Maintaining a talent pool in today's nonprofit workplace has its challenges. There's what's being called "The Great Resignation," the recent trend of workers leaving their jobs over the past two years in search of better ones. Last year alone, 47.8 million workers quit their jobs, a record high. There's an increased focus on the need for diversity, equity and inclusion. And the pandemic has changed what the workplace looks like and feels like.
"Altogether, these things have really shaped what our leaders are focusing on in the workplace," says Elizabeth Hollins, senior director, Midwest Region. "Recruitment and retention are huge themes. We're looking at how to build teams and how to retain staff."
That's why NeighborWorks America is hosting a symposium on the subject during the Kansas City NeighborWorks Training Institute. Scheduled for Aug. 17, the symposium, "Investing in Our Teams: Creating a Representative and Resilient Workforce," will include a look at organizational culture, discussions, and a spotlight on human resources challenges – and solutions.
Leaders will talk about how they are responding and thinking about staffing and recruitment differently during this time, Hollins says. "You can't do the work of community development without a strong team, and this is an especially challenging time. When we talk with network leaders, this is what everyone is talking about, more than any other subject."
Hollins says the pandemic added stress to providers of direct services, especially property management staff, who helped residents access food and remained on site even before the COVID-19 vaccines. What are some of the things organizations have done to retain staff? Some, like North East Community Action Corporation, have switched to a four-day workweek. Others, like Impact Seven, allowed for remote work; the executive team spans the time zones.
People often make the mistake of thinking human resources management is solely the job of the human resources department. "But it's a job for all leaders in the organization," says Fields, who will speak at the symposium. "The pandemic, in particular, highlighted this. They say people join great organizations but leave horrible leaders. I think that's true, too."
Fields, who also serves as CEO of an HR consulting company, Copper Phoenix Consulting, and 313 Industries Inc., a machining and tooling company, sees The Great Resignation as more positive than negative. "I think of it as refreshing," she says. "It puts the pressure on organizations to be more thoughtful and considerate of their employees, who realize they have a choice." When people have a choice, that means they stay with you for a reason, she says. "You don't want people who are just waiting to jump ship. I think a lot of the workplace in America was like that."
She urges employers not to assume they know what's best for staff, but to ask staff what they want and need. And she urges leaders to ask themselves a simple question: Are you as awesome of an organization as you think you are? The symposium will serve as a chance for deep and honest conversations, she says. "I don't think it will be like any conversation you've heard before."
Register for the streaming symposium at the Kansas City NeighborWorks Training Institute by Jul. 25.
