).

Curious about this phenomenon, I surveyed my fine resume-writing, coaching, and careers industry colleagues at Career Directors International on the subject of inappropriate LinkedIn photographs.

As a result, I came away with a very interesting list of purported job seeker LinkedIn photos that:

  • Were taken from such a distance that no one would recognize them
  • Included the candidate posing in a bikini on a beach
  • Showed the candidate’s GARDEN – without her in it
  • Displayed a major league sports cap (a turnoff to the recruiter that contacted him, who noted that it was the ”wrong city, wrong team”)
  • Were snapped at a party where the subject obviously had too much to drink
  • Resembled a mug shot – no smile, just a grimace that did not put the candidate in the best light


Job hunters, PLEASE! It’s time to think carefully about the image you’re projecting online.

It’s an employer’s market, and the best opportunities WILL pass you by if others believe you aren’t serious about your career.

Take that picture down (the one where someone else’s shoulder can still be seen next to you, with that big shadow!), and succumb to a professional headshot.

At the very least, let someone adept with a digital camera take your photo in a suit, with a smile, and use it to put your best foot forward.

Source: Careerealism

Plan B: Steps for Navigating Tough Financial Times




by: Isha Edwards

It is 2011 and the widespread impact of the economic debacle that began to unravel in the early part of 2008 remains. Slightly different from three years ago however, job stability, compounding natural disasters, scarcity of resources, and inflation, now collide with the exorbitant fee and interest practices of financial institutions who seek to maintain an ever-tightening stronghold on the masses.

Despite contrary circumstances, you can maintain and even move forward if you do two things right away:

1. Remain calm and do not fear
2. Create and execute a well devised Plan B

What practical steps should be included in your Plan B?

Avoid procrastination. Better to be a work-in-progress than a stagnating pond. When you stand still or do nothing, there is a tendency for fear to increase. Action coupled with valuable practical insight gives faith wings.

Be proactive. Do not wait until you receive a pink slip, you are on your last dime or your credit privileges change before you make changes. Look for alternatives; ask for help, work to get out of debt, do your research—now!

Build confidence. Minimize your weaknesses by learning a new skill. Seek expert advice. Understand all things business and all things financial. Inexpensive, seminars, workshops and continuing education options abound via local and virtual colleges and universities. At the very least, there is information to be gathered via the Web and government agencies such as the U.S. Small Business Administration and the Federal Trade Commission (credit laws).

Practice your performance. Take time to practice conducting interviews, delivering an elevator pitch or making an introduction. The more you do it, the more your confidence will increase.

Network and expand your circle. You can only grow as far as your circle is wide. The broader your scope, the greater your level of insight and, therefore, influence. Make it a point to connect with people in at least three related and unrelated industries. Opportunities to network avail themselves via professional organizations and online. LinkedIn, Facebook, and Twitter—need I say more?

Complete the cycle. Follow-up yes, but also follow-through on all relevant emails, phone calls, prospects (leads/referrals), etc.

Increase your assets. It is an employer’s market. In the name of “managing their budgets”, companies will hire the highly skilled to do more tasks at a lower rate of pay plus or minus more hours. If you have excellent contacts and/or specialize in several indispensible skills, e.g. basic finance and accounting, marketing, business communications, and standard Microsoft and Adobe programs, shop your talents as an independent contractor or entrepreneur. If you prefer to work for an employer, use your assets (talents, skills, experience) to increase your assets (income), i.e., negotiate an increase in your rate of pay.

Negotiate alternatives. Where there is no job, create one. Assess a company or individual’s needs and propose how you can help at a low cost to them, but maximum profit to you.

Prioritize. Economic conditions do not determine the difference between a want and a need—you do. Make a list of things that must happen in order to maintain your livelihood and research options that ensure you have those things. Note that change always involves two things: compromise and sacrifice.

Tag Team. Collaborate with people who will motivate as well as assist you. No man is an island. Two is better than one. A three-fold cord cannot be [easily] broken. There is strength in numbers. Pinpoint a faith-based, community, social or other organization where you can give and receive help.

