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Improve the administrative effectiveness of your organization.
Let me not to the marriage of true minds, admit impediments... (Sonnet 116) |
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What are your organization's key performance indicators?
Community organizations create change in response to the values and beliefs of a community. Testing for these values is a particular strength of nonprofit community service organizations. Nevertheless, several administrative factors will advance (or weaken) a strong organization's opportunity to address challenges for growth and community change. Three examples:
The Organizational Development Report (OD) often precedes a Strategic Plan (SP) or advances a current strategy. The work of it creates levels of assurance that previous efforts have been evaluated. The OD, therefore yields new sources of capacity to admit or confront impediments.
Strategic Planning (SP) is a tool to advance OD with a greater focus on external environmental scans. These scans examine competitive and cooperative relationships that are possible among the full range of civic, business, and public agencies. The Strategic Planning Report produces a road map designed for use by the executive staff to improve operations, interpersonal communication and flexible, scalable and rational administrative procedures.
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Knowledge Capital
Today, organizations face added complexity in the development of their organizations. The following examines one of the more critical factors.
In the United States, an entire generation has been fundamentally untouched by global war, disease, or famine. This group is rapidly becoming “fifty-something”. This is reasonably good news. Most jobs are knowledge based and older workers, in increasingly large numbers are capable of filling these challenges well into their 60s and beyond. Human resource managers and executive directors face the dual challenge of retaining key people in their organizations. Is your organization prepared to address the following set of questions:
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FACTS
The United States produced 99 million jobs in 1980 with 107 million workers in the labor force looking for jobs. By 2010 a revesral is expected. There will be 168 million jobs but just 158 million workers, a shortfall of 10 million, that includes recession impacts.
By 2010, about 64 million people(40%) in the labor force today (2007) will reach retirement age. This will be the healthiest, longest-living and best-educated group of retirees in American history.
Mark Freedmanm in Encore: Finding Work that Matters in the Second Half of Life examines the national implications of the old/young staff and anticipates many questions about keeping this resource affordable. (See Questions.) |
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QUESTIONS
Organizational Development (OD) reports suggest the following quality of thinking:
- As an employer you cannot guarantee your future, so how can you guarantee the careers of your employees?
- Are employees encouraged to be responsible for their own careers and life planning?
- Will new ways to offer career options such as flexible time encourage your most experienced staff to explore fewer hours, with less stress and less pay?
- Will older workers help or hinder in developing the careers of younger workers?
- What the differences in how older vs. younger workers seek advancement?
- Have you developed succession plans for employees eligible to retire over the next five to eight years?
- Have you measured the gap between the talent you need in five years in comparison to the talent currently available?
- Are training products on your list of investments to ensure employees of all ages can achieve ‘sustainable’ employability within your organization or elsewhere?
- Has the question, 'Is there a retirement ‘life plan’ been asked of the older staff? Is a plan in place to assure this occurs at least five years before retirement date?
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