1 Managing and Leading People in Social Enterprises
Dec 31, 2015
3
What Affects Volunteering?
• Country-specific effects• Demographics
– Volunteering increases with•Age•Education•Employment•Rural residence•Religion
4
Why Use Volunteers?
Benefits• Service
delivery at reduced cost
• Contact with community
Costs• Control and
reliability• Supervision
and recruiting expense
• Impact on paid jobs
Ref. J-B 22
5
Designing an EffectiveVolunteer Program (1)
1. Staff buy-in2. Clear job design and expectations
– Job categories (direct assistance, administration, …)
– Meaningful and significant– Part-time equivalent– Fits with overall strategic goals
3. Effective recruitment appeals– Importance of job to clients and community– Importance of job to NPO– Importance of job to volunteer
Ref. J-B 22
6
Designing an EffectiveVolunteer Program (2)
4. Interviewing and matching– Fit– Fitness
5. Training6. Supervision
– Clear performance standards– Performance measurement and
evaluation– Clear chain of command– Firing volunteers?
Ref. J-B 22
7
Volunteer Recruitment
• “Warm body” recruitment– Lots of people, low training and skills– Good for large events– Campaign: mass market to large groups
• Targeted recruitment– Few people, specific skills– Good for long-term volunteer staffing– Campaign: specific, targeted outlets
• Concentric circles recruitment– Steady flow of a few volunteers– Good for smaller organizations– Campaign: Word-of-mouth
Ref. J-B 22
8
Volunteer Attrition
• Even if staff don’t know volunteers’ opportunity cost, volunteers do
• Volunteers consider– Market work value– Next-best volunteer effort– Value of leisure time
Ref. Young & Steinberg
9
Size of the Nonprofit Workforce
12.6
11.5
10.5
9.2
7.87.2
6.2
4.94.94.54.5
3.73.53
2.42.42.21.7
1.30.90.60.4
0
2
4
6
8
10
12
14
Holla
nd
Irela
nd
Belg
ium
Isra
el
USA
Aust
ralia
UK
Fra
nce
Germ
any
Spain
Aust
ria
Arg
enti
na
Japan
Fin
land
Peru
Colo
mbia
Bra
zil
Cze
ch R
epublic
Hungary
Slo
vakia
Rom
ania
Mexic
o
Perc
en
t of
em
plo
yees
Source: Salamon 1999
10
Career Models
• Steady state: one job, one career• Linear: Job changes serve an
upward progression in pay and responsibility
• Spiral: Job changes serve changing interests and sense of self-development
• Transitory: Job changes for the sake of job changes
Source: Driver 1980
11
Nonprofit Staff Motivation
• Reasons for entering NP sector– Commitment to social change: 62%– Commitment to a particular cause:
56%– Hours/location: 32%
• Reasons for taking current job– Interesting, challenging work: 66%– Extend personal skills: 65%– Salary: 19%– Prestige: 14%
Source: Onyx & MacLean
12
Problems: Attraction and Retention
Nonprofit hospital executive:• “Competing with for-profits for
top talent is getting harder…• …the “A” talent turns over
quickly...• …but the “C” talent stays
forever.”
13
The Compressed Salary Structure
Com
pen
sati
on
Ability
Nonprofits
For-profits
“C” talent has perverse incentives
“A” talent has perverse incentives,and is difficult to recruit
14
Hiring and Firing: Laws
• Illegal to make decision:– based on “irrelevant criteria”– based on “inappropriately
subjective” criteria– without making allowances for
disabled applicants
Ref. J-B 23
15
Compensation Factors
• Importance of position to organization
• Importance of person to organization
• Internal equity• External competitiveness
Ref. J-B 23
17
The Merits of Merit Pay
• 90% of nonprofit employees consider their contribution to be “above average”
• Merit pay rewards the truly above average employees
40% of nonprofit workers will feel cheated
• Lower morale, lower productivity
18
Seniority Pay
Advantages• Reliable and
objective• Cheap to
administer• Encourages
long-term retention
Disadvantages• Encourages
survival, not excellence
• Inequities grow regarding merit
• External competitiveness can suffer
Ref. J-B 23
19
Incentive Pay
• Skill-based pay• Programs that share cost
savings• Performance bonuses
Ref. J-B 23
21
What Do Managers and Leaders Do?
Lessons• In a stable, high-competition environment,
good management is paramount• In a dynamic, uncertain environment,
leadership is key
Kotter, John P. "What Leaders Really Do.” Harvard Business Review (1990)
Function Managers Leaders
Deciding what to do Planning and budgeting
Setting direction
Creating networks of people
Organizing and staffing
Aligning people
Ensure that tasks are accomplished
Controlling and problem-solving
Motivating and inspiring
22
The Special Challenge of Social Enterprise Leadership
• For-profit leadership literature assumptions– Power– Autonomy
• Social entrepreneurs must lead from above, but also from below– Persuasion vs. coercion
23
What is the Right Nonprofit Leadership Model?
• Percent of nonprofit executives that believe in each model
“Decisive” leader
“Reflective” leader
Collaborative organization
6% 34%
Leader-centered organization
12% 31%
Light, Paul C. Pathways to Nonprofit Excellence (Brookings Institution Press, 2002)
24
Leadership Styles
• Coercive leadership• Authoritative leadership• Affiliative leadership• Democratic leadership• Pacesetting leadership• Coaching leadership
Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review (2000)
25
Coercive Leadership
• Demands immediate compliance• Can achieve short-term results
– Positive shock to a moribund environment– Key in emergencies
• Can create long-term damage– Defection– Creativity and initiative– Non-financial rewards
• Coercive leadership can lower employee compensation
Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review (2000)
26
Authoritative Leadership
• Characteristics: vibrant enthusiasm and clear vision
• Encourages people to follow• Motivates people by showing them
how their work fits into larger picture• All evaluation keys on adherence to
vision and mission• Can be ineffective with senior staff
Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review (2000)
27
Affiliative Leadership
• “People come first”• Strives for happiness and harmony• Results in fierce loyalty, workplace
trust, and a revered leader• May lower overall effectiveness
– Poor performance may be tolerated– Tendency to “groupthink”– Rudderlessness occurs when clear
direction is needed• This style is best when accompanying
another
Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review (2000)
28
Democratic Leadership
• Everybody has a say in the process• Opposing viewpoints are protected
and respected• Builds trust, respect, and
commitment• May be counterproductive
– Can lead to endless meetings– Inhibits efficient decisionmaking– May lead go-getters to defect
Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review (2000)
29
Pacesetting Leadership
• Nobody works harder than the ED
• Pitches in and sets an example• Can create moral problems
among less-able employees• Organization is in trouble if
pacesetter leaves
Goleman, Daniel. "Leadership that Gets Results." Harvard Business Review (2000)