Stick it out. Come what may, do not give up, cave in, or quit.

It is painfully obvious that to be in “bad debt” is to be in bondage. It is also clear that living within your means is a notable goal. Regardless of where these tough financial times find you, do not let not having enough or being backed into the credit crunch corner lead you to take drastic measures. As with any trial, things have a way of working themselves out especially if you allow wisdom, time, faith and patience to be your guide.

Isha Edwards
About the Author:

Isha Edwards is an idea catalyst for individuals and organizations across 12 industries including music, media, fashion, film, academia, professional services, nonprofit, and small business administration. Through EPiC Measures, Isha provides brand-driven marketing consulting and business development services. Her skills and experience in business management, business education, and marketing enables her to implement a practical, comprehensive approach to establishing, operating, and growing a business. [Contact Isha via www.ishaedwards.com]


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Preparing for Tomorrow’s Job




By Judi Adams

You love your job. In fact you plan to be at this organization as long as they will have you. The reality of today’s job market though is that your current job, even your next one, will not be your last.
So here is what you need to do today to get ready for that next transition. Note: there are even benefits for you today by taking these actions.

Record Your Accomplishments

Every day you have accomplishments. These take the form of ideas you came up with, difficult people you successfully handled, and more.

Since prior successes are an indication of future successes, hiring managers look at a candidate’s accomplishments to identify who will be the most successful employee. You will include your accomplishments on your resume and use them when answering behavioral interview questions.

It is so easy to forget these accomplishments over time. It takes my job search clients several weeks to remember and document their prior accomplishments because they have not been maintaining a list over time.

The format for recording accomplishments is the STAR format which stands for Situation or Task you faced, theActions you took, and the Results you achieved.

If you haven’t done so already, open up an Excel spreadsheet, title it Accomplishments and start recording your daily accomplishments in STAR format. As you have time, go back and record accomplishments from you past as well.

You can benefit now from recording your current accomplishments. Before it is time to review your work performance, clean up the list (spell check and grammar check) and give a copy to your manager / supervisor. Down play the list by saying it is something you do for yourself but if it helps at review time, great, if not, that is okay, you are recording these for yourself.

Take Training & Stay Up on The Industry

If your organization offers training, take all that you can. If they don’t offer training, take it anyway by paying for your own training to maintain your marketability. There are a lot of free training courses on-line that are of value; just Google “free training” and the subject you are interested in taking.

If your industry is getting into something new, take training on that topic and offer to train your peers and management. That sets you up as the Subject Matter Expert. Others will start to ask you follow-up questions and through the research you may need to do in order to answer them you will continue to grow your own knowledge on the subject.

Develop and Maintain Contacts
Networking is the number one way to find a job in today’s job market.

In addition to developing and maintaining contacts within your organization, develop and maintain contacts within the non-profit industry so you are aware what is happening across the industry and have contacts elsewhere should you need them. Harvey MacKay said it so profoundly in the title of his book on networking “Dig Your Well Before You’re Thirsty”.

Continue Growing Your Experience
You are responsible for making sure you are marketable when you transition between assignments or organizations. If you have been doing the same work for over two years and you are not growing your abilities, ask your manager to give you new responsibilities so you can learn new skills. If they don’t have new responsibilities for you to do, even on a special project, then look to see where else in the organization you can move to get new experience.

Save for Tomorrow
The job market is competitive and it takes longer than it has in the past to land a job. Each one of us needs to set aside 8 – 12 months of salary for the possibility, eventuality of a job transition. Start by setting aside $10 a paycheck or more if you can, for this emergency fund. This money should be put into an interest bearing account but not one where the money is tied up and inaccessible should you need it.

The reality of the new job market is that your next job is not your last. Take actions now that benefit you today and prepare you for tomorrow.

