stanton chase study on talent management in swiss npos … · 2016. 7. 8. · with the principles...
TRANSCRIPT
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
Industry Survey on Talent Management in Swiss Non Profit Organizations – Major NPO Human Resources Settings in Terms of the current Talent Management, Search & Retention Strategies
Conducted by Stefan Hofer, Stanton Chase International (Schweiz) AG
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
Contents
Abstract .......................................................................................................................................... 1
1. Introduction ............................................................................................................................. 2
2. Employee Profile in Nonprofit Organizations ........................................................................... 2
2.1 Education of NPO employees ....................................................................................... 2
2.2 General profile of qualifications for NPO employees ..................................................... 3
2.3 The most desired new know-how .................................................................................. 4
2.4 Industry background ..................................................................................................... 5
2.5 Requested leadership behavior in NPO business ......................................................... 5
3. Recruitment Process ............................................................................................................... 6
3.1 Greatest challenges in finding new employees ............................................................. 6
3.2 Tools used for new employee recruitment in NPOs ...................................................... 6
3.3 Assessment tools used at NPOs during recruitment processes .................................... 7
4. Human Resources and Talent Management ........................................................................... 7
4.1 Talent training ............................................................................................................... 8
4.2 On-the-job training ........................................................................................................ 8
4.3 Satisfaction surveys ...................................................................................................... 8
4.4 Measures to secure the loyalty of talents ...................................................................... 9
5. Challenges for NPOs ............................................................................................................. 10
6. Summary ............................................................................................................................... 11
7. About Stanton Chase International (Schweiz) AG ................................................................. 11
8. Appendix ............................................................................................................................... 12
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
1
Abstract
The area of nonprofit organizations (NPOs) is currently undergoing a process of transformation in
terms of professionalism. Swiss studies to date have failed to consider the extent to which this
professionalization is having an impact on the recruitment processes and talent management of
NPOs. In order to fill this gap and obtain a better insight into the implications of this transformation
on the HR management of NPOs, the executive search company Stanton Chase International
(Schweiz) AG carried out a qualitative study. This study involved surveying 19 HR managers from
national and international NPOs, and focused particularly on the profiles of NPO employees and
competencies that have been lacking so far, as well as on the recruitment process and talent
retention.
The results are summarized in the case study entitled Industry Survey on Talent Management in
Swiss Non Profit Organizations - Major NPO Human Resources Settings in Terms of the current
Talent Management, Search & Retention Strategies. The evaluation shows that nonprofit
organizations are converging with the private sector (profit organizations, POs) in terms of HR
management, for example in the recruitment process, where NPOs are conducting more and more
structured interviews combined with assessments in their search for employees, a process that is
already well institutionalized in the private sector. Other differences, however, remain. NPOs ask
for soft skills such as diplomacy, political experience, and a congenial personality when recruiting
managerial employees, while companies in the private sector demand straightforward result-
oriented managers.
Finally, it can be concluded that nonprofit organizations are increasingly working in accordance
with the principles of business management, and that HR management is being professionalized
accordingly. In terms of the skill set requirements for the manager of the future, the question is
whether or not the non-profit organizations will converge with the private sector in the foreseeable
future.
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
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1. Introduction
Some 12,000 foundations, 76,000 associations, and 10,000 cooperatives were active in
Switzerland in 2012. Half of all those NPOs have been founded over the last 10 years – and these
numbers are continuously growing. Until recently, the majority of the work for such ventures has
been carried out by honorary capacities and volunteers – the University of Basel talks about an
equivalent of 80,000 full-time positions – but these days are over. Due to the progression during
recent years – steadily growing number of listings, alignment of statutory obligations, more
demanding requirements – the whole sector has entered a distinctive phase of professionalization.
“Auch Non-Profit-Organisationen arbeiten in Zukunft zunehmend nach betriebswirtschaftlichen
Grundsätzen und rücken damit in der Organisation immer näher an die Profit-Organisationen
heran. Moderne Kommunikationsformen bestimmen Tempo, Transparenz und Regeln der
Zusammenarbeit und verändern Non-Profit-Organisationen mit ihren ehemals geschützten
Bereichen” (“Nonprofit organizations are also increasingly working in accordance with the
principles of business management, coming to resemble profit organizations in their organization.
Modern forms of communication dictate the speed, transparency, and rules of collaboration, and
are transforming nonprofit organizations with their previously protected areas”), comments Hans
Kappeler, Director of Swiss Athletics, regarding this change.
