Trolling across the pages of BusinessWeek, I came across an interesting article about the surprisingly high turnover many nonprofits encounter and the “leaky bucket of volunteerism.”
“Earlier this year, the Stanford Social Innovation Review published a piece that noted how poorly most nonprofits manage their volunteers. As a result, more than a third of the 60 million-plus Americans who donate their time and talents one year don’t do so the next—not only at the organization where they’d signed up, but at any nonprofit at all. Some call this “the leaky bucket of volunteerism.”
There are a host of reasons for this pullback, according to the analysis, including nonprofits inadequately recognizing the contributions of their volunteers and a lack of training among volunteers and their managers.
But Robert Grimm, director of research and policy development at the Corporation for National and Community Service and one of the authors of the article, believes there’s a more fundamental issue to grapple with: It isn’t so much that volunteers have nightmarish experiences at nonprofits, he says; it’s that they have “bland” ones.”
This certainly sounded familiar to me and I’m sure it sounds familiar to many of those in for-profit organizations as well. Who hasn’t experienced being “inadequately recognized for their contributions” and noticed a “lack of training among workers and their managers?”
Gone are the days where most companies hired the best and brightest kids out of school and groomed them through training and mentoring for corporate positions. Gone are the days of lifetime employment. Gone are the days where organizations treated human capital as human. More often than not, modern workers are being treated as interchangeable cogs in a machine rather than creative, innovative thinkers with potential who are essential to the growth and prosperity of a business.
A recent article in the Wall Street Journal on how small companies are luring big-company talent neatly underscored this mindset:
“In March, Jack Rabbit Collection LLC, a three-person handbag and leather-accessories maker in Los Angeles, was able to snag a large rival’s design-development executive after that person was laid off.
Founder Mollie Culligan says the new hire, who has connections to tanneries and vendors, has helped the label reduce per-unit costs 20%.
Plus, Ms. Culligan doesn’t have to spend as much time mentoring and can instead concentrate on her design work.
“Before, I had to train people myself and really dump so much energy into inexperienced people who didn’t really add value,” she says.”
Why is training and mentoring seen as so much of a burden for employers?
I see scores of job ads searching for that elusive person with the exact, unique set of skills who can “hit the ground running” with little to no guidance. What person will honestly be able to have 100% of the skills and knowledge to function with no on-boarding whatsoever? I’ve watched first hand how management has hired talented people with a great background from outside the industry who end up floundering and eventually leaving because they simply do not understand the specific business model of this company and therefore could not be successful at their work. No one bothered to explain it to them when they started and even if the new hire was motivated enough to ask someone, chances are that person didn’t know either.
It is ridiculous for companies to invest nothing in their employees up front (in terms of knowledge and guidance, not salary and benefits) but expect a maximum return. Viewing workers as dynamic individuals with unique skills, motivators and potential rather than a vessel for tangible skills is the key to better worker engagement and sustained company growth.
The moral of the story is this:
- Empowering employees to make decisions and generate ideas helps the business.
- Employees cannot formulate informed decisions or ideas without a minimum amount of knowledge about the company and its goals.
- Determining a set level of basic knowledge and disseminating that your employees on the first day, week or month of hire will not only increase the likelihood of their job satisfaction (because they feel empowered and informed) but will improve your bottom line due to the creativity and productivity of your team.
As GI Joe says, “Knowing is half the battle.”