Skip to main content
Tag

retention

Jul 25

Part 2: Is it time to take a break?

By Feature

Lilly Endowment’s nonprofit renewal program highlights benefits of rest

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this second part of a two-part series. Read Part 1)

[Headline] Part 2: Is it time to take a break?

[Subhead} Lilly Endowment’s nonprofit renewal program highlights benefits of rest

[Byline] by Shari Finnell, editor/writer, Not-for-profit News

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this second part of a two-part series. Read Part 1 https://charitableadvisors.com/is-it-time-to-take-a-break/)

What would you do with $10,000? How would you rekindle your passion?

Those are the types of questions posed by the Indy Arts Council to applicants of its Creative Renewal Arts Fellowship Program, an initiative funded by Lilly Endowment, Inc., to ensure that artists and art administrators have an opportunity to replenish and reignite their creativity.

For one applicant, the answer to that question resulted in her traveling to Nigeria, recalled Nikki Kirk, director of community investment for the Indy Arts Council.

“As a dance teacher, she had been teaching various African dances but had never been to Africa,” said Kirk, who oversees the arts fellowship program. “While in Africa, she took three classes a day, learning from the folks who are from the region where it started. It re-energized her teaching by allowing her to really get to the heart of what the dance form is all about.”

Jean Luc Howell, director of historic preservation at Newfields, used part of his renewal grant funds to travel with his girlfriend during an extended road trip. Along the way, they visited historic destinations, including the Biltmore Estate in Asheville, N.C., the Winterthur Museum in Winterthur, Del., and Stan Hywet Hall and Gardens in Akron, Ohio. In addition to exploring the historical sites, Howell made wax rubbings of historical manhole covers he came across.

The award came at a time when nonprofit organizations are under intense pressure to come up with new ways to attract visitors, Howell said.

“Having a break was phenomenal, especially now,” said Howell, noting that many organizations operate on a year-round schedule to remain competitive. “We don’t have quiet times like we may have had in previous years, where you can take a breath, clean your office and catch up on other things.”

“With our current seasonal programming, the schedule can feel unrelenting. You must put something out that’s the best or the newest to get people’s attention,” he said.  “You’re competing against people going to the movies or even staying home to stream movies. And there’s pressure to raise money as a nonprofit through income-generating programs. You can lose the passion for why you wanted to work in a museum or a nonprofit in the first place.”

Giving nonprofit employees an opportunity to step back, whether through the renewal grant programs, paid time off or other benefits, has become increasingly important in today’s climate, Howell added.

“There’s so much more pressure,” he said. “Things like this are going to be more important as we move through issues of DEI and other heavy things we’re dealing with at work. You need an extra break from trying to navigate all of that as well.”

Exploring goals through the process

With up to 200 applicants vying for 40 grants through the renewal program, only a fraction of them will be able to take advantage of a renewal, Kirk pointed out. However, she said, the grant application process itself can be therapeutic.

“Some of the individuals that I’ve spoken to have said that even writing the grant application has been renewing for them because it’s about answering questions like, ‘What do you want to do?’ ‘Why do you want to do it?’ ‘How is this going to impact you?’ ‘What’s inspiring to you?’,” Kirk said.

“For the folks who do receive the grant, it’s really impactful and powerful, eEpecially during these times of COVID and excessive burnout,” Kirk added. “But beyond that, for the folks who aren’t selected in this round they get some form of renewal by writing down what they want to do. That type of creative writing style has an impact.”

Lilly Endowment has numerous renewal programs that are designed to help rejuvenate professionals in various sectors, including teachers, pastors, youth workers and human service workers. The program for artists and art administrators was implemented in the late 1990s.

“People experiencing burnout don’t necessarily turn out the most creative work because their minds are in so many different places,” Kirk said. “Being able to take that time for yourself helps you invest further and more heavily in the work as you come back into the space.”

Apr 18

6 Ways to Boost Employee Engagement and Retention

By Sponsor Insight

Submitted by Purple Ink

Employee engagement and retention are top of mind these days as “The Great Resignation” rages on. Workers are becoming less willing to accept policies they don’t agree with, treatment they don’t deserve, and negative impacts on their mental health. They’re leaving organizations that don’t meet their needs and searching for ones that do – and with so many positions opening up, they’ve got plenty of options to choose from!

If you’re looking to avoid the fallout from “The Great Resignation” (or recover from it!), we’re here to help. There’s no one-size-fits-all solution, but these are some areas you should consider.