To generate knowledge about the ongoing change in NPO business, Stanton Chase International
(Schweiz) AG, a Swiss leader in executive search, carried out a case study focused on
professionalism in nonprofit organizations and the effect on HR management. “Very little
information was available, not nearly enough to get a clear picture of what is going on in this
success-relevant field of management,” describes Stefan Hofer, Partner at Stanton Chase
International (Schweiz) AG and a practice leader in the areas of government, nonprofit, and
education, the initial situation and his motivation to undertake the survey.
2. Employee Profile in Nonprofit Organizations
In order to ascertain what kind of profile is required for NPO employees, study participants were
asked to specify their needs with regard to educational background, the general profile, the most
desired new know-how, as well as the leadership behavior of employees.
2.1 Education of NPO employees
The survey results show the following priorities for educational background:
1. University/academic degree
2. Politics/international relations
3. Natural sciences
4. Economy/finance/marketing/public relations
5. Law
6. Engineering/technology
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
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Overall, the respondents agreed on the need for an academic degree. Furthermore, compared to
PO entities, there is a clear difference as the typical “phil. I” and “phil. II” degrees are more
welcomed than the much sought-after business and law degrees in the commercial labor
market.
2.2 General profile of qualifications for NPO employees
Technical competence
“If you need a competent finance manager, you
look for the qualities pursued by all the
conventional companies,” is the often-heard
statement. This shows that on a functional level,
the sought-after skills are the same as in the
private sector. For example, the back-office
administration jobs are technically equal to those
in other businesses – the individual has to know
his craft inside out.
For those organizations that are on the financial
market to raise money for a fund, it is crucial to
have competent people with the relevant
experience and network to find the money.
These kinds of profiles are difficult to find and
normally have a predominantly commercial-
driven background. Differences mainly occur in
terms of the so-called soft skills, when the philosophy clearly differs from the mainstream business
world. Personal characteristics
As soon as a role comprises externally oriented elements, the necessary skill set is distinguished.
Not the typical, natural salesman promises the best results, but rather the more diplomatic,
politically sophisticated, and congenial personality. Furthermore, a talent in the commercial
NPO environment has to be able to combine the industry-specific market awareness with a strong
service attitude, as the members/clients pay him – be it through the membership fee or by buying
special services – for competent support to their businesses. People in these positions need to
have the typical mind-set of a professional service provider in the PO environment. Gregor Saladin,
Director of the Swiss Metal Union, confirms this: “Aus meiner Sicht hat der Non-Profit-Bereich
generell die Herausforderung zu bestehen, aktiv, innovativ und unternehmerisch geführt zu werden
und für seine Mitglieder einen hohen Nutzen zu generieren. Insbesondere bei den gewerblichen
Organisationen ist die Dienstleistungsorientierung das oberste Ziel. Als Aussenstehender erwarte
ich dieses Verhalten auch von den sozialen Non-Profit-Organisationen, die zu wenig über Ihren
Leistungsausweis berichten und deshalb oft bei vielen Spendern keinen Anklang finden. Nutzen-
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
4
und Mitgliederorientierung sowie Transparenz im unternehmerischen Handeln sind die Elemente
dieser Herausforderungen!” (“In my view the nonprofit sector generally needs to overcome the
challenge of generating significant benefits for its members while being managed in an active,
innovative, and entrepreneurial way. In commercial organizations in particular, a service-oriented
approach is the top priority. As an outsider I also expect this behavior from social nonprofit
organizations, which communicate too little about their performance and fail to win many potential
donors. Meeting these challenges calls for an entrepreneurial approach that is oriented toward
benefits and members, and transparency.”) Therefore, a key employee in the humanistic/social
environment needs to be a lot more passionate. A personal corset of values that harmonizes with
the purpose of the organization is fundamental – some call it “helper syndrome,” others “social self-
motivation.” But a requirement for all of them is to be able to endure contradictions – as the
interfaces to the profit world are numerous. Dr. Hanspeter Rentsch, economiesuisse, confirms this:
“Die Non-Profit-Organisationen brauchen eine überragende und unantastbare Glaubwürdigkeit.
Ihre Aktionen müssen ausnahmslos mit ihren Zielen und Policy-Statements übereinstimmen. Wenn
in verschiedenen Bereichen agiert wird, dürfen keine Widersprüche in den Aussagen und im
Handeln entstehen. Die Glaubwürdigkeit und hohen Ansprüche müssen auch in der Auswahl der
Vertreter der Non-Profit-Organisationen und in deren Verhalten zum Ausdruck kommen.”
