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Strategy Update June 2016

Our strategy aims to address challenges in talent development of nonprofit organizations, focusing on professional development, recruiting, management support, and employee growth. By expanding talent pipelines, developing leaders, and increasing diversity in social impact organizations, we can create thriving communities. Our approach also addresses challenges in the nonprofit ecosystem, such as minimal human capital infrastructure, lack of funder investment, implicit bias, and non-competitive compensation. Through our targeted programs and thought leadership initiatives, we aspire to create a more inclusive and effective nonprofit sector.

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Strategy Update June 2016

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  1. Strategy Update June 2016

  2. Our draft theory of change Individuals Systems Systems If we expand talent pipelines, develop leaders, and increase diversity at social impact organizations Children and families in underserved communities will thrive Then… Organizations Organizations Organizations will be better able to achieve their missions and drive results Individuals So that…

  3. We identified four key challenges facing nonprofits and emerging leaders across the talent lifecycle Professional Development Recruiting Management Support Employee Growth • Insufficient resources to assess growth opps/skill gaps and support professional development • Finding talent for specialized roles • Succession planning for C-level roles • Barriers to enter the sector, esp. for people of color • Absence of expectations & training for leaders to effectively manage people • Lack of feedback and coaching for employees • Lack of career paths and resources to support professionals in advancing internally or externally  results in employee turnover • Lack of focus on creating inclusive work environments negatively impacts people of color 3

  4. These challenges are amplified by four aspects of the nonprofit ecosystem Professional Development Recruiting Management Support Employee Growth Minimal Human Capital Infrastructure Lack of Funder Investment Implicit Bias Non-Competitive Compensation 4

  5. ProInspire alumni data highlights these challenges ProInspire Fellowship (2014 Alumni Survey) Fellows stay at their placement organization on average for 2 years After leaving placement organization, pattern suggests alumni going to grad school or the private sector, rather than to other social sector organizations Alumni are relatively satisfied at their current organization, but have negative perceptions about the social sector overall around career paths, talent oriented culture, and compensation Managing for Success (2015 Alumni Survey) Most M4S Fellows are still at their organization* Pattern suggests alumni move to another social sector org within 2 years of completing M4S; half go to a smaller organization 55% of alumni said they are at least somewhat likely to leave their org within a year; majority are likely to stay in the social sector Alumni are relatively satisfied with relationships and job content at their organization, but have negative perceptions of career progression opportunities and management effectiveness at their current organizations and the sector overall *Majority of M4S Fellows surveyed completed program in 2014 or 2015

  6. Key takeaways for ProInspire’s strategic planning Nonprofit organizations face talent challenges across four key areas: recruiting, management support, professional development, and employee growth. These challenges are amplified by lack of funder investment, minimal human capital infrastructure, implicit bias, and a compensation model that is not competitive. Turnover among emerging leaders, resulting from unclear career paths, perceived management ineffectiveness, and lack of a talent culture, leads to the loss of high performing talent within nonprofit organizations. Nonprofits and foundations are starting to prioritize talent and diversity more than ever before, but lack the infrastructure to do so effectively. ProInspire's results around racial/ethnic diversity in our programs are a key strength and present an opportunity for greater impact.

  7. Our current programs target leaders at different levels TARGET PROGRAM FOCUS Writing, speaking, and field-wide initiatives focused on diversity, equity, and talent Thought Leadership Social Sector Wide Programs based on ProInspire’s proven curriculum and tailored to organization needs Leadership Development Programs Across Organizations Matches leaders with an executive coach for a three month coaching engagement Executive Coaching Exec Level Individuals Director Level Individuals GAP Prepares new nonprofit managers with key management skills Managing for Success Manager Level Individuals Recruits outstanding young business professionals to work full-time for nonprofits ProInspire Fellowship Early Career Individuals

  8. Next Steps in Strategy Process Conduct primary research around leading options Refine bold goal, strategies, and theory of change Develop implementation plan

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