In recent years there has been much discussion about income inequality in the United States. The pay of CEOs has increased drastically while the wages of ordinary workers have stagnated, going from a 27-to-1 ratio in 1980 to an 87-to-1 ratio in 2016 (Fortune). This...
Lawsuits and liability claims have developed a fairly negative reputation, and it’s true that hardly anybody wants to go through the time, trouble of an unnecessary legal process. That being said, lawsuits serve a meaningful purpose. They help to protect the rights of...
If you work in the nonprofit sector, it may not come as a surprise to you that the majority of small nonprofits do not have one staff member who focuses on HR. Small organizations with just a handful of employees tend to focus staffing responsibilities on one or two managers — including on the ED.
There’s a wide range of ideas – if not controversy — about whether it is in the realm of a funder to get involved in the day-to-day management goings on at a grantee.
While many nonprofits (and, for that matter, for-profit businesses) would benefit from some management guidance, is it something that should be required for funding?
Making a good hire depends, in part, on having positive interview experiences with your preferred candidates. Sometimes, employers underestimate the impact of a well-planned interview/interview process. Remember that outstanding leaders will remember your interview process long after you extend an offer to the candidate of choice. It makes good sense to go the extra mile to ensure that the process and the final result are commendable. That way, you will have made new professional linkages during the process and you can circle back to people whom you liked, but did not think would be right for the particular role you seek to fill.
While the very smallest nonprofit organizations may not find it necessary, any organization with more than one or two employees should consider creating a written handbook outlining non-contractual employment terms and work conditions.
"Where are they going to go?" "They're lucky to have a job." These are, unfortunately, actual statements I've heard in the past year from nonprofit managers offered as rationales for not taking steps to advance human resources practices within their organizations....
In part 1, I outlined a model of human resources maturity among nonprofit organizations based on the clear delineation of position, person and performance. I also examined the first two phases of this maturity including their implications for the design and the effectiveness of key human resources processes. These processes include recruitment and selection, compensation, performance management, professional development and career/succession planning.