(“Nonprofit organizations need unquestionable and untouchable credibility. Their actions must,
without exception, be aligned with their goals and policy statements. When actions are undertaken
in various areas, contradictions must not arise among the statements and actions. Credibility and
high standards must also be displayed in the choice of individuals who represent nonprofit
organizations and in their behavior.”)
2.3 The most desired new know-how
As for the most desired new know-how of NPO employees, respondents gave the following
answers:
1. Lobbying
2. Economy
3. IT
4. Project management
5. Humanism
6. Languages
7. Fund-raising
Obviously there is a permanent need to
ensure acceptance and support through
networking specialists, as almost half of the participants would welcome new lobbyists. But only
few respondents said that they watch out for fund-raisers. Fresh money does not seem to be a
weighty problem.
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
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Project managers are also desired. This reflects the difficulty of gaining international operations
experts for NPOs. No wonder, as these jobs require rare skills and many such jobs are offered by
the private sector, and generally with higher salaries.
2.4 Industry background
It is also important to understand the professional background of applicants as this allows
inferences for a better understanding of the challenges of the recruitment processes and talent
management.
Applicants for NPOs come from the following areas:
1. Private sector
2. Nonprofit organizations
3. Government
4. Education
There is high permeability between PO and
NPO employees. More talents are hired
from the private sector than NPO-
internally. It was often confirmed that many
academics with a humanistic/social
education start their professional careers in
the private sector and at some point join an NPO.
The noticeably low number of changes from government positions to NPOs has repeatedly been
explained by the relatively highly paid and secure employment situation of the public sector
employees.
2.5 Requested leadership behavior in NPO business
The surveyed NPOs informed that the pushy “American approach” would not work. The
leadership has to be participative, transparent, and accompanied by a policy of a long
leash. A successful leader sets good examples and defines intermediate steps on the way to
fulfilling the mission, based on a trusty culture of feedback – but does not attack the autonomy of
the talent’s area of responsibility. “Nonprofit organizations are very often so driven by their mission
that they tend to neglect the inner drivers of the organization. In the long run, people are not
automatically engaged, even if working for a great cause! Therefore self-management and balance
are key to success, for all staff but in particular for staff who are managing people. Leaders need to
set the example by being open to feedback, coaching, and constant dialogue with peers, staff, and
HR, and need to take up the challenge of constantly improving both their understanding of
themselves and their optimal leverage as leaders,” explains Frode Hvaring, Head of Human
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
6
Resources at the European Broadcasting Union (operating Eurovision and Euroradio), regarding
the requested leadership behavior in NPOs.
3. Recruitment Process
With a special interest in the changes in HR management regarding professionalization, the study
examined the recruitment processes of NPOs.
3.1 Greatest challenges in finding new employees
The study also aimed at determining whether NPOs face the same challenges as POs when
searching for new personnel. When hiring new employees, NPOs, in particular, are faced with the
following problems:
1. Quality
2. Salary
3. Quantity
4. Mobility
5. Work-life balance
The survey indicates that NPOs suffer from
the same problem as the commercial
market segment – plenty of CVs but the
expected match is missing. On top of that,
even though salary seems not to be the primary issue, which shows that NPOs are principally able
to compete with the POs in this respect, this might be a reason for the third-most mentioned
challenge: scarcity. Apparently, there are not enough applications to provide employers with an
appropriate choice.
Nevertheless, most interviewees reported that there were no problems in attracting the labor
market. This proves the broadly well-situated employer branding position of NPOs. Obviously, a
large number of employees do not mind switching from a PO job to an NPO function.
3.2 Tools used for new employee recruitment in NPOs
Print media having been the most popular and effective tool to announce vacancies, it appears that
the recruitment methods have evolved. This can be described as a general trend in information
systems. When asked which tools are used for the announcement of vacancies, the respondents
stated the following:
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
7
1. Internet
2. Others such as personal networks, blackboards, speculative applications, etc.
3. Employment agency
4. Executive search
5. Print media
6. Trade fairs
The main difference to POs is the relatively high value of the alternative options for finding
personnel. Many participants confirmed that a lot of applicants are coming through networking and
speculative applications, already involving an (assumed) accordance of values between the job-
seeking candidates and their chosen organization.
In the scope of professionalization and, at the latest, when the “war for talents” reaches the NPOs,
the rate of agencies and direct-search services will most likely increase.
