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Engaging the Nonprot Workforce:
MISSION, MANAGEMENT AND EMOTION
Opportunity Knocks is a national
online job site, HR resource and
career development destination
focused exclusively on the nonprot
community. We are committed to lead and support eorts that help further
nonprot careers and promote a robust workforce that enables organizations to
complete their missions. For nonprot professionals, OpportunityKnocks.org is
the premier destination to nd nonprot jobs and access valuable resources for
developing successful careers in the nonprot community. For employers, www.
OpportunityKnocks.org is the best way to nd qualied candidates and receive
valuable information that nonprot organizations need when building successful
recruitment, retention and human resource strategies.
Partner Organizations
ank you to our partner organizations who were instrumental in the preparation
of this report.
Contents
Executive Summary & Key Findings
Introduction
Dening employee engagemnt
Why does engagement matter?
Who is engaged?
What management & organizational factors aect engagement?
Mission Attachment
Career Development
Compensation & Benets
Job Specicity
Management Relations
Participatory Management
Emotional Engagement & Burnout
Do demographic factors impact engagement?
How does engagement impact employee turnover?
How does employee engagement impact our community?
Appendix
Summary: Areas of Concern / Areas We can Build On
Best Practices & Recommendations
Study Methodology & Survey Instrument
References
Acknowledgements
T
ENV IRONMENTAL
AND PUBLIC A FFAIRS
School of
Key Findings. e ndings of the study rearmed the notion that nonprot
employees care. Engagement and mission attachment are directly related. Employees want
to work for an organization whose mission they believe in and where they feel the work they
do directly contributes to advancing the organization’s mission. Employers need to focus on
strategies to create meaningful work for their employees.
e study also suggests the importance of an open and
organized work environment, where employees are asked
to take part in making important decisions related to the
organization and their own work and where expectations
and measures of success are clear and well dened. In
addition, employees need to feel empowered to achieve
this picture of success.
Engagement and
mission attachment
are directly related.
Executive Summary
Employee engagement is a term that describes an individual employee’s attitudes and
disposition towards the employer, the employer’s mission, and the content of an employee’s
work. When an employee is engaged, that employee is typically more satised, more
productive, and less likely to leave the employer to seek other employment.
Organizations must take responsibility to engage their employees by ensuring the
workplace is managed in a way that is conducive to engagement and meets the employee’s
needs whether they be internal, such as the need for meaningful work, or external such as
the need for healthcare.
To help employers better understand engagement, we conducted a study on what factors
help to engage nonprot employees, focusing especially on factors employers have the
ability to change.
rough a survey conducted in June 2011, we were able to collect 2,122 complete
responses to questions regarding employees’ motivations for work, workplace environment,
and benets received, among other factors. e study also highlights turnover intentions
of the employees surveyed and the implications of employee engagement for organizations,
the employee, and communities.
e ndings altogether paint a picture of the important role employers can play in the
engagement of their employees, and the reciprocal role that engagement plays in the
success of the organization.
4 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Nonprofit employees
want to work in a place
where they can advance
and develop skills.
A positive relationship with one’s direct supervisor is positively related to employee
engagement. We emphasize the importance of management training, as managers are the
most direct link between employees and the leadership of the organization, and have the
most inuence over the average employee’s workplace experiences.
When asked what benets were most important to nonprot employees, the most common
response was the opportunity for professional development. Employees want to work in a
place where they can advance and develop skills. Employers who try to promote from within
or who try to provide ongoing training for their employees are taking important steps towards
furthering engagement in their organizations.
Employers question whether or not they are oering
enough pay to retain their employees and keep them
satised. Our ndings suggest that getting paid more
in terms of dollar amount does not necessarily make
an employee more engaged. Instead, pay satisfaction
has more to do with an employee’s expectations for pay.
Strong evidence suggests employees who feel attached
to their work on an emotional level are more likely to be engaged than those employees
who do not. Yet, it is important to highlight the negative side of emotional work, surface
acting, where employees feel the need to hide their true feelings. is can be common among
employees who work in human services nonprots
and deal with clients who are in dicult situations.
Previous research suggests surface acting can lead
to burnout or disengagement, and, ultimately,
higher rates of turnover.
We found that only 55% of respondents plan to
continue working for their current employer. Of
those planning on leaving their current organization (45%), more than half plan on leaving
within the next two years. Fortunately, we believe that this high rate of turnover is not as grim
as it may seem when certain factors are taking into account. While some previous research has
suggested that employees who have worked for an organization for a longer period of time
are more likely to turnover, our analysis did not nd a signicant dierence in the turnover
intentions or engagement of employees who had been in their current jobs
for longer periods of time.
A potential downside of
emotional engagement is
burnout: the consequence
is higher turnover rates.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 5
Introduction
Working in the nonprot sector provides one of the most challenging and rewarding
career paths available. e nonprot sector’s rich variety of missions and goals touch
almost every important issue in society and the growth of this sector means that more
and more people choose to dedicate their careers to work in the nonprot sector. According
to the Federal Bureau of Labor Statistics (2006), the nonprot sector is now the nation’s
fourth largest employer behind only retail, manufacturing,
and food services. e sector employs more than 10% of
the nation’s workforce (Sherlock & Gravell, 2009). e
recent economic downturn has
made many of these jobs even more challenging in
the face of increasing demands and tighter resources.
e work found in the nonprot sector can mean
being employed by some of the largest and most
prestigious organizations in the world or in very
small organizations that are only beginning to establish
themselves. e main unifying quality of work in the
nonprot sector is how often nonprot jobs engage
workers in causes and communities to a greater degree
than work in for-prot and government organizations.
Previous research has found that many nonprot
employees identify belief in the mission as one of the
most important reasons that employees chose their
current jobs (Word & Carpenter, forthcoming).
However, recent surveys have found that up to a third of nonprot employees are
disengaged and this disengagement is partially due to a worsening work environment
brought on by the dicult economic environment (Watson,
2009). e goal of this project is to better understand the ways
in which nonprot employees are engaged and the impact of
employee engagement and disengagement upon employees,
nonprot organizations and communities.
Employees form the core of all organizations. e ability of
organizations to meet and exceed goals is mainly determined
by the talents and eorts of workers. e dicult challenges
faced by communities across the United States and the
nonprot organizations serving those communities make it
more important than ever to fully engage an employees’ talent,
passion and intellect in the most eective ways. Engagement
of nonprot talent is important not only for the current
work force but also for the recruitment of future leaders and
employees into the sector. Employee engagement means
not just better outcomes for communities but also better
workplaces for individuals who feel their organization
actually cares about their well-being and growth.
The goal of this
project is to better
understand the ways
in which nonprofit
employees are
engaged and the
impact of employee
engagement and
disengagement upon
employees, nonprofit
organizations and
communities.
Employee
engagement
means not just
better outcomes
for communities,
but also better
workplaces
for individuals
who feel their
organization cares
about their well-
being and growth.
6 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
True engagement
goes beyond a
concern of what
aspects of the work
affect employee
success, expanding
into what aspects
of their work also
affect the success
of the organization.
