Successful Strategies for Recruiting for NonprofitsSuccessful Strategies for Recruiting for...

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Successful Strategies for Recruiting for Nonprofits Presented By: This manual was created for online viewing. State specific information in this manual is used for illustration and is an example only. MAIL: P.O. Box 509 Eau Claire, WI 54702-0509 • TELEPHONE: 866-352-9539 • FAX: 715-833-3953 EMAIL: [email protected]WEBSITE: www.lorman.com • SEMINAR ID: 401494 Myra T. Mathis Nonprofit HR

Transcript of Successful Strategies for Recruiting for NonprofitsSuccessful Strategies for Recruiting for...

Successful Strategies for Recruiting for

Nonprofits

Presented By:

This manual was created for online viewing. State specific information in this manual is used for illustration and is an example only.

mail: P.O. Box 509 Eau Claire, WI 54702-0509 • telephone: 866-352-9539 • fax: 715-833-3953email: [email protected] • website: www.lorman.com • seminar id: 401494

Myra T. MathisNonprofit HR

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mail: P.O. Box 509 Eau Claire, WI 54702-0509 • telephone: 866-352-9539 • fax: 715-833-3953email: [email protected] • website: www.lorman.com • seminar id: 401494

Prepared By:Myra T. Mathis

Nonprofit HR

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Presented by Myra T. Mathis, Nonprofit HR

Successful Strategies for Recruiting for Nonprofits

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What is a High Performer?

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A “high performer” is an employee who is a key contributor, demonstrates high performance, is capable of a lateral move, may be qualified for a broader role within the same profession and has reached the potential to move “upward’ in a management capacity.

Presented by Myra T. Mathis, Nonprofit HR

A high performer can deliver 400% more productivity than the average performer.

Harvard Business Review, November 2014

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7 Key Traits of High Performing Talent

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Attitude & Energy

Courage & Confidence

Discipline

Initiative

Emotional Intelligence

Purpose

Trust

What High Performers Want

Achievement & Results

Opportunities to Connect with Other High Performers

Autonomy Input & Feedback

Enabling Cultures

Challenge

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Attract

DevelopRetain

Attracting, Developing & Retaining High Performing Talent

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Attracting High Performers

•What process does your organization have in place to attract high performers?

Key Discussion Question:

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Attracting, Developing & Retaining High Performing Talent

1. Align talent sourcing to organizational strategy

2. Build a high performance talent model

3. Build and market your employer “brand”

4. Screen for high performance using your talent model

5. Hire to the model: be consistent

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What is a Value Proposition?

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A promise of value to be delivered, communicated, and

acknowledged. It is also a belief from

the beneficiary about how value (benefit) will be

delivered, experienced and acquired.

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Why are Value Propositions Important?

Because missions are driven by people

Because successful, progressive organizations

value their staff and realize the benefits of investing in programs and services that

address their needs

Because to ignore human resources issues or to view

them a secondary is not good business practice

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Key Drivers of Your Value Proposition

Autonomy – The desire to be self directed.

1Mastery – The itch to keep improving at something that’s important to us.

2Purpose – The sense that what we do produces something transcendent or serves something meaningful beyond ourselves.

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Three Components:

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Shared Prosperity: Diversity, Equity, & Inclusion

What is “diversity”?

How do you recruit for diversity?

How well do you know the diverse cultures that you are recruiting from and for?

Are you prepared to meet funder requirements?

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Plan the Recruitment Process and Work Your Plan

Review current job descriptions and revise as necessary Determine knowledge, skills and competencies

needed/level of job, and how it fits into organizational culture

Identify behaviors necessary for success Create job posting Determine where to advertise

Previous sources that work (i.e. prof. orgs, online, etc.)

Standard sites and networking, be creative Budget available

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Plan the Recruitment Process and Work Your Plan

Conduct outreach

Network, network, network - Who do you know that might refer top talent to your organization?

Employee referral program (Your current staff is a good place to start)

Do not “Post and Pray”

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Prepare Interview Questions

To Identify

Knowledge, skill, competency – does the candidate have the knowledge and technical skills to perform well in the job?

Behaviors – can the candidate perform in the job, and how will they perform?

Motivation - will the candidate perform the job? Interview to discover their passion and commitment.

Culture – how will the candidate fit into the organizational culture?

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Behavioral Based Interviewing

Past performance is a good indicator of future performance

Focus on job-related factors vs. likeability

Use same criteria for all applicants

Interviewers make good decisions based on facts

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Benefits of Behavioral-Based Interviews

Eliminates misunderstanding about a candidate’s capabilities

Prevents personal impressions from affecting your evaluation

Limits the possibility of candidates “faking it” with vague generalizations

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The Behavioral-Based Interview

Minimum of 45 minutes to an hour or longer

Review candidate’s materials (resume, cover letter, etc.)

Determine if there is any specific information to address

Gaps in employment

Jobs/experience you are unclear about

Information that appears to match a needed competency

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The Behavioral-Based Interview

Data gathering (the interview)

Candidates talk, interviewers listen

What is active listening?

Incorporate the STAR Model

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STAR Model: How to get the “goods”

Ask open-ended questions that require an example from the candidate’s actual experiences, and include:

S/T – the situation or task that provides the background for the candidate’s response

A – the actions that the candidate took in response to the situation/task and how s/he did it

R – the results of the candidates actions (what changes or differences the candidate’s actions made and whether they were effective and/or appropriate)

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STAR Model Tips

Not important what order you get STAR parts. Sometime they come as RATS or ARTS

Stay out of the WOULDS

Don’t settle for FALSE STARS – candidates uses words like “typically”, “generally” or “usually”

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False STARs

Statements with glitter, but without substance

Vague Opinion Theoretical

Future-oriented

When you gather examples of behavior in an interview, you want to make sure you are getting the whole story - the situation in which the candidate acted, what s/he did and the results of his/her actions.Presented by Myra T. Mathis, Nonprofit HR 22

Developing High Performers

•How are you developing high performing leaders and non-leaders in your organization?

Key Discussion Question:

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Attracting, Developing & Retaining High Performing Talent

1. Make the business case for talent development investments with your board & funders

2. Commit time and resources to foster continuous learning opportunities

3. Enable self-learning

4. Build and buy high performers

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Retaining High Performers

•What aspects of your organization are helping or hindering high performers?

Key Discussion Question:

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Attracting, Developing & Retaining High Performing Talent

1. Understand your culture and its impact on high performers – don’tassume that you know it

2. Address barriers to individual & organizational effectiveness

3. Engage high performers in solutions development and GET OUT OF THE WAY!

4. Engage high performers in strengthening the present and building the future

5. Don’t ignore non-leaders

6. Listen, understand, act, repeat!

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Q&A/Lessons Learned

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AboutNonprofit HR is a full-service consulting firm dedicated exclusively to meeting the human resources needs of nonprofit organizations.

Since 2000, our team has helped amplify the impact of nonprofits supporting advocacy, health and human services, arts and culture, education, the environment, faith-based missions and more.

We’ve done this by focusing our efforts in three primary areas:

Human resources consulting services

Staffing services and executive search

Education & Advocacy for HR in the nonprofit sector

Contact us to see how we can help your organization!

www.nonprofithr.com │ 202.785.2060

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Notes