Competency 3: Communication

Charitable agencies greatly depend on their paid employees and volunteers to deliver programs and services as well as represent the mission. Contrary to the private sector, earning a high salary is not a primary motivator for individuals who choose careers in nonprofit, but are rather motivated to empower their community through meaningful impact. According to Worth (2021), nonprofit “…employees choose their jobs based on a mix of motivating factors, including both mission and money, both intrinsic and extrinsic considerations” (p. 257). In recent years, the nonprofit sector has experienced both positive and challenging factors influencing a dramatic shift in its workforce. The more positive factors include younger generations entering the workforce, technology advancements with a greater emphasis on a work-from-home structure (Pynes, 2013), and implementing diversity, equity, and inclusivity (DEI) policies that promote a dynamic workplace culture. However, with rising inflation, revenue deduction, and funder limitations to overhead spending, organizations across the sector are forced to adjust their budgets and managerial structures to achieve their mission objectives and meet the expectations of a diverse and changing workforce (Pynes, 2013; Watson & Abzug, 2016).

Strategic human resource management (SHRM) is considered among scholars as an effective practice that substantiates organizational longevity. It is important to note, however, that SHRM is not merely managing people, but is rather the process of improving organizational structure through the development and implementation of innovative strategies that adequately navigate current and impeding workforce transitions, foster a diverse, equitable, and inclusive culture, and assist critical decision-making on all levels (Worth, 2021; Pynes, 2013). Creating the SHRM case study for Heart of Florida United Way, Inc. (HFUW) (PAD 6417), revealed the complexities of a delicate system that requires competent and visionary leadership. As a current five-generation workforce, HFUW realizes the importance of implementing the correct strategic initiatives that are best for its employees and every person engaging with the organization. One of HFUW’s five-year strategic goals is to become a preferred workplace in the Central Florida community. HFUW leaders understand that achieving this goal requires clear and consistent communication with incumbent employees. Several communication strategies include all-staff meetings to present the state of the organization each month, soliciting feedback from employees through anonymous surveys, and thoroughly implementing performance evaluations.

Moreover, SHRM also involves establishing structures to accommodate social and cultural differences among employees and external stakeholders. Watson and Abzug (2016) note that successful organizations “…encourage diversity on many dimensions, and they enact cultures that are constituted by diverse groups working well together” (p. 600). HFUW actively embraces a diverse and inclusive work environment as demonstrated through its “DEI action committee” which consists of a representative from each department who monitor the organization’s current practices and suggests improvements for strengthening DEI within internal management and through external programs (Adler, J., 2022, personal communication). Even more, upon finishing the DEI Training assignment for PAD 6417 (see additional projects), I was invited by J. Adler to lead a workshop with HFUW's DEI committee. During this time, I facilitated candid conversations on how institutional structures and cultural beliefs influence the organization's current DEI policies and procedures. This led to further discussion among members on ways the committee can be more intentional about its role in advising leadership on DEI practices.

Lastly, communicating and interacting with a diverse citizenry extends beyond SHRM. Most scholars suggest nonprofit organizations should build processes that provide meaningful engagement with external key stakeholders, including its board of directors, major funders, and volunteers. To identify key players, Bryson (2018) recommends creating a matrix or grid which measures the level of interest and power certain affiliated individuals hold within and without the organization (Bryson, 2018). Conducting the stakeholder analysis for Hope, Love and Me, Inc. (PAD 6335) provided clarity on how to approach the SWOT analysis for the foundation. By measuring organizational performance against its current and potential stakeholders, the group was able to identify individuals who maximize the foundation’s strengths and opportunities, as well as provide the knowledge, skills, and resources for overcoming weaknesses and external threats. Unlike managing the internal workforce, however, effective stakeholder management incorporates the roles of executive leadership, SRHM, and the marketing department to strategize and implement appropriate communications that will provide a holistic experience for stakeholders.

References

Bryson, John M. (2018). Strategic Planning for Public and Nonprofit Organizations (5th ed.). Wiley & Sons. 

Hudson, Mike. (2005). Managing at the leading edge. Wiley & Sons.

Pynes, Joan E. (2013). Human resources management for public and nonprofit organizations: A strategic approach. Wiley & Sons: San Francisco, CA.

Watson, Mary R., & Abzug, Rikki. (2016). In David O. Renz and Robert D. Herman’s The Jossey-Bass Handbook of Nonprofit Leadership and Management (4th ed): 597-638.

Worth, Michael J. (2021). Nonprofit Management: Principles and Practice (6th ed.). SAGE Publications, Inc.