Dening Employee Engagement. Many denitions of engagement
exist both in the academic literature and in popular management culture. e multitude of
denitions share some commonalities including a focus on not just the physical presence and
observable behavior of an individual in the workplace but also a commitment of an employee
to work that is both cognitive and emotional (Kahn, 1990).
“Employee engagement is the level of commitment and involvement an employee has toward their
organization and its values” (Vazirani, 2007). “Engagement is the willingness and ability to
contribute to company success, the extent to which employees put discretionary eort into their
work, in the form of extra time, brainpower and energy” (Towers Perrin, 2007).“Engagement is
the employee’s decision to apply his/her discretionary eort to the goals of the enterprise, to accept
those goals as his/her own and to wholeheartedly commit to achieving them.” (Fineman & Carter
2007) (Schweyer, 2009, p.4)
It should be noted that “employee engagement” is not just another term for “employee
satisfaction.” While satisfaction is denitely part of engagement, true employee engagement
goes beyond a concern of what aspects of the work aect
the employee’s success, expanding into what aspects of
their work also aect the success of the organization.
One validation of this dierence between satisfaction
and engagement is that it is, in fact, possible to have an
organization comprised of satised employees who are
disengaged from the success of the organization.
e engagement of employees is thought to be aected
by many dierent aspects of the relationship between
individuals and their work, including both rational
calculations and emotional investment (Tower Perrin 2003;
Kahn 1990; Maslach et al, 2001). Our survey measures not
only employee satisfaction as an indicator of engagement
but also the extent to which employees are involved in
their work professionally and emotionally.
Previous research has suggested job involvement is strongly related to emotional engagement
and has an impact on organizational eectiveness, productivity, service quality and job
performance (Argyris, 1964; Hackman & Oldman, 1980; Erikson, 2004). Job involvement
can be characterized as “the degree to which a person identies with his or her job, actively
participates in it, and considers his or her performance important to a sense of worth, self-esteem,
or image” (Robbins, 2003, p.72).
Job involvement is also closely related to the concept of “employee engagement” and for that
reason we incorporated job involvement into our model of employee engagement.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 7
Why does engagement matter? Employee engagement is a challenge
faced by all organizations regardless of sector and has been a subject of research in both
the public and for-prot sector for decades as organizations have tried to nd ways to
improve their outcomes by activating the skills, abilities and passions of employees. Current
engagement literature suggests an engaged workforce could be mean the dierence between
a “solvent” organization and a thriving organization, as employee engagement has been
shown to have a positive impact on key organizational outcomes including: higher worker
productivity and creativity on the job, higher levels of job satisfaction, and lower turn-over
rates (Polley, Vora & SubbaNarasimha, 2005).
Additionally, research concerning for-prot organizations has found that employee
engagement has a positive impact on an employee’s emotional and intellectual commitment,
employee eort and productivity, customer satisfaction, organizational success and nancial
performance (Baumruk 2004; Bates, 2004; Harter, Schmidt, & Hayes, 2002; Richman 2006;
Hewitt Associates, 2005). But nonprot organizations must realize that employee engagement
is not just a for-prot sector concern. In a recent report, nonprot leaders ranked human
resource management as the “most depleting”
aspect of their work (Cornelius, Moyers & Bell,
2011). is suggests that nonprot leaders need
additional resources and training to help them
to better manage and engage their employees.
In addition, nonprots report a 3.1 percent
annual rate of employee turnover in comparison
to 2.7 percent for business and 1 percent for
government (Cappelli, 2005), suggesting that
turnover is a signicant challenge for the sector
and may lead to increased personnel costs
and other issues for organizations. A better
understanding of employee engagement may
help organizations identify better strategies to
engage their employees, avoid burnout, and
ultimately decrease turnover rates, in addition to lowering costs and creating more eective
organizations. e eects of employee engagement may even go beyond beneting specic
organizations as recent research examining the role employee engagement and motivation
plays in the public and nonprot sectors has demonstrated that employees who are more
involved in their work are also more likely to be involved in their communities (Word
& Park, 2011). e sum of these ndings suggest that enhancing nonprot employee
motivation may enhance the outcomes for nonprot organizations as well as the
communities they serve.
A better understanding of
employee engagement may
help organizations identify
better strategies to engage
their employees, avoid
burnout, and ultimately
decrease turnover rates,
in addition to lowering
costs and creating more
effective organizations.
Be deliberate about engagement.
True employee engagement rarely “just happens.” It requires strategic
actions, communicated vision, and constant maintenance to keep
organizations vibrant and growing.
RECOMMENDATION
8 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Who is engaged ?
In this section, we will describe the dierences between individuals who were found to
be more engaged in their organizations and those who were found to be less involved.
We examined many dierent aspects of the work environment in an attempt to understand
not only why individuals are engaged in their work, but also what organizations can do in
order to make a dierence in engagement by identifying what types of interventions might
be most eective, based upon dierences between workers and work environments.
Our analysis identied a core group of key indicators of engagement and its opposite,
disengagement or burnout, as summarized on the following chart. While our ndings
demonstrate a high level of engagement among many nonprot employees, they also raise
a warning that suggests as many as 30% of nonprot employees may be burned out, with
another 20% (those in the middle) in danger of burnout.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 9
... yet many are burned out or at risk of burnout.
Most nonprofit employees are
highly engaged in their work ...
ENGAGEMENT INDICATORS
I do extra work for my job that isn’t
really expected of me.
e programs and sta support the
mission of my organization.
strongly Agree to Agree neutrAl DisAgree to strongly DisAgree
I am aware of the direction & mission
of the organization where I work.
My work contributes to carrying out the
mission of my organization.
I like to work for my organization
because I believe in its mission & values.
My job gives me the opportunity to
fully express myself as a professional.
I am very satised with the
kind of work that I do.
My current position is well suited
to my needs.
I am respected and treated fairly by
my supervisor.
83% 11% 6%
86% 4%
90% 6% 4%
89% 8% 3%
84% 11% 5%
46% 22% 32%
71% 17% 12 %
59% 21% 20%
73% 12% 15%
I feel “used up” at the end
of the work day.
I leave work feeling tired
and run down.
Working directly with people
puts alot of stress on me.
Time seems to drag while
I am on the job.
It has been hard for me to get
very involved in my job.
neVer to once in A While soMetiMes oFten to AlWAys
42% 24% 34%
47% 24% 29%
70% 19% 11 %
74% 16% 10 %
79% 11% 10%
BURNOUT INDICATORS
10 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
What management
& organizational factors
aect engagement?
Among the many aspects of the workplace environment, areas over which
employers have the most control are their management strategies and the
training of supervisors. is section examines the following aspects of
organizations and management in order to help organizations understand
which strategies have the most impact upon engagement.
Mission Attachment
Career Development
Benets and Compensation
Job Specicity
Management Relations
Participatory Management
Emotional Engagement and Burnout
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 11
Mission Attachment
Missions are at the very core of nonprot
organizations and provide both an internal and
external expression of the goals and values of the
organization (Brown & Yoshioka, 2003). Prior
research has found employees who expressed a
higher level of mission
attachment were also
more likely to be
satised and express
the intention to remain
with an organization.
