10/2/13  

1  

ELEVATING YOUR NON-PROFIT TO BE AN EMPLOYER OF CHOICE

Stacy Smith, SPHR SVP HR and Risk Mgmt YMCA of Greater San Antonio

OVERVIEW

 What ‘choice’ employers do differently  Strategic planning and culture  Begin with the end in mind  Finding the current bright spots  Why nonprofits have an advantage  Why nonprofits have a disadvantage  What to do next?

WHAT SETS THESE COMPANIES APART?

10/2/13  

2  

A LOOK INSIDIE

VIDEO CLIP HERE

WHAT WE CAN LEARN FROM THE BIG PLAYERS?

Fortune’s 100 Best Companies to Work For  Leadership Credibility  Job Satisfaction

 Staff Camaraderie  Pay and Benefit Programs  Internal Communication  Training and Development  Recognition Programs  Diversity and Inclusion Efforts

TOPWORKPLACES.COM

The same things that tend to drive the long term health of the company are what employees want. What really motivates employees is feeling they are part of a company that is going places.

This means an organization that:

  Sets a clear direction for its future and how it conducts itself

  Executes well and has a culture of high performance

  Creates a strong connection between employees and the company by showing appreciation and by bringing meaning to work

10/2/13  

3  

WHAT DO ‘CHOICE’ EMPLOYERS DO DIFFERENTLY?

 It’s all about culture…  …and purpose  Consider turnover  Invest in people  Share the successes  Celebrate staff victories  Think about the ‘perks’  Work/Life  Health and wellness really matter

“Nap rooms and gourmet coffee are nice to have, but they don’t inspire people in the workplace”

STRATEGIC PLANNING AND STAFF CULTURE

 Who drives strategic planning?  How does the board of directors participate?  How is the strategic plan communicated?  Who is accountable?  How to keep focus during tough times

BEGIN WITH THE END IN MIND

 Research your local and state ‘best’ awards  Start surveying your staff now  Be ready to hear the real feedback  Establish a baseline  Set annual goals and have a target  View the organization from the entry level staff members’

perspective

10/2/13  

4  

FIND THE BRIGHT SPOTS

 Do your staff understand the mission?  How or why not?

 What’s the best thing about working for your organization?

 How are you investing in staff development?  What do diversity/inclusion efforts look like in your

nonprofit?  What’s your turnover rate? Voluntary vs. involuntary?  What’s the best perk or benefit you offer?

UNDERSTANDING THE LOWS

 Identifying trends in staff dissatisfaction  Exit interview data  Survey results  Be realistic  Over-communicate  Find ways to engage staff in decision-making  If you can’t hide it, feature it

WHY NON-PROFITS HAVE AN ADVANTAGE

•  Purposeful mission-driven, cause-driven, and making a difference

•  Non-profits employ interesting and passionate people

•  Unparalleled growth opportunities exist •  Employees can gain unique skills and have variety

of roles •  Smaller internal community means less hierarchy •  Community connectors •  Intrinsic motivation

10/2/13  

5  

WHY NON-PROFITS HAVE A DISADVANTAGE

•  Fewer resources •  Concrete results or clear benchmarks of success can be difficult

to spot •  Antiquated work environments •  High level of burnout •  The stakes are higher •  Constant focus on fundraising •  Humility

NATIONALLY RECOGNIZED NON-PROFITS 2013

1.  Wounded Warrior Project 2.  SightLife 3.  AHC Inc. 4.  New Jersey Society of Certified Public Accountants 5.  Partnership of Public Service 6.  The Center for Effective Philanthropy 7.  Community Legal Services of Mid-Florida 8.  Brighton Center 9.  Alzheimer’s Association 10.  The National Society of Collegiate Scholars

ADD VIDEO CLIP HERE

10/2/13  

6  

TOOLS, IDEAS, AND METHODS TO CONSIDER

 Staff development and training opportunities

 Staff wellness  Work/Life  Staff spotlights  Flexibility  Mission focus  Suggestion program

 Culture  Diversity/Inclusion  Committees  Staff blogs  Celebrations  Benefits creativity  Engage volunteers

WHAT TO DO NEXT?

 Engage the CEO and Board of Directors  Talk about culture  Ask your employees  Highlight the best and work on the worst  Establish a baseline, set goals, and note benchmarks  Involve your employees  Tell your story, over and over  Start small

CLOSING THOUGHTS