3.3 Assessment tools used at NPOs during recruitment processes
This increasing “war” and therefore also scarcity of suitable applicants pose new challenges for the
recruitment process. NPOs as well as POs need to evaluate their applicants thoroughly. When
asked which tools are most popular for assessments, respondents stated the following:
1. Structured interview
2. Assessment
3. Based on CV
4. Multiple-eye principle
5. Gut feeling
6. References
7. Test work
It is remarkable that a lot of the participants
who regularly prepare structured interviews
are increasingly adding an external
assessment as a secondary tool. A procedure that became usual in the commercial world when it
comes to key recruitments. The user-friendly online solutions provide important leverage for such
processes. A surprisingly low amount of recruiters use references as coverage.
4. Human Resources and Talent Management
Once having hired the right person for the job, training is equally important as a smooth
introduction into the organization and hence a successful execution of the required tasks.
Furthermore, movement of labor is also a challenge for NPOs. This poses the question of which
measures NPOs have institutionalized as talent management after the recruitment process.
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______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
8
4.1 Talent training
The surveyed NPOs stated the following measures:
1. Active line-management coaching
2. Further-education program
3. Structured introduction program
4. Not relevant
5. Regular communication
6. Mentor
The traditional practice of having the direct superior undertake the new talent’s training applies
here as well. The superior guarantees the development of the beginner through the use of
employees seasoned in the relevant functions, with further-education programs being an additional
tool.
4.2 On-the-job training
What percentage of newly hired talents is able to gain the special requirements on the job?
Survey result:
1. No hire
2.
-
______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
9
recruitment. When asked how regularly they carry out employee satisfaction surveys, respondents
stated the following:
1. Not on a regular basis
2. Once a year
3. Every two years
4. Every three years
Most of the NPOs questioned do not carry out employee satisfaction surveys. There is a proven
relationship between the motivation of the employees and the success of the organization. The
challenge is to take noticeable measures against nuisances. Without this, the employees perceive
the whole exercise as sanctimony – and this leads to the opposite effect of the intention.
Alternative instruments to gain knowledge in this respect are the structured exit interviews.
4.4 Measures to secure the loyalty of talents
All the costly talent recruitment and development activities would come to nothing without a talent-
retention plan. Even more, the competition is salivating for talents that have been expensively
developed somewhere else. However, it appears that NPOs do not carry out many activities to
secure the loyalty of their talents. Answers
of respondents were:
1. Nothing
2. Further-education programs
3. Feedback and personal dialogue
4. Challenging projects
5. Showing appreciation
6. Business trips/congresses
7. Coaching
The majority of the NPOs participating in
the survey do not undertake any talent-
retention activities. In profit-oriented
companies, the HR departments are often overloaded with operational tasks like payroll, personnel
administration, recruitment, etc. – but more and more companies have recognized the strategic
meaning of competent talent management and consequentially hire the relevant HR specialists.
This is also something highly recommended for and also sought after by NPOs, as the following
statement from Catherine Baud-Lavigne, Directrice Adjointe, Chaîne du Bonheur, shows: “In my
opinion, the biggest challenges for the nonprofit sector in Switzerland in the near future reside in
being able to work together and learn from others. Instead of creating new small entities, NGOs
should think about merging activities, thus gaining strength. In such a small country, everyone
-
______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
10
knows everyone in a specific business environment. And many activities are similar, particularly
activities related to human resources. In the humanitarian world for example, Swiss experts and
professionals often work for several NGOs: the NGOs should get together to think about the needs
of their personnel and the ways to improve the support to their staff and experts in the field, in
order to offer them adequate training in line with increasing requirements and difficulty of work.”
5. Challenges for NPOs
However, there are more challenges for NPOs than just recruitment. Kirsi Erofejeff-Engman,
Administrative Director of the European Union of Gymnastics, summarizes them as follows: “Today
Switzerland is a relatively ideal country for the nonprofit sector (federations, associations,
foundations, international institutions, etc.) because it is a neutral country. The taxation is favorable
to the nonprofit sector. Politically Switzerland is sure, stable, and the geographical location in the
center of Europe is good. The immigration policy allows foreigners to come and work in
Switzerland, which is beneficial to the international sector. Almost all sports federations are located
in Switzerland, and the attitude of the country is good for the nonprofit sector.