Our survey ndings
conrm that mission
was an important factor
for many in choosing
their current job with 87% of all respondents rating
the ability to serve the mission of their organization
as important to very important. Our study also
examined the impact of mission attachment
on employee engagement and involvement by
examining the extent to which nonprot employees
felt attached to the mission of their organization and
ultimately the impact of those feelings on their level
of engagement.
When nonprot employees were asked about the
mission of their organization, 89% of respondents
were aware of the direction and mission of their
organization, and only 5% were unaware of
their organization’s mission. e majority (81%)
agreed that the programs and sta support their
organization’s mission, and 89% believed that their
work contributed to the carrying out of that mission.
Although a majority of respondents (83%) liked
working for their organization because they believe
in its mission and values, 5% disagreed or strongly
disagreed.
Our analysis showed that nonprot employees
who were more attached to the mission of their
organization were also more likely to be engaged.
is nding demonstrates the importance of mission
not only to guiding organizations but also for
creating meaning in the work individuals do on a
daily basis. Nonprot employees who were aware
of the mission, believed in the mission and values,
and felt that the
program they
worked in
supported the
mission, were
more engaged
than those who
felt dierently.
84%
say mission
is important
89%
believe their
work supports
the mission
Communicate the mission and strategy.
For employees to truly embrace an organizational mission of the organization, they must know what that
mission is and how the organization is performing toward meeting those goals.
Hire for your culture.
While many interviews focus on the functional skills of the candidate, interviewers must also be trained
to hire for “culture t” within the organization. Without this “t,” new hires typically experience a
dicult assimilation period, longer transitions to productivity, and a weakened basis for engagement.
Continually discuss and reinforce
your mission statement and Core Values.
Developing Core Values that dene the internal fabric of the organization and commitments
of every individual within help to dene the priorities and the environment. In this primarily
internal document, each statement should have a “We will always…” certainty to it. For example,
“We will always treat each other with respect and show genuine concern for each other’s success.”
RECOMMENDATIONS
Career Development
Investment in an employee’s career development
has been shown to play an important role in an
employee’s satisfaction and feelings of ecacy.
Nonprot organizations in particular face some
diculties in addressing the challenges related
to career development
in part because of the
smaller size of many of
these organizations and
the budget diculties
many are now facing due to the economic downturn.
is area of the survey revealed perhaps one of the
more important, but dicult, areas for nonprot
organizations and managers to address.
e survey results revealed that an equal number
of nonprot employees (37%) agreed or strongly
agreed as disagreed or strongly disagreed that they
felt as if there were opportunities for them in the
future of their organization. 43% of respondents felt
that fullling all of their job responsibilities did not
improve their chances of being promoted. is seems
to conrm earlier studies which found that nonprot
employees felt that there were few opportunities
for advancement or career ladders available to them
(Commongood Careers, 2008).
Close to half of respondents (45%) indicated that
they do not receive regular/on-going training to
perform their job, while only 29% felt they did
receive regular/on-going training. Additionally, a
high percentage of respondents (37%) indicated that
they felt their organization does not take an interest
in their career development and advancement, while
35% felt their organization did take an interest, and
42% felt their career development needs were not
being addressed. Again, these are interesting ndings
when compared to respondents’ answers about
what motivated them to choose to work for their
current employer, in which 70% rated professional
development and 56% rated the potential for
career advancement and professional development
as important or very important in selecting their
current job. e disparity between the reasons
individuals choose particular jobs
and their perspective on the support
they feel they actually receive
in their organization suggests a
mismatch between expectations and current work
environment. is may indicate that although career
development and opportunities for advancement
are an important motivating factor for employees
to choose an organization, these needs are often
unfullled.
Employees who felt their organizations supported
their needs in terms of career development through
training, opportunities for advancement and
promotions, and other forms of career support
were more likely to be engaged. Additionally,
our analysis demonstrates that investment in
employee career development is negatively related
to disengagement or burnout of employees. is
suggests that organizations that invest not only create
more engaged employees but also are better able to
avoid the negative eects of burnout on employee
morale and turnover. e investment in training
has the dual eect of creating both higher levels of
engagement in the workforce as well as the potential
to make employees more eective at their jobs by
increasing skill levels.
High expectations
Develop employee talent.
With “professional development” being cited as an important factor, employers must take steps
to dene career paths, show intent to promote from within, and take an active interest in each
employee’s development.
RECOMMENDATION
often unmet.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 13
Compensation & Benets
Job seekers and employers tend to focus on pay as a key aspect
of employee satisfaction. However, research has revealed that
pay is only moderately related to employee satisfaction and
involvement (Judge et al, 2010). Instead, research suggests pay
is a more important factor in selecting a job than in overall
motivation and satisfaction once an individual is employed.
is suggests that other aspects of the employee-employer
relationship are more important to overall employee satisfac-
tion and engagement, including non-monetary rewards such
as benets and policies that allow employees to balance home
and work life. However, we did include satisfaction with pay
and other benets as part of our analysis of employee en-
gagement in the nonprot sector in part because of the well
documented issues surrounding compensation of nonprot
employees.
Compensation. Our survey represents employees
across a wide range of salaries, as indicated on the following
chart. Overall, only 36% of respondents were very satised or
satised with the amount of pay they receive, whereas 30%
were dissatised with their pay. While past research results
concerning the impact of employee compensation have been
mixed, there has been large scale agreement that insucient
pay can lead to dissatisfaction among employees. Our
analysis did nd a positive relationship between employee
pay satisfaction1 and overall employee satisfaction and
engagement, but not with actual pay.
Pay has long been a topic of discussion in the nonprot sector
with a great deal of research examining the reasons for lower
average salaries in various areas of the nonprot sector (Leete,
2006). Some theories have argued that the pay gap in the
nonprot sector exists due to the willingness of individuals to
work for lower wages if they feel the work they are doing is
meaningful (Frank, 1996). is suggests the weak relationship
between actual pay and employee engagement may be due
toan acknowledged trade-o that individual employees are
making in terms of their salaries in order to work for a cause
they value.
1 Pay satisfaction measures an individual’s feelings concerning the fairness of
pay given personal experience, job characteristics, and economic conditions (Heneman
& Schwab, 1985). Our survey asked respondents about their satisfaction with both direct
(compensation) and indirect (benets) forms of pay to construct a single measure of pay
satisfaction.
