Webinar nonprofit-1-final-26feb15

EMPLOYEE ENGAGEMENT IN
NONPROFIT ORGANIZATIONS
Webinar February 26, 2015

Copyright©2015, Talent Map. All rights reserved.
2
Topic Agenda
Item Time
(min)
Introduction 5
What is Engagement and How is it Different
Nonprofits
10
Drivers of Employee Engagement in Nonprofits 10
Best Practices and Recommendation to Improve
the Engagement Drivers in Nonprofits
10
Q&A 10
Neil Milton
Sean Fitzpatrick,
Agenda

TalentMap = Engagement Experts to Nonprofits
3
We provide online survey technology, award-winning
project support and unparalleled survey expertise in the
nonprofit sector.
Measure Analyze Act

Sample Clients & Benchmark
• Copyright©2014, Talent Map. All rights
reserved.
Professional Services Public Sector Healthcare Sector Private Sector Clients
Association / Not-for-Profit Sector
March 2013

5
• How engaged are your
employees?
• How effective are your
workplace dimensions?
TalentMap's Approach for Nonprofits
• What are the most powerful
drivers of engagement?
• Where should you focus your
workplace improvements?

6
High
Performance
Management
Practices
Employee
Engagement
Employee
Retention
Employee
Productivity
External
Service
Value
Member
Satisfaction
Member
Loyalty
Member
Growth
• Service concept:
results for
customers
• Service designed and delivered to
meet targeted stakeholder needs
• Funding
• Referral
• Advocacy
Funding
Growth
Help Your Executive Connect The Dots

Satisfaction Is Not Engagement 7
ENGAGED
EMPLOYEES
feel a sense of:
Focus
Urgency
Intensity
Enthusiasm
Persistence
Adaptability
The focus is on
desiring to “give”

Engagement = Discretionary Effort 8
Heart Hands
Logical Emotional Behavioural
Head
Employee engagement is a heightened emotional and intellectual
connection that an employee has for his/her job, organization, manager, or
coworkers that, in turn, influences him/her to apply additional
discretionary effort to his/her work.
Career & Financial
Goals Achieved
Values Align with Peers,
Management and Leaders
Discretionary
Effort

• Unlimited upside
• Incredibly versatile
• Capabilities & potential often underutilized
• If engaged more fully,
• EEE->Productivity->Member Growth/Strategy Implementation
• EEE is the “secret sauce”
Why People Assets Matter Most
9

Engagement Matters to Nonprofit Success 10
Member Growth
Increase in Fundraising
Stakeholder Satisfaction
Productivity
Attendance
Volunteer Retention
Stronger Voice

Engagement Matters – To Staff 11
University of Canberra: a job that we hate
is as bad for our health (sometimes worse)
than not having a job at all
University College of London 2011:
employees not recognized at work
have more heart disease
Whitehall study: sr. exec live longer
than lower level employees; not a
small discrepancy
Boston College: a child’s sense of well
being is affected by their parents’
enjoyment of their work

• Indicators of an engaged employee work environment?
• Open Communication; Discretionary Effort; Employee Referrals; Employee
Loyalty
• Role of HR in contributing to this?
• Steward/champion of culture; Monitor morale; Build PPP to align culture
w business v&m; trusted advisor/safe haven
• What more would you like to see HR do?
• Model expected behaviours; have stronger voice & stop acting like HR is
unimportant; Provide leadership coaching & mentoring to help leaders
model expected behaviours
What CEOs say
12

How Are We Doing?
13

Manager and Nonprofits Tend to Underestimate
the Impact of Engagement
14
Recent study- Nonprofit leaders identified
HR/people management as one of the
most depleting parts of their job

1. Job or Task Engagement
2. Team Engagement
3. Organizational Engagement
• Many excel at #3 but struggle with #1.
• Few excel at both #1 and #3
• Unsuccessful nonprofits struggle with both (#1 and #3)
Types of Engagement in Nonprofits
15

1. Job or Task Engagement
2. Team Engagement
3. Organizational Engagement
Types of Engagement
16

Identifying Drivers of Engagement in Nonprofits
17
Perfect Correlation Strong Correlation No Correlation
r = 1.000 r = .893 r = .041

Highest to Lowers Drivers of Engagement in Nonprofits
Survey Dimension
(Impact on
Engagement)
Organizational
Vision
5X
Professional Growth 3X
Innovation 2X
Teamwork 1X
Senior Leadership 1X
Immediate Management 1X
Work/Life Balance .50X
Compensation .50X
Member/Stakeholder Focus .25X
Work Environment .25X
Information and
Communication
.25X
Performance Feedback .25X
18

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
%Favourable
19Nonprofit with Strong Engagement Score
Benchmark Sorted by Increasing Engagement
Member Driven Association Client 2014
Overall Engagement Score 89%
Quartile 1 Quartile 2 Quartile 3 Quartile 4 Top Decile
MINIMUM MEAN TOP QUARTILE TOP DECILE MAXIMUM
40% 74% 82% 87% 95%

Vision: Key Driver with Strong Engagement 20
Compensation
Work Environment
Performance
Feedback
Professional Growth
Work/Life Balance
Information and
Communication Teamwork
Innovation
Client Focus
Immediate Management
Senior Leadership
Organizational
Vision
Strong
Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark

Nonprofit with a Weak Engagement Score 21
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
%Favourable
Benchmark Sorted by Increasing Engagement
Environment/Conservation Nonprofit 2014
Overall Engagement Score (63%)
Quartile 1 Quartile 2 Quartile 3 Quartile 4 Top Decile
MINIMUM MEAN TOP QUARTILE TOP DECILE MAXIMUM
40% 76% 82% 89% 95%

Vision: Key Driver with Weak Engagements.
DELTA TO BENCHMARK
22
Compensation
Work Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information and
Communication
Teamwork &
Collaboration
Innovation
Customer Focus
Immediate Management
Senior Leadership
Organizational Vision
Strong
Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark

What does “Vision” Mean?
Strongly
Disagree Disagree
Neither
Agree
Nor
Disagree Agree
Strongly
Agree
N/A, No
Opinion
1. We have a shared vision of what our organization will be like in the
future.
     
2. We understand what needs to be done for us to succeed in the
long run.
     
3. Our organization has a long-term purpose and direction.      
4. Senior leaders have painted a compelling vision for our
organization.
     
• Employees generally need:
• to feel that they share in a common, compelling, desirable direction
• to feel they are part of a larger goal or purpose
• to understand how they contribute to the achievement of that
vision

What goes Wrong? The Pitfalls
1. Benign neglect: management doesn’t understand
employees’ need to be a part of the vision
2. Impatience: an inclusive approach to vision-building can be
costly and time-consuming
3. Communication: the Vision stays on the top-floor – it’s not
communicated well
4. Alignment: strategies and processes aren’t aligned – so the
vision becomes meaningless (in the employees’ eyes)

The Solution:
“Engaging” Your Employees in the
Vision
25

Start from the Bottom-Up
• Inclusiveness and Involvement is Key!
• Already have a vision? Put it out for
comment
• Still Crafting or Evolving your Vision? Seek
input
• Potential Methods:
• On-line forum
• Town halls (live or virtual)
• Lunch/coffee chats
• Any way you can start (and record) the
conversation
• Expect it to be employee-driven, not
necessarily with the high-level view.
26

Visioning and Business Planning Workshop
27
• 1-Day workshop which is the
culmination of the consultation
phase
• 3 Phases:
1. Visioning Phase
2. Goal and Objective Setting
3. Action Planning

Important Elements of an Engaging Vision
Audacious
Capitalizes on core competencies
Futurecasting
Inspiring
Motivating
Purpose-driven:
“Your vision gives employees a larger sense of purpose, so they see
themselves as building a cathedral instead of laying stones.”

Futurcasting: Thinking “Back from the Future”
• People generally have difficulty with projecting into
the future.
• So, get them to think in the past:
• “It’s 2017, think back on what your organization has
achieved in the previous three years”
29

Don’t Try and Wordsmith in a Group
• Wordsmithing a vision statement in a
Group is time-consuming and
frustrating

Express the Vision in Themes – in the Future State
In 2016, we believe DENVR will:
 Be recognized as:
 The Hub for Energy & Innovation
 A model for advocacy and relationship building, administrative efficiency and
service delivery
 Have succeeded in changing policies and reducing protectionism, particularly in
agriculture
 Have the highest client and stakeholder satisfaction among US posts; and,
• Be the “Go To” Post and Central Gateway
Example Vision in Themes:

Goal Setting and Action Planning
• Visioning is about dreaming. Also need to bring it
down to earth.
• The remainder of the workshop should be to:
• Identify goals and targets around key themes – always
looping back to vision
• Develop action items and concrete plans to achieve

Communicating and Living the Vision
• Including/involving employees in your vision is only
Step 1
• Communicate widely:
• Report
• Presentation/Townhall
• Posters/Frames
• Live the vision:
• Align priorities, plans and activities
• Reassign projects which don’t contribute to the vision

Wrap Up
34

Areas of Concern
1. Turnover
2. Emotional
Engagement &
Burnout
3. Career
Development
4. Comp. and Ben.
5. Job Authority
Strengths to build on
1. Mission/Vision
Attachment
2. Engagement in the
Community
3. Career
Development
4. Job Expectations
5. Involvement
Nonprofit Strengths & Concerns
35

• Be deliberate about engagement
• Hire for your culture
• Train managers about the impact of engagement/disengagement
• Communicate the mission/vision and strategy
• Continually discuss and reinforce your mission statement and core values
• Reward talent
• Provide recognition awards
• Express individual appreciation for efforts made directly to the employ ee
• Publicly recognize individual achievements
• Create specific performance standards for each position
• Seek out and manage efficiencies
• Encourage input from staff
• Acknowledge the skill and difficulty in emotion work
Best Practices & Recommendations
36

EMPLOYEE ENGAGEMENT IN
NONPROFIT ORGANIZATIONS
Webinar February 26, 2015
sfitzpatrick@talentmap.com

Event Format Topic Date
TalentMap Webinar Live Webinar Employee Engagement:
Maintaining Momentum – Part 1
Mar 26th
12:00pm EST
2015 HRIA Annual
Conference
Calgary Getting Employees to Own
Engagement
April 23/15
Apr 30th
12:00pm EST
Conference Board
“Engagement 2015”
Calgary NEW Research: 10 Years On –
What Do We Really Know?
May 25th
May 28th
12:00pm EST
Upcoming TalentMap Learning Sessions

Webinar nonprofit-1-final-26feb15

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