|| Print ||
|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, July 13, 2015
BY CAMILLE GRIGSBY-ROCCA
Can the brave new world of neurotechnology help an OHSU surgeon find a cure for obesity?
Monday, June 22, 2015
The Clean Fuels/gas tax trade off will go down in history as another disjointed, on-again off-again approach to city and state lawmaking.
Friday, July 10, 2015
BY JOE CORTRIGHT
The false promise of economic impact statements.
Thursday, June 25, 2015
An international architecture firm known for its design of the National September 11 Memorial Museum Pavilion in New York unveiled its plan this week for a modern indoor/outdoor food market at the foot of the Morrison Bridge in downtown Portland.
Friday, July 10, 2015
BY AMY MILSHTEIN
When gossip crosses the line.
Tuesday, June 09, 2015
The technology at the center of Oregon’s road usage fee reform.
Monday, August 03, 2015
BY KIM MOORE | RESEARCH EDITOR
Pushing the extreme.
|10 Innovators in Rural Health|
|The Private 150: From Strength to Strength|
|Farm in a Box|
|Flattery with Numbers|
|Preserving the Legacy|
|Downtime with Debra Ringold|
|Washington to add 7 cents to gas tax|
|Wages, benefits grow at slowest pace in 33 years |
|Amazon earns $92M in profit|
|Under Armour bests Q2 earnings expectations|
|More than a hundred passengers forced to stay overnight at PDX|
|Immunization rates to be available to parents|
|CEO who pledged $70K minimum wage sued by brother|
One of the many reasons why businesses fail is due to the lack of attention to analytics. Sure, you can go on running your business, but mastering the science of analytics will translate into a business advantage.
Court experience helps legal firm anticipate potential problems for clients and prevent expensive litigation.
When Garmin AT needed to consolidate operations for its 550 employees, it scanned its entire corporate map for possible sites.
Professional and Continuing Education (PACE) and the College of Business at Oregon State University is offering “Business Analytics for Competitive Advantage”, a two-day intensive workshop.
A look back at the shifting sands of Portland’s growth and development.
Robert S. Wiggins has joined Lane Powell as a Shareholder in the Corporate/M&A Practice Group. Wiggins is a well-known lawyer, entrepreneur, and investor with more than 30 years of experience leading and advising established and emerging companies in the Pacific Northwest. Wiggins will focus his practice on offering outside general counsel services, including general corporate and board representation, business transactions and capital events.