42
%
felt fulfilling all job
responsibilities does
not improve chances
for promotion
43%
37
%
42
%
felt they did not receive
regular, ongoing training
to perform their job
felt their career
development needs
are not addressed
felt organization does
not take an interest in
their career development
and advancement
Why they chose job:
70
%
56
%
value professional
development
opportunities
value potential for
career advancement
How they rate job:
14 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
e second hypothesis oered to explain wage
dierences between sectors suggests nonprot
organizations pay dierently because of dierent
conditions or pressures that exist in dierent
sectors (Leete, 2006). is suggests that the
work characteristics of the sector are the primary
determinants of compensation. In other words,
sector pay is not lower because workers voluntarily
work for less; instead, the type of work that is
performed is in less demand than the skills sets
that receive higher pay in other sectors. is may
also explain the weak relationship
between actual compensation
and employee satisfaction because
workers may have looked at jobs
in the public or
for-prot sector and found
that pay in a nonprot was
similar to other sectors. is
would mean that even at lower levels of pay, they
might be equally satised regardless of sector and
might not have had higher paying options or even
job opportunities elsewhere. However, 47% of
respondents are not satised with their pay given
their skills and the eort they put into their work.
Only 31% are satised with their pay relative to
their skills and work eort.
Candidates are also comparing compensation
oered to their perception of their worth in the
“open market.” While the employer only has
one environment to oer the
candidate, the candidate can
choose/pursue the environment
they want to work within from
all available openings in the
market.
47%
are unsatisfied
with pay given
skill & effort
Pay Ranges
Under $20,000 7.3%
$20,000-$29,000 10.3%
$30,000-$39,000 19.0%
$40,000-$49,000 18.0%
$50,000-$59,000 13.9%
$60,000-$69,000 9.9%
$70,000-$79,000 5.9%
$80,000 & above 15.6%
% of respondents
Reward talent.
Despite limited budgets, nonprot employers are still competing against all employers in the market for top
talent. erefore, eorts must be made to develop pay scales that are as competitive as possible to attract the
level of talent and skills needed.
Provide recognition awards.
Many employees, in the absence of meaningful recognitions for their achievements, only
have pay as a gauge to measure their perceived value to the organization. By not
developing additional recognition channels, employers may actually be intensifying
employee dissatisfaction with pay.
RECOMMENDATIONS
Benets. In terms of benets, individuals
identied many dierent areas that were important
to them when it came to choosing their current
job. Professional development was most often
identied by respondents as an important to
very important (70%) factor. e next highest
ranked benets were vacation time and health care
coverage. Over half of the respondents identied in
descending importance: alternative or exible work
hours, potential for advancement, sick or personal
leave, retirement. Of least importance were tuition
reimbursement and child/elder care benets.
Benefits among key
factors in job choice.
% rating as very important to important
Vacation Time 66%
Health Care Coverage 66%
Alternative Scheduling 60%
Sick/parental/personal leave 55%
Retirement plan 49%
Tuition Reimbursement 23%
Child/elder Care 12%
16 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Job Specicity
Many aspects of work shape the nature and relation-
ship of individuals to their jobs. One factor that
has been cited as important to increasing employee
satisfaction is the clarity employees feel about what
is expected of them in terms of their job. e clearer
the relationship between the tasks required of an
employee and the eventual outcomes the more likely
an employee is
to feel success is
possible and their
actions will lead
to achievement of
the mission (Locke
& Latham, 1990;
Wright, 2007).
66% of nonprot
employees felt they have a clear understanding
of what their supervisors expects them to do,
18% do not have a clear understanding, and
16% did not express strong feelings. Although a
majority of respondents (74%) felt they have a
clear understanding of their job duties, over half
(57%) felt they do not have enough authority to
get their job done. is suggests that even when
employees understand their work tasks other aspects
of the nonprot work environment might impede
employees from feeling that they can achieve desired
results.
Despite the divergent ndings in terms of job
specicity and feelings of employee ecacy, our
analysis demonstrates job specicity does have
a positive impact on employee engagement.
Additionally, we found employees who believed they
had a better understanding of their jobs were also
less likely to be burned out or disengaged. Employers
wishing to increase the engagement of workers can
do so by setting forth clear expectations of what
success looks like and giving employees the authority
necessary to achieve those outcomes.
57%
feel they lack
authority to get
their job done
Create specific performance standards for each position.
Employees in all work environments have three basic questions that must be answered:
1. What is my job? 2. Why is it important? 3. How do I know if I’m doing a good job?
RECOMMENDATION
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 17
Management
Relations
One of the primary relationships between
individuals and organizations is the direct
relationship between employee and supervisor or
manager. When relationships between individuals
and their supervisors go wrong, it can cause a great
deal of distress for employees. Previous research
has shown that dissatisfaction with supervision can
increase the likelihood that individuals will leave
their jobs (Kim & Lee, 2007; Larson & Hewitt,
2005).
Our survey found that the majority of respondents
were satised overall with the quality of the
supervision received. e majority (70%) were very
satised or satised with the degree of respect and
fair treatment they receive from their supervisors.
57% of respondents were satised with the overall
amount of support and guidance that they receive
from their supervisors and with the overall quality
of their supervision.
Two-thirds gave high marks for clear direction
given, opinions valued and input. Additionally, our
analysis demonstrated that individuals who felt the
quality of their supervision was high were also more
likely to be engaged than those who had a poor
relationship with their supervisors.
Build trust relationships.
Micro-management is contrary to employee engagement in that it conveys a lack of trust in the
employee’s abilities.
Provide management skills training.
Supervisors must be trained to develop skills that will enhance the potential
engagement levels of each individual on their team.
RECOMMENDATIONS
74
%
are asked for opinions and
thoughts when determining
work objectives
63%
58
%
74
%
feel involved in important
decisions about their work
have a clear sense of
priorities
have enough authority
to determine how to get
their job done
Supervisors generally
receive high marks.
% who strongly agree or agree
51
%
are asked for input in
decisions that affect them
69
%
feel free to suggest
changes in their job
68
%
have a clear understanding
of what supervisor expects
them to do
Participatory
Management
Prior research has demonstrated the importance of
involvement of employees in decision making as an
aid to increasing both employee satisfaction and
feelings an employee has about the importance of
their work (Wright & Kim, 2004). Both employee
satisfaction and the importance employees place
on their work impact job engagement. For this
reason, we asked employees how often they were
able to participate in decision making about
dierent aspects of their jobs.
Overall, the survey responses suggested that
nonprot managers do a good job of involving
employees in decision making about their jobs.
Most employees surveyed either agreed (38%) or
strongly agreed (34%) that their supervisor asks
for their opinions and thoughts when determining
work objectives. Only a slightly smaller number of
survey respondents either agreed (32%) or strongly
agreed (29%) that they felt involved in important
decisions regarding their work unit. In general, most
employees felt free to suggest changes in their job
with 67% of respondents either agreeing or strongly
agreeing. Finally, almost half of all employees agreed
that employees who are aected by decisions are
asked for their
input.
Our analysis
also showed
that employee
participation
in decision
making did
positively
impact employee engagement. is is an example of
a small change that organizations can make in terms
of management to improve employee engagement.
Simply involving employees in decisions that aect
their work and the work of the organization can
help employees feel more connected to both the
organization and its work.
72%say
their supervisor
seeks input
RECOMMENDATIONS
Encourage input.
Empowering employees to provide input into decisions increases their acceptance of changes being made and
creates a sense of authorship and pride in how valuable their input is perceived by management.