The challenge is to maintain this situation in Switzerland in the future, especially the political
independence and stability, to assure the economic situation of the country and the favorable
immigration policy.” Gregory Saladin, Director of the Swiss Metal Union, adds regarding HR: “Non-
Profit-Organisationen müssen ihre Marketing- und Kommunikationsinstrumente aktiv betreiben, um
Mitglieder zu gewinnen und zu behalten! Kundenfreundlichkeit, unternehmerisches Handeln nach
betriebswirtschaftlichen Grundsätzen und hohe Dienstleistungsbereitschaft auf allen Stufen sind im
Personalmanagement stark zu gewichten. In diesem Sinne bin ich fest davon überzeugt, dass
auch in den Non-Profit-Organisationen die Personalführung ziel- und leistungsorientiert gefördert
werden muss. Eine noch grössere Herausforderung ist es, die ehrenamtlichen Mitarbeitenden zu
finden. Insbesondere in gewerblichen und industriellen Verbänden ist es wichtig, starke und
mitgliederorientierte Mitarbeitende (MILIZ) zu haben. Sie müssen für ihre Arbeit angemessen
entschädigt werden und mit der Geschäftsstelle harmonisch zusammenarbeiten können. Heute
sind hier sinnvolle Kommunikationsplattformen, Intranet und dergleichen sehr wertvoll und
effizient.” (“Nonprofit organizations simply must actively exploit their marketing and communication
resources in order to gain and retain members! Customer service, an entrepreneurial approach in
line with business management principles, and a high level of service quality at all levels must be
prioritized in HR management. In this regard I strongly believe that personnel management must
also be promoted in a target- and performance-oriented manner in nonprofit organizations. Finding
volunteer staff is an even greater challenge. It is particularly important in commercial and industrial
associations to have strong, member-oriented staff who are suitably compensated for their work
and can work in harmony with the administration office. Today, meaningful communication
platforms, intranet sites, etc., are extremely valuable and efficient.”)
-
______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
11
6. Summary
The study entitled Industry Survey on Talent Management in Swiss Non Profit Organizations -
Major NPO Human Resources Settings in Terms of the current Talent Management, Search &
Retention Strategies shows that increasing professionalization is also advancing in the area of the
HR management of NPOs. As with the private sector, employees are sought primarily via the
Internet, and the focus in the recruitment process is on structured interviews combined with
external assessments.
In addition, there are still areas within the HR management and talent management of NPOs
where the process of professionalization and convergence with the modalities of the private sector
have yet to materialize. The causes of failed recruitment campaigns are not analyzed, for example,
and there are no regular employee surveys. What is more, the majority of the NPOs questioned
have no specific activities aimed at talent retention.
On a fruitful recruitment campaign Executive Search can make a contribution. The so-called
headhunters look out – after a comprehensive briefing and with a precise job description in mind –
for the perfect match out there in the market. They contact relevant individuals directly and inquire
about the profile fit, motivation, and availability. This costs a bit more than an agency, but instead
of having at best one CV that might fit, the headhunter delivers a couple of motivated candidates
with the perfect fit.
The survey identified clear distinctions between NPOs and POs in terms of the profiles of
employees at managerial level. NPOs look for managers who have diplomatic skills, political
experience, and a congenial personality, as well as a transparent, participative management style,
while companies in the private sector demand straightforward result-oriented managers.
Comparing the soft skills called for by NPOs with the profile of the manager of the future compiled
by Stanton Chase International (Schweiz) AG, it could be concluded that the private sector is
aligning itself with the NPOs in this regard. Lucas Schellenberg, Managing Partner at Stanton
Chase International (Schweiz) AG, talks of a New Leadership Model with emotional intelligence
(values, courage, conviction, empathy, altruism), social skills (team spirit, relationships, alliances,
collaboration, communication, virtual worlds), and intellectual competence (creativity, innovation,
passion, broadmindedness) as the essential key points (see Appendix).
7. About Stanton Chase International (Schweiz) AG
Stanton Chase International (Schweiz) AG, a partner company of Stanton Chase International with
70 branches in 46 countries, is the leading Swiss consultancy offering an “executive search service
for entrepreneurs by entrepreneurs.” The partners of the company, which was founded in 2006,
focus solely on exclusive search mandates for strategic management and specialist positions. All
partners are personally, entrepreneurially, and actively involved in day-to-day business, and have
extensive personal experience of company management. This is why the partners of Stanton
Chase International (Schweiz) AG understand board members and CEOs, and are familiar with the
-
______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
12
challenges and burdens they face. In order to meet the needs of clients in highly specialized and
complex sectors, the Swiss executive search company also offers services through industry
specialization. The partners have gained extensive search expertise and experience from business
practice in the respective sectors, and are thus able to deliver their clients the best possible results.
