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|Archives - October 2009|
|Thursday, October 01, 2009|
BY ADAM DAVIS AND SU MIDGHALL
Two important themes emerged in a comparison of the inaugural 100 Best Nonprofits survey and those from the 100 Best Company survey: The two groups of employees are very similar in the importance they place on what makes a great workplace, but their satisfaction levels with several key issues are very different.
The 6,700 employees who participated in the 100 Best Nonprofits survey and the workers who participated in this year’s 100 Best Companies survey all ranked satisfaction and importance of 50 workplace qualities in six categories: benefits and compensation; work environment; decision-making and trust; performance management; and career development and learning. (Ten questions on sustainable practices were surveyed but not used to rank Nonprofits or Companies. The responses to those questions are used to rank the 100 Best Green Companies.) Because many of the same questions were asked in the two surveys, responses were easily compared among employees of these two business sectors.
Employees in the Nonprofits and Companies surveys reported virtually no differences in what workplace qualities were important to them, with the exception of two questions. Nonprofit employees’ rated slightly higher the importance of “fairness for differing racial, gender, sexual-orientation, or disability groups” and of the “organization’s broader support for the community.”
These were not major differences, but were the most noticeable among all of the workplace qualities. As one employee noted about his nonprofit employer: “The management team is great and is made up of both men and women. Women are held in equal esteem as men. The board is equally balanced between men and women.”
As a whole, employees in the nonprofit survey assigned their highest importance ratings to two workplace variables: “treatment of employees by supervisors,” and “pride and belief in the organization.” The latter item clearly reflects the mission-driven quality of nonprofit organizations and their employees, while the former speaks for itself. Nonprofit employees assessed all workplace characteristics to be of relatively high importance.
While importance ratings were highly consistent in this survey and differences between both groups of employees on areas of importance were quite small, there was a much bigger difference between the groups with the satisfaction ratings of the 50 workplace qualities.
Nonprofit employees were most satisfied with having “clear understanding of the organization’s mission and purpose,” “fairness for differing racial, gender, sexual-orientation, or disability groups,” and “pride and belief in the organization.” As noted earlier, the latter was also one of the most important aspects for employees. One employee commented, “There is a sense of family and pride in the work that we do, we work hard and have a fun time doing it.”
By contrast, nonprofit employees rated their least satisfaction with “opportunities for increases in pay and benefits,” “rewards for top performance,” and “timely discipline and termination of poor performers.” The lowest satisfaction ratings were around compensation structures, but it’s important to note that nonprofit employees were making a distinction between opportunities for financial growth and learning versus their actual compensation.
Many of the largest differences between employees in the 100 Best Nonprofits survey and those in the 100 Best Companies survey were in career development and learning, not benefits and compensation. While many nonprofit employees saw career development and learning (including opportunities for increases in pay based on performance) as an area in which their employers can improve, employees in this sector demonstrate strong mission-driven dedication to the organizations in which they are employed.
These employees value, and feel they experience the benefits of, a flexible work environment that allows for the balancing of work and family life, which promotes fairness toward workers from all groups, advances a commitment to the betterment of the community, and promotes sustainable practices.
Through the results of this survey employees are telling a story to their nonprofit employers that they want more dialogue about how best to retain their highly qualified staff. This includes opportunities for pay increases, performance-based promotions and rewards, acknowledgment by management for performance, and the organization’s commitment to general career and salary advancements.
Monday, February 23, 2015
BY JESSICA RIDGWAY | OB CONTRIBUTOR
Live, Work, Play: Catching up with Chris Johnson.
Thursday, January 29, 2015
BY JASON NORRIS | OB GUEST BLOGGER
Active vs. passive investing: what you need to know.
Saturday, February 21, 2015
BY LINDA BAKER | OB EDITOR
Will community banks survive the digital age? Three CEOs peer into banking's crystal ball.
Friday, February 27, 2015
BY OB STAFF
Oregon Business held its 22nd annual 100 Best Companies to Work For in Oregon celebration Thursday night in the Oregon Convention Center.
Thursday, February 12, 2015
BY JACOB PALMER | OB DIGITAL NEWS EDITOR
Examining the governor's rapid fall from grace in a "bizarre" and "unprecedented" saga.
Friday, February 20, 2015
BY AMY MILSHTEIN | OB CONTRIBUTOR
Don’t just sit there. For a healthy workplace, move up and down — and all around.
Friday, January 09, 2015
BY JACOB PALMER | OB DIGITAL NEWS EDITOR
Industry groups identify top trends for 2015.
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|How Oregon will survive the loss of Hanjin|
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|How a Utah-based essential oils company cornered the Oregon market|
|Obama's veto of Keystone XL pipeline withstands Senate override attempt|
|Production of larger iPad delayed|
|McDonalds pledges to stop selling chicken raised with antibiotics|
|Uber invests in mapping software, setting up contention with Google|
|Bill Gates leads Forbes' richest people list|
|Oil continues to gain on supply risks|
|With AmEx out, Costco turns to Visa, Citi|
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The Firm was recognized for the strength of its case matters during 2014, including precedents set or verdicts with notable high dollar amounts at stake.