August 22, 2014
UST Infographic: How Nonprofits Are Saving Millions With UST
Q: Is there a reason to have a supervisor’s name in an offer letter? In other words, is an offer letter that only lists a new hire’s supervisor as a title acceptable?
A: There is no definite reason to have a supervisor's name on an offer letter or any requirement to have the title on the document either.
The intent of the offer letter is to welcome the new hire and to ensure that the new hire has all of the information s/he will need regarding the terms and conditions of employment. If, in your environment, putting the supervisor's name on the document does not make sense, then feel free to leave it off the document.
We do recommend, however, that you do include a contact person that the new employee can go to for questions about the position or for any assistance the new employee may need.
Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.
Written by Karen Beavor and re-published by permission of the Georgia Center for Nonprofits Just as important as developing a deep individual relationship with each board member, it’s also important to understand what your team of individuals amounts to, and what qualities, skills, and connections it still needs to fulfill all your organization’s strategic goals—that is, to become a well-rounded, fully-functional superteam capable of taking on any challenge. If constructed wisely, your board can work as your organization’s personal consulting team.
To figure out what kinds of individuals your team has, and what skills it still needs, you need a process for discerning assets and talent gaps on your board, in relation to your strategic goals. To do that, I advocate laying out your strategic goals and the skill sets necessary to achieve those goals, then determining which of those skill-sets your board already has on-hand. In our years training nonprofit EDs and boards, Georgia Center for Nonprofits has developed a simple method for producing three handy reference charts that will align your organization’s goals with the skills available from the board. Properly aligned, that board can effectively drive initiatives to success, through advisement, the ability to connect or uncover resources, or literally by leading problem solving.
Moreover, when building a team, it is important to understand that you are also building a culture. Paying attention to the kind of board culture you want, and interviewing candidates for attributes as well as skills, will ensure that the board is in full alignment with the needs and values of the organization.
By implementing an intentional process for discerning strengths and gaps on the board, vetting candidates and prioritizing them appropriately, you’ll find not only that your candidates are better suited to the work at hand, but that new members will begin their tenure with clearly-defined roles.
[caption id="" align="alignright" width="332"] A sample Strategic Needs Table, listing strategic goals and the skill sets needed to execute the strategies involved. Note that contract expertise is useful for more than one goal, meaning that particular skill-set should be a priority.[/caption]
Our foolproof methodology begins with a Strategic Needs Table.
Start by placing your organization’s strategic goals across the top row of a table. Think about the strategies you’ve decided on to reach those goals, and list the skill sets you’ll need to accomplish them beneath.
If your goal is to, say, increase the availability of quality affordable housing, one of your strategies might be to purchase and rehabilitate foreclosed properties, then rent them at an affordable rate. For that, you probably need a number of skill sets: real estate expertise to negotiate deals, banking expertise to assist with financing, an attorney to manage contracts, and a contractor for renovation and maintenance.
As you look across all your goals and strategies, you’re also looking for repeating skill-sets. The need for an attorney, for instance, might arise across a number of goals. Therefore, having an attorney on your board might become a priority position to fill. This person could provide legal advisement, connections to other attorneys, or legal resources and guidance.
[caption id="" align="alignright" width="329"] A sample Current Board Inventory, listing current board members in the left-hand column and skill-sets needed across the top row. Note that no one in this list possesses expertise in contract law, meaning this is a skill-set you should look for in your next board recruit.[/caption]
Before you can determine the types of board members you need to recruit, you’ve got to understand who on the board already understands the ins and outs of each strategy. To do that, you’ll need to construct a Current Board Inventory.
That means creating another table, this one listing the skill-sets identified by your Strategic Needs Table across the top row, and your current board members down the left-hand column. For each board member, put a check beneath the skill sets they possess. If you don’t yet know your board members well enough to make an accurate inventory—and don’t assume you do—I advise creating a short survey that you can send through email or conduct over the phone. Be sure to ask about current and past employment; significant hobbies; major corporate, philanthropic, or donor relationships; professional association involvement; political positions held; and any other boards served on. You may be surprised!
