Creating Happy Nonprofit Workplaces

Let's face it: working in nonprofit organizations can be tough. Dealing daily with grim situations—child abuse, homelessness, drug addiction, domestic violence, mental illness, disasters—can take its toll on even the most upbeat individuals.

It's been said that a happy workplace is a productive workplace. Some of America's top companies, such as Google, understand this. Their employees, called "Googlers," enjoy amazing perks like free breakfast, lunch and dinner, free health and dental coverage, free haircuts, free dry cleaning, subsidized massages, gyms and swimming pools and video games. And in case they get sleepy after their lunch, they can relax in a nap pod.

 Very few nonprofit (or for-profit) organizations have the available resources to provide an atmosphere like the one at Google. But if you examine Google's philosophy of "people analytics," you will find that what makes their employees happy is not so much the freebies, but how they are treated by their direct supervisors.

 In 2009, Google embarked on a mission to build better bosses, leading to happier employees who were productive and stayed with the company. A team of employees, code-named "Project Oxygen," studied performance evaluations, feedback surveys and nominations for top-manager awards. They correlated words and phrases, paying special attention to praises and complaints.

 From this study, "Project Oxygen" produced a list of behaviors Google leaders should practice. This list could easily apply to leaders in about any organization, regardless of the industry or mission:

 1.  BE A GOOD COACH

Provide clear, specific feedback to your employees that has a balance of the positive and the negative. This includes doing consistent performance evaluations as well as providing ongoing support and encouragement. Helpful coaches not only point out problems, they also offer solutions.

2. EMPOWER AND DON'T MICROMANAGE 

Doing is one of the best ways employees can learn and grow, even if it means the final product is not quite as good as if the leader had done it. 

Employees don't want someone hovering over them, constantly correcting their mistakes. What they do want is a leader who is willing to give them challenging responsibilities and to be available to answer questions or provide advice when needed.

3. EXPRESS INTEREST IN TEAM MEMBERS' SUCCESS AND WELL-BEING

Great bosses have a desire to help their employees reach their personal goals. This requires an investment of time and resources into the person. Take time to make each person feel welcomed and valued as an important part of the organization's success.

 4. DON'T BE A SISSY: BE PRODUCTIVE AND RESULTS-ORIENTED

Set clear, attainable goals so employees know if they are being successful. Give them the tools they need to get the job done, and don't be afraid to challenge them to new heights.

 Nearly everyone is "busy," but being busy does not necessarily equal being productive. Make sure your people understand your organization’s priorities and are busy doing the right things.

 5. BE A GOOD COMMUNICATOR AND LISTEN TO YOUR TEAM

Have regularly scheduled one-on-one meetings with your employees to better understand what issues they are facing. Take time to ask them about their work as well as about their personal life. The two are inseparable.

 Planned meetings are important, but allow for interruptions, too. The need for your input can't always be planned out, so it's important to create an open environment where your employees feel free to talk with you anytime.

 6. HELP YOUR EMPLOYEES WITH CAREER DEVELOPMENT

Leaders play a critical role in developing employees. Encouraging them to reach their goals makes them happier and more satisfied, which leads to better productivity. Help identify training opportunities and provide broader job responsibilities.

 Some organizations develop an Individual Development Plan (IDP) for each employee. The IDP is a written plan that outlines individual career goals and what steps are necessary to meet those goals.

7. HAVE A CLEAR VISION AND STRATEGY FOR YOUR TEAM

It is important that everyone in your organization is on the same page—moving in the right direction.

 First, help your employees focus on where you want to be more than on what to do or how to do it. Once they have a clear vision of where they are headed, you can begin ironing out the best steps to get there.

 6. HAVE KEY TECHNICAL SKILLS SO YOU CAN ADVISE YOUR EMPLOYEES

Employees want leaders who know their stuff and can provide credible insights into the job. They also want managers who are willing to do the same tasks they ask their employees to do.

In their book ALL IN: How the Best Managers Create a Culture of Belief and Drive Big Results, employee consultants Adrian Gostick and Chester Elton provide empirical evidence to support the claim that happy workers are more productive.

 According to the authors, the secret equation is E+E+E. The Es stand for engaged, enabled and energized. Engaged means the employee has an emotional attachment to the company and is willing to above and beyond regular requirements. Enabled means that the company culture rewards the employee’s productivity and performance, and energized means that the employee feels a sense of well-being and motivation.

 Of all new hires, 46% will fail within their first 19 months of employment. That means nearly one out of every two new hires either quits or is fired in less than a year and a half. A failed employee costs a company an average of $50,000. These employees aren’t necessarily bad people—they are simply a bad fit for the company and the team they are working with.

 Studies have shown that most people leave a job for one of three reasons, or a combination of them. The first is that they don’t feel a connection to the mission of the company, or they sense their work doesn't matter. The second is that they don’t really like or respect their co-workers. The third is that they have a terrible boss.

 Strategic plans and policies are fine. But to really succeed, focus on creating a great culture where employees feel respected and valued. The place to start is with your leadership. Once you have great managers, you won't have any trouble attracting and retaining the best employees.

Dan Prater is the executive director of the Drury University Center for Nonprofit Leadership in Springfield, Missouri.