Create a culture of creativity and innovation.
Organizations must continually communicate that employee input is not only encouraged, but expected.
Strive to be more transparent.
e more information you are willing to share with your employees, the more involved and trusted they
will feel. Not feeling “in on things” is one of the most-stated reasons that employees leave organizations.
Seek out and manage efficiencies.
Ensuring that work projects have value, duplication of eort is reduced, and processes
are streamlined shows not only a degree of knowledge by the manager of the work
being produced, but a respect for the employee’s time and emotions.
Recognize signs of disengagement.
Managers must be trained to understand and be aware of the early
warning signs that an employee may be becoming less engaged.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 19
Emotional Engagement & Burnout
e importance of emotions to work is one aspect
of employment which is rarely addressed in the
popular management literature. Despite the lack
of attention given to emotional issues at work, it is
dicult to deny the importance of emotion to be
eective in many aspects of the work for employees.
Emotional involvement is often a natural part of
work, especially for many nonprot employees who
have to work with individuals facing dicult health,
social and economic situations. Employees involved
in emotional work must engage and manage their
own emotions as well as the emotions of their clients
to successfully carry out their job tasks.
Studies examining the role of emotion in the
workplace have found emotions can play an
important role in determining employee satisfaction,
involvement, and eectiveness on the job. Just
as mission plays an important role in creating an
attachment to the work we do, emotions provide
the vehicle to connect with others as we work and
help to create meaningful experiences on a daily
basis. Our analysis demonstrated that over 60%
of all of the respondents engaged in some aspects
of emotional labor and felt they had to act in ways
dierent than how they felt.
Our analysis found
a strong positive
relationship
between the
involvement of
emotion in work
and employee
engagement.
Emotional
involvement in
work has the potential to make employees feel that
their work is important and makes a dierence in
the lives of others and their communities (Guy,
Newman & Mastracci, 2008).
62%
who engage in
emotional work
hide feelings
Emotional work is satisfying, but often takes a toll.
My job requires that I hide my
true feelings about a situation.
My work requires me to deal
with unfriendly people.
I cover or manage my own feelings
so as to appear pleasant at work.
My work requires me to provide
comfort to people in crisis.
My work requires me to guide people
through sensitive and/or emotional issues.
My work involves dealing with
emotionally charged issues as a critical
dimension of the job.
neVer to once in A While soMetiMes oFten to AlWAys
38% 30% 32%
36% 36% 28%
17% 22% 61 %
59% 16% 25%
40% 21% 39%
36% 24% 40%
42% 24% 34%
I often feel “used up” at the end
of the work day.
20 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Acknowledge the skill and difficulty in emotion work.
Supervisors need to acknowledge the importance of emotional intelligence in the
workplace. is includes assessing emotion work as part of an employee’s recruitment,
annual review and considerations for promotion.
RECOMMENDATION
However, emotional engagement in the workplace
can have negative eects on employees as well.
In particular, the management of emotions can
often come at a heavy price and leads to feelings of
burnout or disengagement if handled improperly.
Research on emotion in the workplace suggests
that emotional engagement in work begins to have
a negative impact upon employees when they are
forced to act in a way that is dierent from how they
actually feel or hide their emotions below the surface
(Hoschild 1983). As we expected, our analysis
demonstrated that this “surface acting” has a negative
impact on employee engagement and satisfaction in
the workplace. Even more important, surface acting
also increases the likelihood of employee burnout
and employee turnover intentions.
Our survey found that those employees who often
feel “used up” at the end of the day are the most
likely to leave (53%) whereas only a small percentage
who rarely feel used up are likely to leave (12%).
Those with emotional burnout
have highest turnover intentions.
I feel“used up” at
the end of the day.
often to always 34%
sometimes 24%
never 42%
I am unlikely to stay
at my current job.
53%
36%
12%
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 21
Do demographic factors
impact engagement?
Past studies have suggested that employee
engagement was correlated with an employee’s
age or generation. For example, one study showed
that younger employees are less likely to be
engaged while older employees are more likely to
be engaged (Watson, 2009). is may have to do
with the dierent needs of younger generations in
comparison to older generations. Employees from
the “Millennial” generation (birth dates ranging
somewhere from the mid-1970s to the early 2000s,
often called “Y” generation) may be most engaged
in a job where training and skills development is
made available, since this is a workplace factor that
“Millennials” have singled out as important to them.
On the other hand, there are some workplace factors,
such as advancement opportunity, that seem to be
important to employees of all generations (Wong,
Gardiner, Lang & Coulon, 2008).
In this study, we examined demographic factors
such as generation, gender, race and ethnicity, and
level of education and their impact on employee
engagement.
Generational Dierences. A
great deal of discussion has been devoted to the
dierences between generations in the workplace
and the dierences that many believe exist between
the “Baby Boomers”( born following World War II,
birthdates from 1946 up to 1964) and “Millenials”
and their goals in the work environment. Our
analysis did nd that older workers were more likely
to be engaged than younger workers. e positive
relationship between age and engagement was
similar to results of previous studies which found
that older workers tended to more engaged in their
work (Word & Park, 2008; Sekaran & Mowday,
1981). However, we cannot say with certainty that
the higher levels of involvement of older workers are
related to cultural dierences between generations.
Gender Dierences. While our model
tested for dierences between men and women in
terms of engagement, we did not nd any signicant
dierences related to the gender of our respondents.
Previous research on engagement and involvement
had suggested that gender does play a role in terms
of motivation (Word & Park, 2011). is suggests
that while there may be some dierences between
the genders in terms of motivation, those dierences
do not seem to result in dierent levels of overall
engagement.
Diversity. Our analysis also failed to nd
any signicant dierences that existed in terms of
employee engagement between dierent ethnic
or racial groups. While we did not expect to see
any signicant dierences between racial or ethnic
groups, the lack of a dierence suggests that overall
minorities are at least not more likely to be alienated
of disengaged than whites and the dierences
between racial and ethnic groups in terms of
engagement are minimal.
Education. Our analysis found that level
of education did impact the amount of employee
engagement. Similar to previous research, education
was found to have a weak negative impact on
employee engagement (Sekaran & Mowday, 1981).
is nding must be interpreted with caution
since education only had a slight negative eect
on engagement and we do not wish to encourage
employers to seek out workers with lower levels of
education as a means to increase engagement. e
negative impact of education on engagement may
also reect other important sociological changes
that occur as workers gain additional skills and
knowledge through the educational process.
22 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Turnover has been estimated to be very costly to
organizations across the public and private sectors.
ese costs include both direct costs to ll a position
as well as costs that are dicult to measure, such
as impacts upon the morale and productivity of
remaining employees and loss of customers/clients.
According to a 2007 estimate by the U.S. Bureau of
Labor and Statistics, the average cost to replace an
employee is $13,996 (O’Connell & Kung, 2007).
e costs of replacement vary widely by industry
with lowest costs associated with “leisure and
hospitality” and the highest costs associated with
“information based jobs.” Estimates of employee
replacement costs include these main components:
the costs to recruit and hire a replacement; the costs
resulting from loss of productivity and potentially
lost revenues while the position remains empty; and
the costs associated with training, orientation and
development of the new employee.