With your board inventory finished, you should be able to see, at a glance, the strengths your board possesses and the gaps that need filling. That table should allow you to create a prioritized list of skills, talents, and connections you must seek in the next board members you recruit.
[caption id="" align="alignright" width="422"] A sample Recruit Attributes Chart, listing recruitment possibilities in the left-hand column, and desired attributes across the top row. From this chart, it’s easy to see that Candidate A and Candidate E make the best “fit” with regards to the qualities you want in a board member.[/caption]
You should also take time to decide what you want in your next recruit, because you are creating a board culture as much as you’re seeking skills—and it won’t matter how many strategic needs a particular candidate fills if there’s no cultural fit. If they can’t connect with your organization, chances are they won’t stick around long enough make an impact.
To come up with a list of desired cultural attributes, think about the foundational values of your organization, the work style of your staff and programs, and the qualities you most appreciate in the board members you have. These might include an affinity for improvisation (or for long-term planning); an attitude of positivity and agreeableness (or skepticism and challenge); a certain geographic reach; a kind of diversity (racial, gender, socioeconomic, political); a particular community connection; or the ability to make a personal gift, or to get others to give. (At one nonprofit we work with, the key attribute is “nice.” That’s their code for assertive and positive, rather than contentious or argumentative.)
Once you’ve decided on these key attributes, you can create a Recruit Attributes Chart, much like the Current Board Inventory, accounting for these qualities in the candidates you interview. With that table, you can prioritize recruits who fulfill the same skill-set by their “fit”: that is, how many cultural attributes one marketing expert fulfills compared to the other marketing experts you’re interviewing.
Of course, all of this is just preparation for your real work with the board: empowering your organization to fulfill all the promise of its mission. From here, it’s up to you to develop a purposeful, intentional plan that takes advantage of all the skills and strengths your board members possess.
Access more GCN resources on board building and engagement at GCN.org/Boards.
Karen Beavor is President and CEO of the Georgia Center for Nonprofits. Since 1998, Beavor has led GCN’s growth into a leading state association empowering nonprofits through education, advocacy, research, consulting and business support services. Karen has served as a board member or advisory board member of a variety of civic and nonprofit organizations including the Unemployment Services Trust; National Nonprofit Risk Management Center; and The Foundation Center–Atlanta. Karen has received the Martin Luther King Leadership award and the Harvard Business School Club of Atlanta’s Community Leader Award. She is a member of the 2000 class of Leadership Atlanta and 2003 Coca-Cola Diversity Leadership Academy, and a graduate of Agnes Scott College. About Georgia enter for Nonprofits
The Georgia Center for Nonprofits builds thriving communities by helping nonprofits succeed. Through a powerful mix of advocacy, solutions for nonprofit effectiveness, and insight building tools, GCN provides nonprofits, board members, and donors with the tools they need to strengthen organizations that make a difference on important causes throughout Georgia. Learn more at gcn.org.
How your employees approach their responsibilities and relationships within your organization dictates its level of success. However, how you choose to conduct yourself as a leader sets the tone for your employees’ overarching sense of accountability—which can create either a trusting, or toxic, work environment.
In order to be a great leader, one must educate, coach, empathize, encourage, and sometimes discipline employees. According to Simon Sinek, who was recently featured in TED2014, being a good leader is like being a parent –the main objective is to provide your workers the necessary tools to be successful and grow. Holding your employees accountable for their actions allows them to take ownership of their actions, and forces them to take responsibility for their successes and failures.
For nonprofits, who are often restricted by budgetary concessions, high morale and cooperation are driving forces required for mission advancement. Such internal drive can only be cultivated through feelings of security.
When employees feel as though they are being looked after and respected by their leaders, they develop a greater willingness to take initiative.
Great leaders also sacrifice for the well-being and safety of their staff. Selfless actions from a leadership figure will cause a domino effect of trust within an organization. And when the relationship between employer and employee improves, employees spend more time and energy devoted to strengthening the organization as a whole.
To learn more about what it takes to be a great leader, watch Simon Sinek's video.
Read more about leadership management tips here.