Nonprofits face special challenges in recruiting, retention

Our society would not be complete without nonprofit organizations. These groups assist in invaluable ways during times of crisis and uncertainty. Assis-tance typically revolves around disaster, medical, shelter, food and child rearing issues.

Philanthropies rely upon the financial generosity of others. Financial donors desire that the funds to be utilized to help those in need, not pay overhead and sal-aries for the nonprofit association itself.

Accordingly, this industry is known for paying some of the lowest wages and maintaining the poorest benefit packages of any other industry in our country. The usage of creative and costless recruiting and retention techniques is critical for nonprofit establishments to attract and keep high caliber employees.

All job opening advertisements must include intangible benefits. Examples in-clude interesting and fulfilling work, feeling the job is important, the opportunity to make a difference in someone's life and finding appreciation for efforts rendered.

Low turnover, an exceptional supervisor, great coworkers and a family-friendly atmosphere will be additional pluses when applicable. Be sure to determine other benefits that might be unique to your own nonprofit institution.

Be prepared to sell applicants during telephone conversations and interviews. Discuss all of your fringe benefits. Bring peers and clients into the meeting to provide personal testimonies.

Discover the needs of the candidate and share the aspects of your job opportunity that meet those needs. Guarantee the conversation is a positive one for the job seeker. Ensure your selection process is executed as rapidly as possible.

The No. 1 reason why associates re-main with a foundation is management style.

First, provide positive feedback. De-termine what is reinforcing to each individual. Some prefer personal attention, positive comments and feedback from the supervisor.

Certain employees favor items they will be able to see and touch, such as certificates of appreciation, written notes of affirmation from management and thank you letters from clients posted on bulletin boards. Many desire time off with pay as recognition for a job well done.

Second, foster open communication. Provide information regarding upcoming changes, events and plans in a timely manner. Respond quickly to questions. Utilize active listening skills. Stay fo-cused when associates speak. Do not in-terrupt. Apologize when you hurt a staff member's feelings.

Manage by walking around to discover what is happening and be available. Do not present your viewpoints in a domineering manner.

Third, delegate effectively. Determine what tasks would be appropriate to delegate. Decide if the employee possesses the skills and time to execute the task.

Ascertain if the worker maintains a high level of interest in the area. Ensure the team member will have the proper level of authority to accomplish the duty.

Fourth, capably handle conflict as it arises. Gather the facts. Meet with the parties involved. Pinpoint the real source of the disagreement. Determine a mutual solution or compromise. Develop an ac-tion plan with deadlines. Schedule follow-up meetings and commit to keep lines of communication open.

Do not ignore the problem, hoping it will go away. Do not get angry, "people please," jump to conclusions or magnify the faults in others. Do not communicate inappropriately by making cutting re-marks, using flattery or betraying confidences.

Fifth, focus on the careers of staff. Allow them to join professional organizations and be active in offices and committees. Encourage workers to gain visibility in their field by conducting presentations to peers. Provide developmental opportunities such as training and special in-house assignments.

Money is not the primary motivator for the majority of associates. Abstract perks and strong management skills will recruit and retain quality people in the nonprofit sector.

(Lynne Haggerman is president/ owner of Haggerman & Associates, a retained search, outplacement, in-house management training and human resources consulting firm.)