About the Author
Judi Adams is the owner and president of RightChanges.biz, the affordable and successful job search and career direction coaching company. A 20+ year veteran of Information Technology, Judi began coaching job seekers in 2002 following an eight month job transition of her own. During that job transition she discovered how much the job market had changed and the successful approach to landing that next job.
Ms. Adams founded RightChanges in February of 2009 and her clients have had phenomenal success. 100% of RightChanges’ clients who completed the personal coaching series are now employed in jobs they wanted. In addition to coaching job seekers, Judi publishes job search articles that are read worldwide and is a frequent keynote speaker. Judi is also in the process of publishing two books regarding the job market.


Comment below on your thoughts of Tomorrow’s Job Market.


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How to Find a Great Nonprofit Boss




By Joanne Fritz

I’ve worked for some pretty strange people both in nonprofit and for-profit organizations.

There was the school principal who, after his yearly observation of my classroom, provided the feedback that my bulletin board was too messy, the desks were not lined up properly, and my window blind was crooked. There was nothing about the quality of my lesson plan or the classroom discussion.

There was also the “almost” nonprofit boss who spent more time talking about herself than she spent actually talking to me, and who interrupted the interview several times to take phone calls or talk with other people who came into her office.

After a while I learned to research my future boss as thoroughly as I did the company or nonprofit to which I aspired. I found that the culture of the organization and the quality of the boss are closely related. An organization that values its employees is likely to have already hired people who make great bosses.

Here are some things to look for before you “hire” your next boss:

–Frequent turnover. Go ahead and ask if this is a new position or one that came open because someone left. You can find out quite a lot if you first interview with someone in human resources, or if you are invited to visit with one or more of your potential co-workers. Ask why the former person left and how long they had been in the job. If the position seems to be a “revolving door,” it might mean that the boss is impossible to work with.

–General happiness or unhappiness. Contact people who work at that nonprofit or have done so in the past. You can find them through the professional networks you belong to, at conferences, or on your social networks such as LinkedIn. Ask about the culture, whether they were provided adequate training, and promotion opportunities. Watch for symptoms of a dysfunctional boss or organization.

–Adequate personnel policies. Is there a section of the organization’s website devoted to working there? If so, check out the policies having to do with benefits, vacation time, sick leave, and retirement plans. A good nonprofit will have progressive personnel policies. If these are missing or very thin, it could indicate that the nonprofit is not fiscally healthy and not likely to be able to attract the quality of people you would want to work for or with.

–A high quality board. Great organizations are able to attract great board members. The quality of the people on the board is therefore an indicator of just how stable and strong the nonprofit is. Are there well known community leaders on the board? Is the board large enough to encompass a wide range of abilities and skills?

–An active volunteer program. A well-organized volunteer program is a sign of a well- organized staff. If possible, locate some volunteers and ask them how they like working with the nonprofit. Are they enthusiastic? Do they feel that the organization appreciates them and recognizes their contributions? Are they given meaningful tasks and are they properly trained? Volunteer policies can reveal a lot about employee policies.

–A compatible personality. An interview should not be one-sided. You are there to interview your future boss just as much as he or she is looking for the right employee. Most people enjoy talking about themselves, and you can learn a lot both from what is explicitly said and by the way it is said. Does your potential boss seem collaborative and patient? Does she seem genuinely interested in you or does she boast or denigrate others? Is his manner welcoming, stiff, or uncomfortable? If you end up with negative feelings, such as fear, confusion, or just general discomfort, think twice before signing up with this boss.

–A match to your own needs. Find out if this nonprofit or this particular boss is a good fit for you. Do you love teamwork? Do you long for challenging assignments that will help you develop your skills? Asking questions about these issues will likely enhance the impression you make. If it doesn’t, you probably don’t want that job and that boss after all.

Taking any new job can feel like a roll of the dice. But you can make sure the odds are in your favor if you research the organization and your potential boss to the best of your ability. Most people who work in the nonprofit sector are pretty great people. Make sure you end up with one of those and not one of the rare bummers.