Turnover-related costs can represent more than
12% of pre-tax income for the average company
to nearly 40% of earnings for
companies at the high end of the
spectrum. Additionally when
an employee leaves a position
for a new company, the company can lose up to
80% of that individual’s professional knowledge
(PricewaterhouseCoopers LLP, Global Best Practices,
PwC, 2006)
One of the clearest outcomes of an employee
being disengaged or disconnected from their work
environment is expressing an intention to leave their
current organization for a dierent job. Turnover
can be costly to organizations because it represents
not only the loss of a particular employee but also
their knowledge and experience (Gazely, 2009).
Additionally, turnover impacts not just those
choosing to leave the organization but also those left
behind, who often end up with additional work and
training responsibilities.
e ndings related to intentions of employees
to leave their current organization also suggest
serious changes need to be made in order to keep
employees in their current organization. Only
55% of respondents plan to continue working for
their current employer. Of the 45%
who plan on leaving their current
organization, just over half (51%) plan
on leaving within the next two years.
45%
plan to leave
current job
How does employee engagement
impact employee turnover?
and when.
within 6 months 22%
within 1 year 16%
within 2 years 13%
after 2 years 10%
don’t know 39%
Where they are going ...
another nonprofit 38%
government/public 8%
for-profit 7%
don’t know 47%
based on 45% of respondents intending to leave within next 2 years
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 23
e current plans for nonprot employees to
change jobs in the next two years, while somewhat
surprising, may also be a reection of changes that
have occurred
because of the
down economy
or even the
population
surveyed. e
current economy
and limited
number of job
opportunities
has kept many
individuals from switching jobs over the last several
years. To a certain extent, the survey results probably
capture this pent-up demand for many to change
jobs or organizations that has been suppressed since
the beginning of the recession. Similarly, it should be
noted that across all sectors, 84% of employees plan
to look for a new position in 2011, as reported in a
survey conducted in late 2010 by job-placement rm
Manpower (Dickler, 2011). Additionally, a separate
survey by Mercer (2011) reports that 32% of US
workers are seriously considering leaving their job in
comparison to 23% in 2005.
To a certain extent, higher turnover in nonprot
professional positions is normal because small
nonprot organizations oer little opportunity for
advancement and employees must often change
organizations to advance (Ban, Drahnak-Feller
&Towers, 2003), high turnover rates in other
positions in the nonprot sector likely result from
burnout due to work on dicult problems with
scarce resources (Gazley, 2009; Light, 2002). Mercer
(2011) also estimates that 21% of employees view
their employers unfavorably and have rock-bottom
scores on key measures of engagement.
e one bright spot for the nonprot sector is that
while many of these employees plan to leave their
current organization, they do plan on staying in the
nonprot sector. Our survey found that over a third
of respondents who plan on leaving their current
organization plan on switching to another nonprot.
A small percentage indicated they plan on changing
current employers to work for a government agency
or for-prot company. is suggests that perhaps
the desire for many employees to leave their current
organization has more to do with a lack of career
ladder or current salary than with the work the sector
performs. It also suggests that changes could be
made by current employers to retain key sta and
decrease turnover.
While resigning from the organization is the
most extreme form of disengagement, employee
retention is only one of the many tangible benets
a highly engaged workforce delivers. Increased
productivity, meaningful employee input, improved
safety, attention to detail, satised deadlines,
decreased absenteeism, minimized frustration, and
demonstrated teamwork are among the engagement
38%of
those intending
to leave plan to
stay in sector
24 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Our report has sought not only to understand
the impact of engagement on individual
organizations but also on outcomes for the
community. e nonprot sector not only serves
the interests of individual organizations but also
whole communities. For this reason, we were
interested not only in the impact of engagement
upon organizational outcomes but also employee
outcomes. Previous research suggests that the
desire to serve the public interest is related to other
activities that promote community and enhance
civic engagement, including volunteering and
voting (Houston, 2006).
Our ndings
conrmed that
more engaged
employees
were also
more likely to
be involved
in dierent
aspects of their
communities.
61% of
respondents volunteer for other nonprot
organizations which is more than twice the
national average of 26% of American adults in
2010 (Volunteering in America, 2011). 78%
of respondents strongly agreed or agreed that
they unselshly contribute to their community.
Additionally, 85% strongly agreed or agreed that
meaningful community service opportunities
were important to them personally. 76% strongly
agreed or agree that they considered community
service their civic duty. Finally, 69% strongly agreed
or agreed that making a dierence in society means
more to them than personal achievements.
Most respondents (80%) also believe that what
they do is for a cause bigger than them, 68% agree
they are prepared to make sacrices for the good
of society, and 59% agree that they would prefer
community leaders to do what is good for society
even if it harms their own interests. e majority
of respondents (58%) also feel that doing good
deeds is more important to them than doing well
nancially. is may be a reason why employees
stay with their current position even though only
37% are satised with their current salary.
Overall, increasing employee engagement not
only benets individual organizations but also
individual employees and the communities that
these organizations serve. Future research needs
to be conducted to more fully understand the
impact that a more engaged nonprot workforce
has in terms of the long term sustainability and
eectiveness of nonprot organizations. However,
this project demonstrates that many easy-to-
implement management and organizational
changes can be made to improve employee
engagement and avoid the downside of
disengaged and burned out workers.
61%
volunteer with
anther nonprofit,
over twice the
national average
How does employee engagement
impact our community?
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 25
Appendix
Summary: Areas of Concern / Strengths We Can Build On
Best Practices & Recommendations
Study Methodology & Survey Instrument
References
Acknowledgements
26 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Areas of Concern
TURNOVER
Only half plan to continue working for their
current organization.
Of those planning to leave, nearly half plan to
do so within the next two years.
EMOTIONAL ENGAGEMENT & BURNOUT
Half of employees may be burned out or are in
danger of burnout.
Individuals who are burned out are also more
likely to leave their current jobs.
Nearly one in three engaged in some aspects
of emotional labor and act in ways that were
dierent than how they felt.
CAREER DEVELOPMENT
Nearly half felt that fullling all of their job
responsibilities did not improve their chances
of being promoted.
More than a third felt strongly that there are
not opportunities for them in the future of their
organization, and that their organization does not
take an interest in their career development.
Close to half felt that they do not receive training
needed to perform their job and their career
development needs were not being addressed.
BENEFITS AND COMPENSATION
Only one third are satised with their pay level
relative to their skills and work eort; half are
unsatised.
Professional development was most often identied
as an important factor. e next highest ranked
benets were vacation time and health care coverage.
JOB SPECIFICITY
e majority felt they do not have enough
authority to get their job done.
Strengths We Can Build On
MISSION ATTACHMENT
Nine out of ten believe their work contributes to
the carrying out of the organizational mission, and
rate the ability to serve the mission as the top reason
for choosing their current job.
