1. Managing Human Resources Why Have Staff? Why Have Staff? - To advance the objectives and the mission of the organization - To advance the objectives and the mission of the organization Managing the Nonprofit Organization Class Lecture Notes: 11-16-23 ©Prof. Patricia H. Deyton

2. What motivates staff? What motivates staff? Mission Mission Reputation Reputation Concrete connection Concrete connection Pride in achieving results Pride in achieving results Compelling, meaningful jobs Compelling, meaningful jobs Compensation and benefits Compensation and benefits Organizational loyalty Organizational loyalty Continuous Learning Continuous Learning Excellent communications Excellent communications Sincere concern for employees Sincere concern for employees Valuing multi-cultural aspects Valuing multi-cultural aspects Safe and secure workplace Safe and secure workplace Other? Other?

3. What is Strategic Human Resources? The Old Paradigm: Salary and benefits administration; training; compliance; hiring and releasing processes done correctly. The Old Paradigm: Salary and benefits administration; training; compliance; hiring and releasing processes done correctly.

4. The New Paradigm Strategic positions to achieve the mission Strategic positions to achieve the mission HR function value at the highest levels HR function value at the highest levels Focus on attracting the very best Focus on attracting the very best Focus on employees achieving results tied to the mission Focus on employees achieving results tied to the mission Advocate and manage financial investment to the fullest extent possible in salaries, benefits, staff development, other Advocate and manage financial investment to the fullest extent possible in salaries, benefits, staff development, other Running a tight, compliant HR “Ship” Running a tight, compliant HR “Ship” Attention to diversity and multi-cultural environments – not an afterthought Attention to diversity and multi-cultural environments – not an afterthought

5. Attracting the Best Job analysis – ongoing; tied to strategic planning Job analysis – ongoing; tied to strategic planning Using job analysis to ensure organizational alignment – the right jobs at the right time Using job analysis to ensure organizational alignment – the right jobs at the right time Forecast of supply and demand for positions in the future Forecast of supply and demand for positions in the future Recruit using multiple and creative resource – cast a wide net Recruit using multiple and creative resource – cast a wide net Invest in the hard, on-going work of job descriptions – staying current and updated Invest in the hard, on-going work of job descriptions – staying current and updated Enhancing the reputation of the organization through solid HR policies and practices Enhancing the reputation of the organization through solid HR policies and practices

6. Focus on Achieving Results Use of cascading objectives and inclusion in job description and analysis Use of cascading objectives and inclusion in job description and analysis Formal, well supported evaluation system – written, annual, specific, stretch levels, regular check-in; all trained and fully understanding the system; salary increases tied to performance. Formal, well supported evaluation system – written, annual, specific, stretch levels, regular check-in; all trained and fully understanding the system; salary increases tied to performance. Evaluation not only of results but of attitude and fit with the organization Evaluation not only of results but of attitude and fit with the organization Salary decision making based upon an equitable, well-understood system and administered fairly. Salary decision making based upon an equitable, well-understood system and administered fairly.

7. Invest in staff to the fullest extent possible Key to retention Key to retention Adds to job satisfaction Adds to job satisfaction Provide total value of compensation and benefits Provide total value of compensation and benefits Provide benefit that do not cost actual money Provide benefit that do not cost actual money Regular evaluation of salary and benefit programs; benchmark with industry standards Regular evaluation of salary and benefit programs; benchmark with industry standards Orientation and training Orientation and training Staff development – subsidize when possible Staff development – subsidize when possible Opportunities to grow professionally Opportunities to grow professionally Attention to work-life balance Attention to work-life balance A bias for internal promotion A bias for internal promotion

8. Running a tight HR “Ship” Policies and procedures – Employee Handbook – both generic and specific to the organization Policies and procedures – Employee Handbook – both generic and specific to the organization Employees have the right to have all policies and procedures in writing - clear and easy to understand Employees have the right to have all policies and procedures in writing - clear and easy to understand Comprehensive and address all legal issues Comprehensive and address all legal issues Address all types of leave, attitude and more Address all types of leave, attitude and more Policies protect the organization Policies protect the organization Policies are where many of the ethics of an organization are embedded Policies are where many of the ethics of an organization are embedded

9. Also to consider: The stage of development of the organization The stage of development of the organization The stages of the workforce – retirees, boomers, Gen X, Gen Y, Millenials The stages of the workforce – retirees, boomers, Gen X, Gen Y, Millenials Impact of styles of management Impact of styles of management Impact of models of span of control – Impact of models of span of control – flat, moderate, steep, numbers, flat, moderate, steep, numbers,

10. Attention to Diversity and Multi-Culturalism Diversity is about differences – understanding, valuing, working with, creating alliances, equality Diversity is about differences – understanding, valuing, working with, creating alliances, equality Characteristics of diversity Characteristics of diversity Attention to diversity is no longer about numbers Attention to diversity is no longer about numbers It is about – respect, change, growth, understanding, coming together across differences and because of differences It is about – respect, change, growth, understanding, coming together across differences and because of differences

11. Working Across Differences Working Across Differences White Privilege White Privilege Theory of Simultaneity Theory of Simultaneity Gender equity; gender bias; gendered organizations Gender equity; gender bias; gendered organizations Other issues about diversity? Other issues about diversity?