About the Author
Joanne Fritz has worked in the nonprofit world for most of her 30-year career beginning with teaching at the secondary, college, and university levels. Fritz served as Director of Development for The Girl Scout Council of Greater St. Louis, Associate Director of Elderhostel’s Southwest Regional Office, and Director of University Relations at St. Louis University and the University of Iowa. She is currently the Guide to Nonprofit Orgs at About.com, a New York Times Company. Fritz writes on a variety of nonprofit topics, ranging from how to find a nonprofit job to how to fundraise effectively.

Comment below if you have a Great Nonprofit Boss!

Striking a Work-Life Balance




By Carol Gee

Juggling the demands of a career and a personal life is no simple task. Attempting to do so has always been, and will probably always be an on-going challenge. While there will never be a perfect solution to this dilemma, the tips below may help you to find solutions for the work-life balance that you seek.

  • Establish priorities. First, decide what is necessary. Then, try tracking both your work-related and personal obligations daily for about two weeks. Doing this will allow you to see all of your responsibilities. Next, determine which job-related tasks can be delegated to others, thereby eliminating those tasks that someone else can do instead of you. Finally, cut out any activities that you do, simply because you’ve always done them.

  • Just say no. If you aren’t able to take on extra projects at a particular time, don’t be afraid to decline. When you accept projects simply because you don’t want to disappoint others, you are adding to your stress level. Asking specific questions enables you to determine the level of urgency of new requests, thereby helping to prioritize or decline such requests. Declining extra activities allows times for activities that you enjoy.

  • Married to Your Job or Career? If your work constantly interferes with your marriage or personal life, you may need to make adjustments. Spend more time at work then with your wife, husband or partner and your relationship can’t help but suffer. Many relationships have been destroyed by just such circumstances.

    If you find yourself working too much, you may find yourself missing out on important family events or major milestones. These often include anniversaries, your baby’s first tooth, first steps or first words. This can lead to you feeling left out, family-wise. Harm to relationships with loved ones is by far the most serious of consequences. Frankly, it is hard to nurture relationships if you are not physically present.

  • Leave work — at work. Today’s technology that makes you readily available at all times, from everywhere, will continually blur the boundaries between work, your personal life or family life — if you allow it. Thinking that you must be ‘on’ twenty-four-seven in order to maintain competitive advantage within your industry, frequently is not the case. Instead, why not commit daily to using your work hours more productively? That way you will feel better about separating work time from personal time, and recommitting yourself to your home/family. This recommitment also means occasionally cutting off your cell phone, (say what) or forgoing constantly checking or sending e-mails or text messages during family vacations.

    Poor work-life balance has also been responsible for many health issues as well as burn-out. When you are tired, your ability to think clearly significantly decreases. Not only can poor work-life balance lead to a decrease in productivity, it can cause costly, even dangerous mistakes.

  • Establish a support system. Everyone needs help from time to time. Why not join forces with someone at work whom may be able to cover for you in the event of an emergency? Solicit help from your spouse. Ask older children to pitch in with babysitting or household tasks. This is particularly important if your job requires you or your spouse to frequently work overtime, or travel.

  • Manage your time. This is also where organization comes in. Organizing work projects or household tasks is critical. How about designating a specific time to answer e-mails or return calls? How about doing a load of laundry daily, instead of waiting until the weekend to do it? Keeping a calendar of appointments or activities has also proven beneficial to many. Decide what is really critical to do at any given time, and save the rest until you can get to them.

  • Exercising and eating healthy is also critical. Making time for visits to your doctor and dentist on a regular basis instead of waiting until have a tooth ache or are ill, is important to your overall well-being.

    Family dynamics, interests, and even jobs change, therefore, striking a work-life balance will always be an on-going process. Periodically examining where you are, and making changes as needed may help you to stay on track.


    About the Author
    Carol Gee, M.A. has worked in education for 28 years in positions ranging from teaching to administration. Currently she is an editor and business writer at Goizueta Business School at Emory University. She is also the author of books, The Venus Chronicles and Diary of a ‘Flygirl’ Wannabe (Life Lessons of a Cool Girl in Training)
    www.venuschronicles.net

    Comment below if your nonprofit offers a great work-life balance.


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