ENGAGEMENT IN THE COMMUNITY
Nearly two-thirds volunteer for other nonprot
organizations, which is more than twice the
national average.
Seven in ten say that making a dierence in society
means more to them than personal achievements.
e majority also feel that doing good deeds is
more important to them than doing well nancially.
is may be a reason why employees stay in their
current position even though only a third are
satised with their current salary.
e majority say they would prefer that community
leaders do what is good for society even if it harms
their own interest.
CAREER DEVELOPMENT
Seven in ten rated professional development and
half rated career advancement potential as important
factors in selecting their current job.
JOB SPECIFICITY
Two-thirds felt they have a clear understanding
of what their supervisors expects them to do.
PARTICIPATORY MANAGEMENT
Most say that their supervisor asks for their
opinion and thoughts when determining their
work objectives, and that they feel free to
suggest changes in their job.
Half say that they are asked for input if
decisions aect them.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 27
Best Practices & Recommendations
roughout this report, we have highlighted best practices and recommendations to enable and further
employee engagement. We have compiled for reference and included further concepts to help in assisting as a
guide for a proactive discussion for nonprot leaders, supervisors and team.
BE DELIBERATE ABOUT ENGAGEMENT
True employee engagement rarely “just happens”. It requires strategic actions, communicated vision, and
constant maintenance to keep organizations vibrant and growing.
COMMUNICATE THE MISSION AND STRATEGY
For employees to truly embrace the mission of the organization, they must know what that mission is and
how the organization is performing toward meeting those goals.
HIRE FOR YOUR CULTURE
While many interviews focus on the functional skills of the candidate, interviewers must also be trained to
hire for “culture t” within the organization. Without this “t,” new hires typically experience a dicult
assimilation period, longer transitions to productivity, and a weakened basis for engagement.
CONTINUALLY DISCUSS AND REINFORCE
YOUR MISSION STATEMENT AND CORE VALUES
While many organizations have a published Mission Statement, employees may view this as simply a
means of marketing the organization to the public. Internal communication explaining the strength of
those commitments and the organization’s passion for them promotes unity and momentum. In addition,
developing Core Values that dene the internal fabric of the organization and commitments of every
individual within help to dene the priorities and the environment. is is primarily an internal document
and each statement has a “We will always…” certainty to it. For example, “We will always treat each other with
respect and show genuine concern for each other’s success” or “We will always nd new ways to increase our value to
our clients.” Core values should be regularly reinforced, rarely change, and be known and demonstrated by all
employees regardless of position.
REWARD TALENT
Despite limited budgets, nonprot employers are still competing against all employers in the market for top
talent. erefore, eorts must be made to develop pay scales that are as competitive as possible to attract the
level of talent and skills needed. Recommended resource: OpportunityKnocks National Nonprot Wage
and Benets Report, http://content.opportunityknocks.org/ok_research/wage-benets-report/
DEVELOP EMPLOYEE TALENT
With “professional development” being cited as an important factor, employers must take steps to dene
career paths, show intent to promote from within, and take an active interest in each employee’s development.
Even when formal promotions to a new position title are unavailable or compressed, employers can give added
responsibility and authority to employees (for example, leading of a project). Employers should supplement
this responsibility with support, resources, and public recognition of the responsibilities awarded to the
individual. Additional compensation in the form of bonuses or gifts of appreciation can also follow successful
project completion and build an environment of recognition.
28 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
PROVIDE RECOGNITION AWARDS
Many employees, in the absence of meaningful recognitions for their achievements, only have pay as a gauge
to measure their perceived value to the organization. By not developing additional recognition channels,
employers may actually be intensifying employee dissatisfaction with pay.
EXPRESS INDIVIDUAL APPRECIATION FOR EFFORTS
MADE DIRECTLY TO THE EMPLOYEE
Rarely will group recognition prompt higher individual engagement. Communication of the manager’s and
the company’s awareness and appreciation of an employee’s eort and achievement should be communicated
directly to the employee both by their direct manager and higher levels of leadership.
IN ADDITION, PUBLICLY RECOGNIZE INDIVIDUAL ACHIEVEMENTS
In addition to the direct and individual communication of appreciation described above, organizational
leaders should take steps to publicly recognize individuals that have displayed outstanding eort and/or
achievement in contributing to the organization’s success. rough all-company meetings or all-employee
e-mails, appreciation can be expressed and recognition given. Communication of this type should be specic
as to what was accomplished, how it exceeded expectations, and the impact that it has had on the organization
as a whole. is is not a blanket, body-of-work testimonial, but rather is geared to specic projects or input
that, hopefully, will prompt other employees to produce similarly and earn the same type of recognition.
CREATE SPECIFIC PERFORMANCE STANDARDS FOR EACH POSITION
Employees in all work environments have three basic questions that must be answered: 1 - What is my job?
2 - Why is it important? 3 - How do I know if I’m doing a good job? Specic measurements (created for each
position title) allow employees to better self-manage their time and eort to ensure that expectations are met
(and exceeded). A lack of specic expectations and performance measurements also is typically a dissatiser
for top performers who, in an engaged environment, are driven to meet and exceed all standards set. Lower,
unengaged workers see a lack of expectations and measurements as a means of staying “under the radar.” A
lack of specic and communicated expectations also aects the employer’s abilities to defend against claims of
unwarranted discipline or wrongful termination
BUILD TRUST RELATIONSHIPS
Building relationships with foundations of trust and mutual respect are key drivers of employee engagement.
Managers are responsible to not only manage the work, but to manage the relationship with each employee on
their work team. Micro-management is contrary to employee engagement in that it conveys a lack of trust in
the employee’s abilities. Managers must identify and recognize the unique abilities of every employee on their
work team and maximize the utilization of those abilities.
PROVIDE MANAGEMENT SKILLS TRAINING
All supervisory employees must be trained to develop skills that will enhance the potential engagement levels
of each individual on their team. Some samples of the types of engagement-building management training
topics that may be considered are: communication skills, delegation, motivation of employees, planning
and forecasting, conducting eective performance discussions, providing feedback, etc. Investments made
in management training result in heightened management condence, increased eectiveness, higher
productivity, and better employee relationships.
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 29
ENCOURAGE INPUT
Empowering employees to provide input into decisions increases their acceptance of changes being made and
creates a sense of authorship and pride in how valuable their input is perceived by management.
CREATE A CULTURE OF CREATIVITY AND INNOVATION
Organizations must continually communicate that employee input is not only encouraged, but expected.
rough project planning sessions, cross-functional problem solving and decision making, and rewarding
innovative ideas that will advance the organization’s achievement of its goals, employees will gain a better “big
picture” view of how their eorts aect those around them and the organization as a whole.
STRIVE TO BE MORE TRANSPARENT
e more information you are willing to share with your employees, the more involved and trusted they will
feel. In addition, the more they can embrace the goals and ensure that their individual eorts are contributing
to the organization achieving those goals. Obviously, some information (salaries, personal info, etc.) must
remain condential, but publicly and openly sharing all appropriate information with employees creates a
sense of ownership and trust. Not limiting communication to only talking about successes the organization
has had, but also the challenges it is facing, causes engaged employees to want to do more to assist in
overcoming those challenges. Not feeling “in on things” is one of the most-stated reasons that employees
leave organizations. Transparency also minimizes employees’ suspicions toward management and decreases
the possibility of them making false assumptions about the health and/or stability of the organization.
