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Hiring and supervision present important, and necessary, risk-taking opportunities. Hiring and supervision create close relationships, and interpersonal relationship will not grow if the parties involved don’t take some risks. Here are some ways to take meaningful risks in hiring and supervision that can help all parties grow.
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Applying a Risk-Aware Frame to Your Nonprofit’s Most Impactful Decisions
Many nonprofit leaders might not think about risk until a board member or committee asks them to or an unanticipated development or event disrupts operations. A risk-aware approach can help your nonprofit make better decisions in all aspects of its work. Bringing a risk lens to your work doesn’t have to be taxing or complex. Here are some simple approaches to consider risk in your nonprofit’s big decisions.
How to: Hire and Work with Neurodivergent Employees
Neurodiversity is a concept that acknowledges and appreciates the diverse range of ways people’s brains function, including neurological differences. Some neurodiverse people identify as having a disability, while others do not. Research shows that organizations that create welcoming environments for neurodiverse people may see benefits like more team creativity and innovation. Here’s a primer on practices for recruiting and working with people on the neurodiversity spectrum.
Hiring Employees with Criminal Records: An Inclusive Approach
Many nonprofits seek to build staffs whose lived experiences mirror those of populations they serve. As part of that effort, some organizations hire employees with criminal records. Here’s what to consider to ensure you take an inclusive approach to recruiting and hiring employees with criminal records.
How To: Create a Cross-Training Action Plan
Cross-training is an essential risk management function. It ensures someone in your organization can perform key tasks if the person who usually handles them is out of the office or unavailable for any reason. But cross-training has other benefits too: it can offer employees new challenges, help reduce staff turnover, and break down silos in an organization. Use the table and the tips below to create a unique cross-training plan for your nonprofit.
How to Build Your Nonprofit’s Resilience
A resilient organization has a strong foundation to weather adversity and bounce back better. With forethought and planning, all organizations can become more resilient. Here are nine ways to do it.
How Hiring Employees with Disabilities Can Benefit Your Organization
Hiring employees with disabilities brings new perspectives to your nonprofit and helps you meet the needs of the community you serve. Many resources exist to help your organization become an outstanding employer of people with disabilities. Here are some of the ways that work can benefit your nonprofit.
How to Do a Compensation Review For Your Nonprofit
Compensation reviews can reveal pay equity issues at a nonprofit, or individual cases in which staff members aren’t being paid appropriately for their duties. Here’s how to do an accurate, informative, and valuable compensation review for your organization.
5 Steps to Transform Performance Reviews from Dreaded Drudgery to Welcomed Opportunity
Most of us have experienced bad performance reviews: harangues about things that already happened—things we can’t change. Great performance reviews deepen an ongoing, regular conversation about performance. They are two-way conversations between a manager and an employee. And they focus on the future and how employees can reach their goals. Here are five steps to transform your performance reviews from an obligation to an opportunity.
HOW TO: Terminate an Employee (And Be Decent About It)
When you hire someone, you want them to find success with the organization. But sometimes, they don’t. Terminating someone’s employment is the riskiest action a nonprofit can take, but sometimes it’s also a risk-aware decision and possibly a necessary step in the employee’s journey to find a fulfilling role for which they are well suited. Here’s how to meet your obligations when you terminate an employee—including the obligation to treat them with decency.