How should you recruit and retain
employees in the current economy?

In any economy, nonprofits face the challenge of recruiting and retaining good employees. Typically, you’re competing against the private sector, which often offers more alluring salaries and better benefits.

In this weak job market, there’s a glut of qualified job seekers. So now that you have the pick of the crop, make sure you choose wisely. And, once you hire a candidate, do what you can to keep that person — regardless of the broader economic environment.

“Selling” your organization

Many applicants will be attracted to your organization’s mission. But don’t forget that you’re competing with other organizations that also may project that “warm and fuzzy” feeling the applicant seeks.

You need, therefore, to be upfront in your outreach about the responsibilities of the position. Don’t waste the applicant’s time or yours by leaving room for false expectations. On the other hand, make sure you mention all benefits and perks associated with the position.

Determine the type of individual that you’re truly looking for before you begin interviewing job candidates. What skills and experience will add value to the organization? What type of person would make a good cultural fit? Make sure you communicate these thoughts to the interviewee.

Finding the best

Certainly, past experience is an indicator of how a candidate will perform in the future. But it can be difficult to see what a candidate brings to the table. Ask questions to help interviewees demonstrate their abilities and successes, such as:

• Have you helped implement procedures that have improved processes?
  
  
• How have you proven to be innovative and resourceful?
  
  
• Can you demonstrate the use of multiple skills?

These types of questions will help draw out a candidate and help you assess that person’s value to your organization.

Keeping the best

Once you’ve found and hired the best, you need to keep them. An employee survey is a great tool for soliciting feedback on what your employees like — and dislike — about your HR policies and your organization in general. The survey can be formal or informal. Some larger organizations hire outside consultants to conduct detailed surveys and analyze the results. This may not be plausible for your organization, and a few questions circulated via e-mail or hard copy in employees’ mailboxes can be just as effective.

An exit survey for departing employees also can be useful, and the results may surprise you. While you may think salary is the reason why an employee chooses to resign, you may find that lack of recognition, your organization’s culture and poor peer and management relationships trump money.

Some areas to consider when working on retention strategies are: 1) flexibility in working schedules and locations; 2) defined career paths; 3) time allowed for personal lives; 4) positive recognition; and 5) communication within the organization.

Avoiding replacements

You may find that hiring and keeping good employees is one of the toughest challenges your organization faces. But the reality is that the time and thought you invest in the selection process — and the small things you can do to keep employees happy — are far less costly than refilling positions again and again. •