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The following text is excerpted from the introduction of NRMC’s new book: Taking the High Road: A Guide to Effective and Legal Employment Practices for Nonprofits. To order a copy, call (703) 777-3504 or click here to order online.
Volunteer spirit, giving back, occupying the moral high ground — these are phrases we often encounter in the nonprofit world. Our organizations exist not to make a profit for the owners or the share-holders but to return a dividend to the local, national, and global communities we inhabit. Our job is not to make individuals richer but to make the world better.
Many who now find themselves in nonprofit management positions were once wide-eyed idealists who gladly leapt into the nonprofit sector because they wanted to make a difference. They wanted to contribute to their communities and knew that they would be working closely with others who shared their hopes and ideals.
But as one progresses in the management ranks it can be difficult to maintain those ideals. Even the best intentioned manager can be waylaid by the stress of managing an organization, meeting deadlines, stretching tight resources, and managing employees.
A beleaguered nonprofit executive may find that his or her idealistic outlook toward colleagues and coworkers has been colored by cynicism and distrust. It can be difficult to take the high road when one is fighting traffic in the fast lane. We can get so caught up in protecting ourselves, preserving an organization, and defending the world against mediocrity that we may forget the golden rule. We may assume the worst about people instead of the best. We may forget to treat others as we would like to be treated and as a result lose our moral footing, causing more problems than if we had walked the straight and narrow.
In addition to anticipating an informal workplace, many applicants for nonprofit positions expect that nonprofit employers will care deeply about their employees’ success on the job and will provide all of the tools and support necessary to ensure a successful experience in the workplace.
The reality is that as nonprofit managers and executives have focused their attention on the “business” of running nonprofit charities or associations, many have either ignored the importance of legally prudent employment practices or have adopted employment practices inconsistent with the organization’s charitable mission.
Taking the High Road explores literally dozens of topics that arise in the development and administration of employment practices. The authors begin by urging readers to adopt the following ten rules of appropriate employment practices.
No nonprofit of any size should establish employment policies and procedures without first securing the assistance of an employment lawyer licensed in the state where the nonprofit does business. Your mission and services are too important to jeopardize by a misstep in this risky area of operations.
To order a copy of Taking the High Road: A Guide to Effective and Legal Employment Practices for Nonprofits, call (202) 785-3891 or click here.
“First let me congratulate you on a conference well done. I had a great time at the Nonprofit Employee Benefits Conference and walked away with some valuable tools and questions that we’ll need to be addressing in both the short and long term. Thanks to you and your staff for all you do to provide us with quality resources in support of our missions.”
“BBYO’s engagement of NRMC to conduct a risk assessment was one of the most valuable processes undertaken over the past five years. Numerous programmatic and procedural changes were recommended and have since been implemented. Additionally, dozens (literally) of insurance coverage gaps were identified that would never have been without the work of NRMC. This assessment led to a broker bidding process that resulted in BBYO’s selection of a new broker that we have been extremely satisfied with. I unconditionally recommend the Center for their consultative services.
“Melanie Herman has provided expert, insightful, timely and well resourced information to our Executive Team and Board of Directors. Our corporation recently experienced massive growth through merger and the Board has been working to better integrate their expanded set of roles and responsibilities. Melanie presented at our Annual Board of Director’s Retreat and captured the interest of our Board members. As a result of her excellent presentation the Board has engaged in focused review which is having immediate effects on governance.”
“The Nonprofit Risk Management Center has been an outstanding partner for us. They are attentive to our needs, and work hard to successfully meet our requests for information. Being an Affiliate member gave us access to so many time- and money-saving resources that it easily paid for itself! Nonprofit Risk Management Center is truly a valued partner of The Community Foundation of Elkhart County and we are continuously able to optimize staff time with the support given by their team.”
“The board and staff of the Prince George’s Child Resource Center are extremely pleased with the results of the risk assessment conducted by the Nonprofit Risk Management Center. A thorough scan revealed that while we are a well run organization, we had risks that we never imagined. We are grateful to know that we have now minimized our organizational risks and we recommend the Center to other nonprofits.”
Great American Insurance Group’s Specialty Human Services is committed to protecting those who improve your communities. The NRMC team has committed to delivering dynamic risk management solutions tailored to nonprofit organizations. These organizations have many and varied risk issues, hence the need for specialized coverage and expert knowledge for their protection. We’ve had Melanie speak on several occasions to employees and our agents. She is always on point and delivers such great value. Thank you for the terrific partnership and allowing our nonprofits to focus on their mission!
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