Regular, scheduled, all-employee informational meetings (as often as once a month) provide organizational
leaders with an opportunity to give a “state of the organization” update, talk about departmental priorities,
reinforce the vision, share “best practices” between departments, and recognize individual achievements. In
organizations with multiple locations, a webinar, podcast or virtual meeting format can be used to facilitate
these meetings.
SEEK OUT AND MANAGE EFFICIENCIES
Supervisors must proactively look for ways to make the employee’s workload most manageable, providing
advice, resources, and eciencies aimed at allowing the employee to be as productive and eective as possible.
Ensuring that work projects have value, duplication of eort is reduced, and processes are streamlined shows
not only a degree of knowledge by the manager of the work being produced, but a respect for the employee’s
time and emotions. ese are typically prime opportunities to invite the employee’s input as to how the tasks
could be better performed and/or structured to achieve dened goals and performance standards.
RECOGNIZE SIGNS OF DISENGAGEMENT
Managers must be trained to understand and be aware of the early warning signs that an employee may be
becoming less engaged.
ACKNOWLEDGE THE SKILL AND DIFFICULTY IN EMOTION WORK
Supervisors need to acknowledge the importance of emotional intelligence in the workplace. is includes
assessing aspects related emotion as part of an employee’s recruitment, annual review and considerations for
promotion. is emphasizes the importance of emotional intelligence and acknowledges the importance of
emotion work to employees. e more value employees and employers place on the outcomes of this type of
work the more likely it is to increase rather than decrease engagement and satisfaction.
30 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Study Methodology & Survey Instrument
e data for this report was collected using an online survey instrument sent to registered Opportunity Knocks
job seekers and employers, and circulated throughout the nonprot community at large in June and July of
2011. Participants were oered a chance to win a pair of AirTran tickets for completing the survey. Enrolling
in the drawing for AirTran tickets was solely on a volunteer basis and identifying information was in no way
linked to their survey responses. e survey instrument included 81 questions asking individual nonprot
employees about their level of engagement and satisfaction with their current jobs as well as information
concerning the organization where they are currently employed and demographic information.
Respondents were asked an initial screening question about their current employment status and only those
currently employed in the nonprot sector were allowed to participate since the questionnaire included items
about their current employer. Ultimately, the data collection yielded 2,122 usable survey responses out of
2,615 attempts made by individuals eligible to complete the survey. While all 2,615 respondents did complete
some portion of the survey, 493 participants did not complete enough of the survey to be included in the
nal analysis since they failed to nish a signicant portion of the survey instrument. In addition to the 2,615
eligible respondents, 813 individuals attempted to answer the survey but were ineligible because they were not
currently employed in the nonprot sector.
One of the key limitations of this research project is that it was unable to select nonprot employees based
upon a probability sampling methodology. is means that the results of the survey should be interpreted with
caution since the sample is likely to be somewhat biased. Similar to other studies of this kind, the data collected
were all self reported which raises concerns about common method bias.
About the Respondents. Women participants outnumbered male survey participants with 85%
of the respsondents being women compared to 15% men. is is not surprising since women dominate the
nonprot sector and comprise an estimated 67% of the nonprot workforce (Leete, 2006). Again, this means
that the population that responded is signicantly more female that the nonprot sector at large and this
oversampling of women means men are under-represented in the current survey results.
e ages of respondents varied; although a high percentage of respondents fell
between the ages of 25 and 34 (28% of all respondents). e second highest
percentage group fell between the ages of 35 to 44 (20% of all respondents). ere
were no respondents of the age 17 or younger, but, surprisingly, 7 respondents were
70 years of age or older. e majority were White (70%), followed by Black (15%),
Hispanic (5%), Asian or Pacic Islander (4%), Multiethnic or Multiracial (4%),
American Indian or Alaska Native (1%), and Other (1%). is also represents a
departure from estimates of diversity in the nonprot sector as a whole since the
most recent estimates suggested that the nonprot labor force was 81.4% white
(Leete, 2006). Since these numbers are somewhat dated, the large number of non-
white respondents could either mean that the respondents to the survey happened
to be more diverse than the nonprot sector generally, or that the sector has
become more diverse over the past 5 years.
Respondents represented the gamet of organization roles with the largest group reporting as Development/
Fundraising (12.7%), Program Management (12.7%), Executive/Senior Management (11.1%), and
Administration (9.1%).
A copy of the technical report, including items used in the survey and additional information on the construction of
individual measures, can be obtained by contacting the corresponding author Dr. Jessica Word via email at Jessica.
Word@UNLV.edu.
Survey respondent
by organization role*
Development/Fundraising 12.7%
Program Management 12.7%
Executive/Senior Management 11.1%
Administration 9.1%
Administrative Support/Clerical 6.8%
Education/Teaching 6.3%
Human Resources 5.3%
Accounting/Finance 5.1%
Social Work/Counseling 4.8%
Communications/PR 3.9%
Volunteer Service 3.6%
Youth Service 3.5%
Marketing & Sales 3.2%
*3% and over
Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs 31
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34 Engaging the Nonprot Workforce A reseArch report FroM opportunity KnocKs
Acknowledgements
e authors of this report would like to thank the many nonprot employees who took the time to participate
in our study. We would also like to thank the members of our advisory board who have participated in the
development of both the survey questionnaire and the report itself. ese advisory board members and their
organizational aliations are listed below.
Advisory Board Members
Jim Bulger, Vice President, HR Consulting –
Talent Connections LLC
Terri M. Dorsey, Director, Organizational
Development – Boys & Girls Clubs of America
Nell B. Fielden, Senior Vice President – Boys &
Girls Clubs of America
Nicky Rosenbluth, Executive Director of Talent and
Leadership Development – Metro Atlanta YMCA
Kimberly Mc Adams, Managing Director, Talent
Development – American Cancer Society, Inc.
Tawanna Myers, HR Generalist/Diversity
Coordinator – Boys & Girls Clubs of America
Michael Watson, Senior Vice President, Human
Resources and Diversity – Girl Scouts of the USA
Contributors
Shauna Davis, PhD student, School of
Environmental and Public Aairs – University
of Nevada Las Vegas
Adam Nguyen, Undergraduate student, Andrew
Young School of Policy Studies – Georgia State
University
Research Project Managers
Jessica Word, PhD, School of Environmental and
Public Aairs – University of Nevada Las Vegas
Jessica.Word@UNLV.edu
Lynne Norton, Director of Strategic
Partnerships – Opportunity Knocks
lnorton@opportunityknocks.org
Partner Organizations
ENV IRONMENTAL
AND PUBLIC A FFAIRS
School of
For further information about this report or request
for presentation, contact lnorton@opportunityknocks.org