  1. Rethink Compensation
    Engagement is not all about money, but it is important. It’s hard to stay positive and productive if you’re having trouble paying your bills. A compensation analysis can help you find out whether you’re offering competitive pay.
  2. Change your policies
    Are your policies and practices working for your team? Take a look at things like flexible work schedules, PTO, benefits, parental resources, etc. Accommodating your team’s needs may be the support they need to stay onboard. Don’t make assumptions, though! Not everyone wants the same things. Ask your team what they want and offer options that will meet different workers’ needs where possible.
  3. Invest in your people
    People stay longer at companies that give them opportunities for growth. Offering more development to your team may help you build loyalty. The good news is there are lots of different ways to do this. You can sign them up for a training series, send them to workshops and webinars, host training sessions in-house, set them up with a coach…the list goes on!
  4. Hire the right fit
    One often-overlooked way to improve retention is to hire the right person off the bat. If you can identify someone who’s going to be a great fit, not only for the role, but also for your organization, you’ve got a better chance of them sticking around for a while.
  5. Treat exiting employees right
    Unfortunately, sometimes you have to make the difficult decision to let employees go. When you do, offering them outplacement is a great choice, not only for your organization and the exiting employees, but also for the remaining employees’ morale. They’ll see you treating their departing coworkers respectfully and with compassion, leading to increased job satisfaction, productivity, and engagement.
  6. Think about workload
    If your team’s getting burned out from overwork, it might be a good idea to outsource some of that workload to someone else. An outsourced consultant can take on a project for you or take care of some day-to-day tasks to free up time for your team.

If your team is not engaged and turnover is high, it’s time to think about making some changes. Not everyone wants the same things, so the important thing is talking to your team and finding out what they’re looking for in the workplace.

And if all this seems daunting, don’t worry – Purple Ink can help with any of the items listed above and more. Reach out to us to talk about what HR solutions might be right for your team.

Dec 13

How we adapt to change can lead to positive transformation

By Sponsor Insight

by Allie Petty-Stone, HR and firm administrator, Alerding CPA Group

We could all agree that during the many seasons of this pandemic, the only thing that seemed consistent was change. Many organizations were facing dilemmas on business continuity and workforce retention while many of us were dealing with our own personal anxiety and uncertainty. We stood in a state of “standby” as we awaited each federal, state and/or municipal update, considering how each announcement could alter the terms of how we engaged business and how it may impact the livelihoods of our people.

The crisis demanded continual high-level interaction and engagement with our leadership and how we proceeded was crucial. It was during this period that communication was critical in keeping our staff informed, however, it felt every update became obsolete as a new media blast would often change the basis of our plan.

Through this dilemma, we quickly realized that good business and best laid plans can be suddenly upended by the happenings within our world. Our team had to be adaptive and malleable with onlooking colleagues and stakeholders counting on us; we had to be ready to respond.

First, let me say I’m a believer in finding the silver linings. Self-actualization can be surmised up by perceiving life’s challenges and difficult situations as a gift. It is within these parameters that we find out more about ourselves. Do you welcome the possibilities that can be evoked through change?

Challenges once perceived as an adversary can ultimately turn into an unintended friend. Yes, these disruptors are inconvenient to our way of life and have the poorest of timing. However, if you look on the flip side, these are tests of our readiness and our willingness to ponder solutions. Whether it be people related or situational, we have an instance to grow, learn and build our skills.

Use change as an opportunity

Change is the opportunity to upend the mundane and breathe new life in our own rationale. Engaging with colleagues, advisors and even a team of strong-minded friends is essential to draw on solutions, hone creativity and offer diverse opinions. These have been some difficult months and the struggle continues for many. Change also serves as a reminder to routinely evaluate our business model and to never get too comfortable with the status quo.

A crisis necessitates change and, as a result, we witnessed many businesses modify how they delivered services for business continuity. Many restaurants moved to a pick-up service during lockdown. Some businesses implemented work-from-home scenarios and implemented more technology to create better connections and a secure environment. Nonprofits held fundraisers through online events and auctions. This creative thinking led to alternate opportunities. These opportunities kept connection to their people and communities. Therefore, the pandemic offered an occasion to look through a new lens and create transformation.

Change also can be cruel, so I do not mean to oversimplify or diminish any pain. However, how you overcome your circumstances is what can make or break you. Accepting that there are times that things happen FOR us rather than TO us is a part of discernment.

