Why are interpersonal skills important when you manage people?
MANAGING PEOPLE
Managing Staff | Managing Volunteers
Managing Staff
A key to successful leadership in the non-profit organizations involves managing people: staff, volunteers, clients, funders and the community. This section aims to help you manage both staff and volunteers better.
Though not everyone likes the term, managing people is usually called ‘human resources management’. It includes a variety of activities: deciding on your staffing needs, how to fill these positions within budget, recruiting, orienting and training employees, and ensuring they perform well. HR management also includes managing employee benefits and compensation, employee records, legal issues and relations with unions.
Human resource management and volunteer program management have many similarities (and differences). Click here to go directly to the section on managing volunteers.
Recruiting, selecting and motivating the best staff.
A big part of successful HR management depends on finding the best people for the jobs that need doing then keeping them committed to doing their best work. Salaries and benefits contribute to motivation but there is more to it than that. These sites cover many aspects of finding and keep high performance staff.
HR policies and employment law.
This section helps you decide what HR policies you need and reminds you of the many laws that employers must comply with when they hire staff.
Training, development and performance appraisal.
Getting and keeping the best people is important but so is developing their potential to contribute through training and constructive performance appraisal. These sites offer advice on doing that effectively.
Working with unions.
Sometimes nonprofit organizations become unionized. Working constructively with unions requires understanding and skill.
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Managing Volunteers
Volunteers are a mainstay of non-profit organizations. And, managing volunteers does not differ significantly from other types of human resource management with the major exception, we think, that it’s essential to go that extra step to acknowledge their contribution to your organization. Volunteers become involved with an organization for reasons other than financial reward (although millions will tell you there are wonderful intrinsic rewards in volunteering!). Their relationship to the organization differs from staff I that they are there because they want to be, and if they do not feel appreciated, at least in a small way, there’s a reasonable chance they will leave your organization.
There’s a whole body of professional literature on volunteer management. For the VSKN we would like to highlight some of the key resources and direct you to sites that deal specifically with volunteer program management for further detail. For small organizations that are heavily reliant on volunteers, we recommend investing some of your limited staff resources in developing a volunteer program. We realize that only larger organizations will be able to employ a volunteer manager or director of volunteers. Nonetheless, whatever the size of your organization, it’s in your interest to consider the major aspects of volunteer management as a way of ensure success when involving volunteers in your group.
MANAGING PEOPLE
Managing Staff | Managing Volunteers
Managing Staff
A key to successful leadership in the non-profit organizations involves managing people: staff, volunteers, clients, funders and the community. This section aims to help you manage both staff and volunteers better.
Though not everyone likes the term, managing people is usually called ‘human resources management’. It includes a variety of activities: deciding on your staffing needs, how to fill these positions within budget, recruiting, orienting and training employees, and ensuring they perform well. HR management also includes managing employee benefits and compensation, employee records, legal issues and relations with unions.
Human resource management and volunteer program management have many similarities (and differences). Click here to go directly to the section on managing volunteers.
Recruiting, selecting and motivating the best staff.
A big part of successful HR management depends on finding the best people for the jobs that need doing then keeping them committed to doing their best work. Salaries and benefits contribute to motivation but there is more to it than that. These sites cover many aspects of finding and keep high performance staff.
HR policies and employment law.
This section helps you decide what HR policies you need and reminds you of the many laws that employers must comply with when they hire staff.
Training, development and performance appraisal.
Getting and keeping the best people is important but so is developing their potential to contribute through training and constructive performance appraisal. These sites offer advice on doing that effectively.
Working with unions.
Sometimes nonprofit organizations become unionized. Working constructively with unions requires understanding and skill.
Top of page
Managing Volunteers
Volunteers are a mainstay of non-profit organizations. And, managing volunteers does not differ significantly from other types of human resource management with the major exception, we think, that it’s essential to go that extra step to acknowledge their contribution to your organization. Volunteers become involved with an organization for reasons other than financial reward (although millions will tell you there are wonderful intrinsic rewards in volunteering!). Their relationship to the organization differs from staff I that they are there because they want to be, and if they do not feel appreciated, at least in a small way, there’s a reasonable chance they will leave your organization.
There’s a whole body of professional literature on volunteer management. For the VSKN we would like to highlight some of the key resources and direct you to sites that deal specifically with volunteer program management for further detail. For small organizations that are heavily reliant on volunteers, we recommend investing some of your limited staff resources in developing a volunteer program. We realize that only larger organizations will be able to employ a volunteer manager or director of volunteers. Nonetheless, whatever the size of your organization, it’s in your interest to consider the major aspects of volunteer management as a way of ensure success when involving volunteers in your group.
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to avoid resentment and hostility, and to promote a cooperative environment where others are valued.
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These skills are conducive to the overall performance of a department and by extension is of benefit to an employer that staff are well acquainted with the goals of any business to provide goods and services with profits as the "bottom-line" .
If both social and inter-personal skills are lacking or absent then the business goals of any company/business as a whole are compromised and internal conflicts exacerbates these problems .
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