If you were to ask a charity leader about the current challenges they face, it is unlikely any would say they have enough people onboard to deliver their services. Whether it is as a paid employee or somebody voluntarily offering their time, from supporting fundraising efforts to offering leadership and governance support as a trustee, the ongoing demand for manpower is at an all-time high.
While many charities outline meticulous job descriptions detailing the requirements and expectations they place on potential recruits, what, if anything, is offered in return?
Attracting and retaining talent
The onboarding process of bringing individuals into a charity, whether paid or voluntary, has evolved tremendously in recent years. It must now be undertaken through a similar approach to commercial organisations. In today’s society, work is now rightly seen as something more than a monthly salary; it’s about establishing a sense of belonging and fostering an inclusive and accepting environment where values and behaviours build culture, and personal development and growth are encouraged. In essence, it’s about providing more than just a means to an end. So, the big question is, how does a charity attract and retain talent?
Establishing mission and values
Perhaps the first and most vital way to set your charity apart is to establish a well-thought-out and considered mission and set of values. When considering this, ask yourself, what makes us so special? What are the reasons a person should choose to work with us over another charity? Your responses to these questions will help form your uniqueness and appeal.
Begin by reviewing the values upheld by the charity and the behaviours you promote and expect of your people. Whether these are formally documented or not, it is integral that you place your values at the heart of everything the charity does.
Once you have identified the core values, take a deep dive into why these values are important to your people. After all, it is your people who will live, breathe and demonstrate your values daily. Consider whether they are a true reflection and whether they align with your goals, and ensure they are effectively communicated to both existing and prospective people.
Creating a supportive culture
Additionally, the culture born from these values must be considered. Likely components include a supportive environment where people can develop and enhance skills, ongoing open communication where ideas can be shared without criticism and a real sense of inclusivity and appreciation. Does your charity embody this culture? To fully answer this, you’ll need to be reflective and wholly transparent with yourself first and foremost.
Establishing fixed voluntary tenures
Another action that might encourage people to join a charity is the creation of certainty by setting fixed periods of acting in voluntary roles. For some people, there is a fear that they may be unable to leave an organisation if circumstances change, or if they feel they don’t add value anymore.
This can, and often does, put people off from volunteering. After all, most people would be wary of committing to something that may tie them in for an unspecified amount of time and may even become a longer term expectancy than initially anticipated. By limiting tenures to three years, for example, but allowing extensions to be approved by consent, people may feel more empowered to join an organisation knowing that they can leave to either take a break from volunteering or join another organisation to further develop their skills and enjoy a range of new opportunities.
Adapting to modern work practices
It is also vital to consider the many changes that have happened to the ways we work over recent years. Pre-covid pandemic, most organisations were 9 to 5 and fairly inflexible. Post pandemic, there is more flexibility, which has helped to attract and retain the best people – working arrangements for one person may be unworkable for another, and organisations are finally realising this. If you are asking for voluntary support, it’s probably not a good idea to give set hours, but to allow for flexibility for the role. This is also important for any paid roles where competition for key roles is likely to be high. A key part of this flexibility might be around remote versus in-person work. It is generally agreed that both approaches have pros and cons, such as collaboration and supportive working versus spending time wasted on commutes. The world seems more accepting of a hybrid approach and this is one lasting and positive change born from the pandemic.
Show your appreciation
Whether in paid or voluntary roles, people long to feel appreciated and valued, knowing the work they do is making a real difference and helping others. While appraisals are common practice in the commercial sector, they are not always standard practice in the charity sector. However, times are changing for the better, and it is becoming increasingly apparent how important appraisals are for futureproofing the success and growth of a charity. Why are they so important? Done well, they are much more than a performance review; they offer individuals on both sides a chance to provide feedback and express their thanks and appreciation for all the services delivered to date. This is equally important for both paid and voluntary roles. Appraisals also present a valuable opportunity to establish learning and development plans, enabling new skills to be learned – something that the modern work force value tremendously.
The importance of wellbeing
Finally, one key point that can help a charity stand out amongst the crowd is the emphasis and importance it places on wellbeing. In the past, both paid and unpaid roles may not have fully considered the impact of personal wellbeing and, additionally, may not have had clear policies and support available and in place. The world has moved on tremendously in the last few years and people’s needs and expectations have changed. Nowadays, most organisations are great at recognising the wellbeing needs of their paid people, but are perhaps not so good when it comes to volunteers. The needs of people don’t change just because there is a willingness to turn up and help out for free – it is our duty to make sure that we support volunteer workers in exactly the same way.
It’s much harder to attract people at all levels into a charity and the competition for people is harder than ever too. When trying to attract and retain people, charity leaders should always ask one vital question; what has my charity done for you lately? The response to this question is the beginning of everything for your charity.
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