management of not-for-profit organizations 472.31 13 fall 2014

Management of Not-For-Profit Organizations

472.3113

Fall 2014

Effective Human Resource Practices

Recruitment and Retention in Nonprofit Organizations

ch 24

Watson & Abzug

People First?

Our mission comes first!• But our mission is about people!

₋ But most missions are about people external to the organization.

Who Works at Non-Profits?

people who agree with organization’s values• primarily self-motivated• many prone to over-commitment

₋ “a self-exploiting workforce”(Paul Light, 2004)

some “duds”• may not share org’s values• may adjust effort to salary

burn-out = exhaustion ≠ duds

“HR Is a System, Not a Set of Tasks”

HR Decisions Have Consequences• the “experienced culture”

₋ what you value is revealed by

why you hire

why you promote

why you let go

who

who

who

“If You Build It, They Will Come (And Stay)”

creating an explicit–and shared--culture• training

₋ activities₋ goals

• “fit”• “embeddeness”

₋ links to people₋ links to other aspects of their life₋ being aware of what would be lost if they left

• how their role facilities the mission

“First Things First: Make It Legal”

the absolute least you can do• know the law

₋ US & Canada similar but not identical

• explain it to staff & board• follow it


the absolute least you can do• know the law

₋ a contract is a contract₋ you’re accountable for staff actions₋ discrimination, except for BFOR, is a crime


• US isn’t Canada

If in doubt, ask a lawyer.


• US

₋ Title VII of the 1964 Civil Rights Act Specifically prohibits discrimination based on

» Race

» Skin color

» Religion

» Sex

» National origin established EEOC

» Equal Employment Opportunities Commission


• US

₋ Title VII disparate treatment

» a.k.a. “deliberate” or “direct” discrimination

adverse impact» “indirect” or “unintentional” discrimination

» “when the aggregate outcomes for a protected group are less advantageous than for the majority group”

» “prima facie” case—“the four-fifths rule”

» a “job-related defense”

criteria must be quantifiable & empirically proven


• US

₋ Title VII sexual harassment

» interpreted as discrimination based on gender

» What’s your mechanism for reporting?

» “quid pro quo”

» “hostile work environment”

» can come from anywhere


• US

₋ Age Discrimination in Employment Act (1967)₋ Pregnancy Discrimination Act₋ Americans with Disabilities Act (1990)

“reasonable accommodation” “invisible” disabilities

₋ don’t screen on the basis of disabilities

₋ do ask if employee can do essential functions


• US

₋ more Fair Labor Standards Act (1938) Equal Pay Act (1963) Executive Order 11246 Family and Medical Leave Act (1993) Homeland Security Act (2002) Occupational Safety and Health Act (1970) US Patriot Act (2001) Health Insurance Portability and Accountability Act (1996) Patient Protection and Affordable Care Act (2010) state & local laws


• Canada

₋ best places to start: HRCouncil.ca

» http://hrcouncil.ca/home.cfm Manitoba Labour Standards

» http://www.gov.mb.ca/labour/standards/index.html\ Manitoba Human Rights Commission

» http://www.manitobahumanrights.ca//

“recognition of the individual worth and dignity of every person”


legal ≈ fair ≈ Christian• avoid exemption-hunting• search for agreement

₋ staff discussions What does it mean to be “a great place to work”?

₋ community standards₋ defending your staff from board-member opinions

Human Resources Process

1. doing an HR audit

2. creating staffing plan

3. recruiting

4. searching

5. selecting a candidate


1. doing an HR audit» exhibit 24.1, pg 686

• org & job structure• human resource planning• org culture

2. creating staffing plan

3. recruitinga. identifying job characteristics

b. writing job descriptions


4. searching• external

₋ postings₋ career fairs₋ headhunters₋ referrals

• internal₋ internal promotion₋ volunteer recruitment₋ client recruitment


5. selecting a candidatea. Which have required qualifications?

b. Which are among best for position?₋ structured interviews essential₋ know what questions are legal₋ 2 or 3 heads better

c. Who can be verified?₋ keep notes

d. make decision

e. make offer

Retention Through Motivation

motivation is a manager’s life-long challenge• many sources of motivation

₋ and of de-motivation

• only some are understood• only some can be managed

Retention Through Motivation

what I’ve learnt• ask• listen• talk

• include• celebrate

“Discharges, Layoffs, and Voluntary Turnover”

what I’ve learnt• don’t think “the problem will solve itself”• prayer is essential

₋ but prayer is not a substitute for action₋ God won’t do your job for you

• a Christian manager isn’t soft₋ but they are gentle

management of not-for-profit organizations 472.31 13 fall 2014

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