Your perspective and next steps determine your resilience and agility through these experiences. With each hurdle, you will become more adept and learn to embrace change rather than just simply “getting through it.” I wish you a positively transformative 2022 and beyond.

Oct 11

2021 Charitable Advisors salary survey reveals 57 percent of Central Indiana nonprofits expect to offer pay raises; 34 percent do not

By Feature

The 2021 Charitable Advisors Central Indiana Nonprofit Salary Report is now available to the public online

by Shari Finnell, editor/writer, Not-for-profit News

Although annual pay raises are often considered essential in keeping valued employees, about a third of Central Indiana nonprofits reported that they would not be offering pay raises in 2021 — in the midst of one of the most competitive job markets in recent history.

Those statistics were among the findings of the Charitable Advisors 2021 Central Indiana Nonprofit Salary Report, issued after a tumultuous period marked by the COVID-19 outbreak, government stay-at-home orders, social protests and an economic crisis.

With 286 Central Indiana organizations represented in the anonymous survey — a record response, HR executives, CEOs and other leaders provided insight into the salary levels of 26 positions of nonprofit institutions varying widely in size and in annual budgets — from less than $250,000 to more than $10 million.

When asked whether they expected to increase wages for employees at their organizations, 285 of the respondents revealed a mix of answers in the 2021 survey. They are as follows:

  • 2 percent expected a decrease in wages
  • 32 percent expected no increase in wages
  • 8 percent expected a wage increase of 1-1.9 percent
  • 18 percent expected a wage increase of 2-2.9 percent
  • 25 percent expected a wage increase of 3-3.9 percent
  • 2 percent expected a wage increase of 4-4.9 percent
  • 4 percent expected a wage increase of 5 percent or more
  • 9 percent had not yet decided or did not know if they would offer a wage increase

Based on the previous Charitable Advisors Central Indiana Nonprofit Salary Report, released in 2019 before the pandemic, the number of nonprofits planning to offer some type of wage increase had declined — from 63 percent t0 57 percent. However, a larger number of nonprofits in the 2019 survey had not yet decided on pay increases — 24 percent compared to 9 percent in the 2021 survey.

Salary ranges across job levels

As part of the 2021 survey, respondents gave detailed wage information for 26 position categories, from executive level positions to administrative and facility/maintenance support positions, for organizations of varying sizes, budget levels and nonprofit categories (arts, culture and humanities; community development; health; foundation, etc.)

For a full list of salary comparisons, read the 2021 report here.

The following is a sampling of some of the salary comparisons for organizations with operating budgets of $250,000 to $999,000 (the largest group represented at 35 percent):

Executive Director/President/CEO
Average – $79,348
Minimum – $30,000
Maximum – $224,430

Vice President of Programs
Average – $60,475
Minimum – $30,000
Maximum – $140,000

Vice President of Programs
Average – $60,475
Minimum – $30,000
Maximum – $140,000

Case Manager
Average – $42,641
Minimum – $31,200
Maximum – $65,000

Volunteer Coordinator
Average – $38,737
Minimum – $32,136
Maximum – $52,744

Office Manager
Average – $43,970
Minimum – $33,000
Maximum – $74,000

Facility/Maintenance Manager
Average – $51,521
Minimum – $32,600
Maximum – $75,0005

HR executive perspectives on moving forward in 2021

According to several HR executives for the organizations that participated in the annual salary survey, 2020 triggered a significant shift in the evolution of hiring, retention and employee engagement practices in the nonprofit industry.

During conversations with prospective employees, Ponda Sullivan, director of human resources for Tangram, dedicates time to understanding the reasons behind why they left their previous jobs. She also thoroughly reviews exit interviews from current employees.

“When I’m interviewing individuals, I try to capture some of the things that led them to look for another job,” said Sullivan, who previously worked at a for-profit healthcare organization for 18 years. “Some of the concerns expressed were related to child care, career development, flexible schedules and not feeling appreciated.”

Sullivan said nonprofit organizations that can’t compete must focus on those types of areas — the intrinsic appeal of working in the nonprofit industry — to be competitive. 

“People are looking for a company that does the right thing,” Sullivan said. “They want to be treated a certain way and they’re OK with a pay reduction as long as the company provides those other work-life balance benefits. You definitely have to be creative and innovative, and ask, ‘What are those intrinsic awards we can offer?’.”