Stefan Hofer, Partner at Stanton Chase International (Schweiz) AG
Stefan Hofer, Partner, joined Stanton Chase International (Schweiz) AG as a partner in 2009. He
works as practice leader in the area of government, non profit, and education, and also contributes
his expertise in the area of consumer and luxury goods.
After completing in his basic studies in law, business management, political science, and
philosophy at the University of Bern and Freie Universität Berlin, followed by a Master’s degree in
HR Management at the International Business School Zurich (ZfU), he spent 14 years working as
an HR manager in various large, globally active companies: following the “Wende” as Personnel
Manager Eastern Europe for an international luxury consumer group, then as Global Head HR for
a leading commodities trading company, and from 2002 as international HR and Recruitment
Executive for key areas at the country, brand, and group levels of the Swiss watch manufacturer
Swatch Group. In 2006, Stefan Hofer set up his own company for management development and
executive search.
8. Appendix
As a Managing Partner at Stanton Chase International (Schweiz) AG, which he co-founded in
2001, Lucas Schellenberg has looked closely at the issue and at the profile of the manager of the
future. This is necessary because the candidates of Stanton Chase International (Schweiz) AG are
not applicants in the classical sense, but rather the best individuals are often not those who are
available on the market. An in-depth understanding of the markets, how they evolve, and the
trends they experience are equally important as professional and rapid access to the most highly
qualified professionals. In this context Lucas Schellenberg defined the profile of the manager of the
future and looked for an answer to the question of which skills a manager would need to bring in
order to be successful in 10 years’ time.
“Weltweit sind neue, komplexere Führungsmodelle nötig, die sowohl emotionale, soziale als auch
intellektuelle Kompetenzen berücksichtigen. Die Manager müssen sich stetig weiterentwickeln, um
den sich verändernden Herausforderungen Rechnung zu tragen” (“New, more complex leadership
models are needed worldwide that take into account emotional, social, and intellectual
competencies. Managers must evolve constantly in order to take the changing challenges into
account”), says Lucas Schellenberg in summary of the key points of his New Leadership Model.
-
______________________________________________________________________________________________________________________________________________________
Stanton Chase International (Schweiz) AG, Utoquai 39, CH-8008 Zurich, Switzerland
Telephone: +41 44 256 10 00 Fax: +41 44 256 10 09 Email: [email protected] www.stantonchase.com ______________________________________________________________________________________________________________________________________________________
AMSTERDAM • ATHENS • ATLANTA • AUCKLAND • AUSTIN • BALTIMORE/WASHINGTON • BANGALORE • BEIJING • BELGRADE • BOGOTÁ • BOSTON • BRUSSELS
BUCHAREST • BUDAPEST • BUENOS AIRES • CALGARY • CARACAS • CHENNAI • CHICAGO • COPENHAGEN • CURITIBA • DALLAS • DELHI • DOHA
DUBAI • DÜSSELDORF • FRANKFURT • GUANGZHOU • HAMBURG • HELSINKI • HONG KONG • HYDERABAD • ISTANBUL • JOHANNESBURG
LAGOS • LISABON • LIMA • LJUBLJANA • LONDON • LOS ANGELES • LYON • MADRID • MEXICO CITY • MIAMI • MILAN • MONTEVIDEO
MONTREAL • MOSCOW • MUMBAI • NASHVILLE • NEW YORK • OSLO • PANAMA CITY • PARIS • PRAGUE • PUNE • RIO DE JANEIRO
SAN FRANCISCO • SANTA BARBARA • SANTIAGO DE CHILE • SÃO PAULO • SEOUL • SHANGHAI • SINGAPORE • SOFIA
STOCKHOLM • STUTTGART • SYDNEY • TOKYO • TORONTO • VIENNA • WARSAW • ZURICH
13
Globalization will increase further in the future. This is why Lucas Schellenberg sees intercultural competence as the most important skill that managers need to develop further. Intercultural competence refers to the ability to observe differences between various cultures, to learn to understand them and how to deal with them. These differences can be moral, political, or even religious in nature. Language skills can contribute to intercultural competence, but are not of vital importance. The basic prerequisite for developing intercultural competence is respect, which calls for empathy and an understanding of other ways of thinking and behaving.