In a world of talent wars, where it is virtually impossible to compete with the public and private sector in terms of pay scales, training dollars, benefits and perks; where funding pressure to spend as little as possible on administration and as much as possible on client services is a priority; how can nonprofits and charities consistently and effectively attract talent to join their organizations?

There is good news. First, statistics tell us that the most important thing people are looking for today is an organization that fits who they are, what they stand for, and how they like to measure success – all of which results in value alignment.

Second, a new 2003 study by Lee Hecht Harrison asked outplaced managers and employees what programs and benefits they wanted from a new employer. A similar study was conducted in 1999 and the comparative results are surprising: In 2003, 76% want ongoing training opportunities; in 1999 only 41% wanted it. In 2003, a whopping 73% want flextime compared to only 57% in 1999. Interestingly, the desire to have a company car, child care, or concierge services fell dramatically in 2003 to less than 28%, while in 1999 they were desired by more than twice the amount of employees.

Third, the struggle to find good talent has become so critical that companies are learning to sell themselves to potential employees in the same way that they market themselves to customers, says Monica Belcourt, president of the Human Resources Association of Ontario (HRPAO). “Employers have learned lessons in customer attraction and retention that they now apply to employees,” she says. “Using the employee value proposition (EVP), a company can win the war for talent by marketing itself under one of four brands: a winning company; a big risk, big reward company; a save the world organization; or a lifestyle organization.”

What does all of this tell us?

By focusing on strengths and the changing climate in employee value systems, nonprofits and charities can compete in attracting talent. Instinctively, some organizations have known for a long time that they must offer a different compensation or value proposition and have marketed their organizations’ flexibility or work-life balance. Many organizations also have a “save the world” mission and have successfully attracted employees with a similar passion.

Now is the time to formalize these instincts, package unique strengths, and create a recruiting strategy that is effective in finding those candidates that truly fit with your organization. They, in turn, will be drawn to your organization for a variety of reasons – a compelling mission or vision, flexibility of the workplace, meaningful work, less hierarchy, or greater involvement in decision-making.

Where to start?

To further enhance your talent-search strategy, consider incorporating some of the following ideas.

Convey a mission statement that is powerful and inspiring. Is your mission statement proudly displayed in your reception area and in your meeting rooms? Is it included in your advertisements or on business cards? Can your employees clearly articulate it? One organization painted their mission and values on every pillar in their employee eating area. Prospective employees should see it, believe it, and understand how the job in question is directly related to the organization’s mission.

Hire for attitudes and values, train for skills. In Colin Powell’s bestselling book The Leadership Secrets of Colin Powell, he suggests looking for “intelligence and judgment and, most critically, a capacity to anticipate, seeing around the corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.” In other words, look past the resumé and the degrees. “You can always train a bright, willing junior person in the basics of your business fairly well, but you cannot train someone to have integrity, judgment, energy and balance.” This is one of Colin Powell’s golden rules for selecting people.

Become an employer of choice by creating a good reputation. This means being an employer who treats employees the way they want to be treated. It means proudly exhibiting your core values and talking about them at the interview with real examples.

Walk the talk. The heart and soul of your organization is its culture – not as you want it to be, but as it is lived. If it is not attractive to you or does not reflect the right values, it will be even more unappealing to a prospective employee with options. Find out what it is that makes your workplace special by talking to your existing employees. Use that information as a marketing tool when you are interviewing. This is what makes your culture and organization unique. You will attract new candidates to your workplace through all of the good that you create internally. Your clients, funders, employees, and their families will help you by being your best free advertising. Many organizations ask employees to refer friends or acquaintances and provide a referral reward.

Sell your organization. What makes your organization special and unique? Is it your compelling vision or is it a fun place to work? Executives often forget to sell prospective hires on the benefits of their organization. Talk about the big picture and your plans for the future of the agency. Are there any historical anecdotes, entertaining social activities or unique cultural aspects within the organization that can be highlighted? Often human-interest stories help a prospective employee determine cultural fit.

Tap nontraditional markets. Have you considered hiring part-time workers, seniors, displaced older workers, individuals returning to the workforce, or physically challenged individuals? Co-op students are also a great resource. Hiring one lets the organization test and try talent with no long-term commitment. In most cases the cost is nominal or free and there is often the possibility of a tax credit. Also, have you considered the international market, which provides a rich source of knowledge, but not necessarily any Canadian experience?

What about your volunteer network? Volunteers are committed to your vision, mission, culture, and work for free. Don’t overlook your own retirees who often are interested in part-time or contract work and have client knowledge and core values that they are willing to share.

Make your advertising inventive and creative. Break out of traditional advertising and talk about your mission. Is your website helping or hindering your recruiting efforts? Would it excite and motivate a stranger to say, “I want to work here?” Does it have a career section that allows visitors to send in their resumés? These visitors already have an interest in your organization so why not make it easier for them.

Network. When speaking with colleagues, mention your job vacancy and inquire about downsizing or lay-offs elsewhere. There could be a gem of an employee looking for a new job. Engage your board members and committee members to help you. After all, they are your ambassadors.

“After the money, show me the love,” say Canadian workers. According to a Maritz Canada Inc. 2003 survey, “nine of ten employees place importance on training and feeling valued. Non-cash rewards are key in motivating employees.” With changing priorities in our society, perhaps nonprofits and charities will greatly benefit from a much larger talent pool – one that provides mutually satisfying employment relationships based on common values.

Source: Front & Centre, Nov 2002 Vol. 9 No. 6, “Halting the Employee merry-go-round”

Source: The Leadership Secrets of Colin Powell, by Dr. Oren Harari, McGraw-Hill, 2002

Source: HRPAO Conference 2003, Powering Productivity magazine

Source: Workforce Week, February 9-15,2003, www.workforce.com

Source: “After the money, show me the love”, February 20, 2003, www.hrpao.org

Teresa Howe, CHRP, is an independent HR consultant and writer. As an HR executive with 15 years of generalist experience, she has contributed to several successful organizations being recognized as Canadaâs Top 100 Employers and created meaningful change. As a long-standing member of the HRPAO, she also serves as president of the Board of Directors for Jobstart, a not-for-profit organization, speaks at conferences and creates workshops on HR related issues. Teresa can be reached at tandthowe@yahoo.ca.