[경영]비영리 활동은 핵심 인재를 위한 경쟁이 필요하다

Nonprofits Need to Compete for Top Talent

by Gerald Chertavian  |  10:00 AM March 1, 2013

http://blogs.hbr.org/cs/2013/03/nonprofits_need_to_compete_for.html

The nonprofit sector is facing a massive talent shortage, which makes scaling a social enterprise extraordinarily difficult. To achieve impact, it's critical that social entrepreneurs attract, retain, and develop skilled talent. Competing directly with the private sector to do so is not only a good idea; it's a necessity for the best organizations to succeed.

As the head of Year Up, a social enterprise that has grown rapidly since 2001 (we have a 49% average annual growth rate in students served), I'd like to share what I've learned about going head to head with for-profit enterprises to secure the best talent. Year Up is empowering urban young adults with the skills, experience, and support to move them from poverty to professional careers in one year. We've been able to bring in and keep the right people by focusing on our mission, paying competitively, getting occasional help from professional recruiters, and ruthlessly focusing on talent development.

Leverage your mission. Nonprofits have an inherent asset in recruiting against their for-profit competitors: purpose. Many more young people today are looking to make an impact — in 2004, 5% of HBS's first-year class applied for summer internships with Year Up — and that desire for purpose doesn't go away as someone advances in their career. Indeed, three of Year Up's five senior leaders came to us from the private sector, and their skillsets have been vital to scaling our impact.

Focus on culture and growth. Many nonprofits are able to attract talent, but struggle to develop and retain it. To do so, enterprises need to have a strong culture, excellent managers, and continued plans for growth. We continually strive for that kind of environment at Year Up. We regularly survey our staff to identify our cultural and managerial strengths and weaknesses, and we use the results to inform our annual planning process. Growing the organization helps us to serve more students directly, but it also drives down staff attrition by creating opportunities for advancement that rival the private sector.

Pay as competitively as you can. Year Up pays competitive salaries that are augmented by great benefits. Our pay scale will never be able to compete with investment banks, but that doesn't mean a prospective employee shouldn't be able to envision a prosperous future. If we want to go up against the private sector for the best talent, our employees need to know that a medical emergency will not bankrupt them, that their children can see a doctor when they need to, and that they are able to save for retirement through our competitive 401K matching program. We have had valued employees thank us for the difference our health insurance has made in their lives; one woman told me that she is alive today, as a cancer survivor, because she had been able to get access to the best treatment in the world. That kind of coverage matters to our employees, and is an important reason they come here and stay here.

Invest in leadership. To get the right leaders in the right seats, Year Up has often used executive recruiting firms to find the best talent, even though this takes a lot of time and money. Equally (if not more) important is our ability to attract committed, smart, talented young employees and then nurture their development. We challenge ourselves to attract committed, smart, talented young employees and then nurture their development. In addition to our formal leadership development initiatives, which we have ramped up over the last two years, we also give every employee $2,000/year in professional development funds. This isn't just added compensation. Ultimately, we want to offer the same kind of career aspirations that are available at the world's leading for-profit companies; although nonprofits have historically had about 25% of their leadership hires and promotions come internally, we instead try to match the 40% rate that for-profits seek.

Year Up's benefits average about 30% of an average full-time employee's salary, which is not inexpensive, but these investments have fueled our growth from serving 22 students in one city in 2001 to 1,500 nationally in 2012. Far too many nonprofits are hesitant to make these kinds of investments, and the sector has suffered as a result. Social entrepreneurs worry about increasing their cost-per-client or convincing donors to fund these areas, but this has too often meant that they are unable attract and retain the best employees. Enterprises shouldn't save money by cutting recruitment and development costs.

For the social enterprise movement to realize its potential, organizations will need to invest in the recruitment, development, and growth of their future leaders, just as for-profits do. People provide the real growth capital for any enterprise — and make it possible for them to have an impact.

요약

 비영리 부문은 인재가 부족하여 사회적 기업들이 어려움을 겪고 있다. 사회적 기업가들이 숙련된 재능을 유지하고 발전시키는 것은 중요하다. Year Up은 도시의 젊은이들의 재능, 경험을 강화하고, 커리어 발전시킬 수 있도록 지원하고 있다.  재능 개발에 집중하면서 전문 채용가들의 도움을 받고, 미션에 집중함으로써 적합한 인재를 데려오고, 유지시킨다. 

 당신의 미션을 레버리지하라. 영리 단체와 달리 비영리 단체는 목적이 분명하며, 긍정적인 영향을 끼치고 싶어하는 젊은 이들이 많다. 2004년에 하버드 대학생들의 5%가 Year Up의 인턴십에 지원했다.

 문화와 성장에 중점을 두어라. 많은 비영리 단체들이 인재를 유지하고 개발하는 데 노력하고 있다. 그러기 위해서는 강력한 문화, 훌륭한 관리자, 성장을 위한 계획을 가지고 있어야 한다. Year Up은 정기적으로 조직 문화와 경영의 강점과 약점을 파악하기 위해 직원들에게 설문 조사를 하고, 연간 계획 과정을 알리기 위한 결과를 사용하고 있다.

 할 수 있는 만큼 경쟁력을 지불하라. Year Up은 경쟁력있는 급여를 지불한다. 민간부문보다 많은 급여를 지불할 수는 없지만, 401K 프로그램을 통해 은퇴를 보장하며, 자녀들이 아플 때 언제든 병원에 갈 수 있으며, 절대 파산하지 않는 건강 보험을 제공한다.

 리더십에 투자하라. 적합한 자리에 적합한 리더를 앉히기 위해 Year Up은 경영진 채용 업체를 활용한다. 또한 모든 직원들에게 능력 개발비를 연$2,000를 제공하고 있다.

  너무나 많은 비영리 단체가 이러한 투자를 하기에 주저하고 있지만 그 결과로 어려움을 받고 있다. 잠재력을 실현하는 사회적 기업의 경우, 채용, 개발, 미래의 리더를 위한 투자가 필요할 것이다.