Discovering new opportunities in the midst of challenges

While the pandemic prompted a series of unexpected “pivots” in the way the Children’s Museum of Indianapolis has traditionally operated, the outcome was a team that emerged better because of the experience, according to Debbie Aull, director of human resources for the organization.

“It definitely changed the world of human resources — in a good way,” Aull said. “We had to rethink everything. We’re much more focused, more transparent, and more purposeful about inclusion with all of our policies and practices.”

In addition to assessing its diversity equity and inclusion (DEI) practices by hiring a consultant, appointing a DEI task force and undergoing an audit to increase transparency, the Children’s Museum expanded into uncharted territory by bringing many programs online.

“One thing that was a challenge — and an opportunity — was moving the majority of our recruiting, hiring, onboarding, training and educational programs to virtual platforms,” Aull said. “At one time, we would have said, ‘There’s no way we can do that,’ but we did. And it’s great for the museum and the community.”

Aull also said that the museum is mindful of the need to adapt to remain relevant — and HR is core to that strategy.

“HR has proven to be the key to the success of the organization. Our people really are the most precious resource,” she said. “We have to provide them with a safe environment which is going to mean different things to different people. We all need to be open-minded in our thinking.”

For example, while HR professionals at organizations of all sizes will likely consider flexible, hybrid and remote options moving forward, it’s important to be mindful of employees who aren’t able to take advantage of those benefits, Aull said. 

“We have to consider it but we also must be open to ensuring there is equity and collaboration for hybrid and remote options,” she said. “We should be mindful of how it would impact employees who don’t have that option. We definitely don’t want an ‘us vs. them’ situation, especially for the staff members who are going in and working, facing visitors harping about having to wear masks, or complaining when they close the restrooms to clean and sanitize them. They’re on the receiving end of all that while I’m sitting in my second bedroom on a computer.”

To ensure that the front line employees felt supported through a challenging period, employees from other departments helped with some of the in-person responsibilities of operating the museum, such as cleaning laundry used in the facility, Aull said.

Rethinking HR strategies

Shelby Slowik, director of human resources at Conner Prairie, said that the living museum has had the advantage of operating many of its programs outdoors, which resulted in fewer disruptions in the team’s ability to continue welcoming visitors. The museum shut down for only two months in 2020 as a result of the pandemic, Slowik noted.

Also, as a larger organization, Conner Prairie is able to compete with many for-profit organizations on the wages it offers salaried employees, Slowik said. “It’s a rarity that we can’t compete at the professional and leadership levels,” she said. 

However, like many other businesses and nonprofits, hiring part-time and entry-level employees — primarily seasonal workers at Conner Prairie, has been challenging, Slowik said. 

“We rely a lot on seasonal employees and that’s where we see a bit more of the pay competition,” she said. 

After more than a year of adhering to new COVID-19 guidelines, streamlining programs, rolling out new policies, and ensuring that employees feel supported through the challenges, many HR departments have been pushed to evolve — perhaps much quicker than they would have without the pandemic, Slowik said. 

“I don’t think I have ever experienced anything like this in my 30 years in HR,” she said. “When you look at it from an HR perspective … the new policies and procedures we had to implement, the expenditures to support filtration, handwashing stations, hand sanitizers, dealing with fear factor of staff, the mental stress, lockdown, safety issues, immunizations, exposure … all that falls under the HR umbrella.”

In the past, Slowik noted, HR departments were comparable to policy enforcers. “Especially for those who have been in HR for some time, we tend to have a black and white viewpoint on how things should be handled when it comes to following policies and procedures, and guidelines on what you need to do to be successful,” she said.

That mindset has evolved significantly, she said.

“Maybe in the last 5 to 10 years, we’re no longer the person there to derail creative ideas. We have switched to being more like a business partner that’s willing to embrace creative ideas, whether it’s telecommuting and attractive benefits that may not have been previously considered. We’re much more approachable in collaborating.”

Just 10 years ago, Slowik said, she would never have considered telecommuting as an option for employees. The pandemic effectively changed her perception.

In the near future, Slowik predicted, HR managers will continue to struggle to find clarity on how much they should pay entry-level employees. “We’re all experiencing staffing challenges. Many hourly positions, which pay anywhere from $12 to $16 an hour, have remained vacant.

“This has caused us to review our entry rates of pay,” she said. “What do we need to do to be competitive if everyone else is raising their rates?”

Conner Prairie has hired a firm to evaluate their wage structure to ensure they’re competitive. “The pandemic pushed me to look at that a year earlier than I probably would have.”