Horizons Fall/Winter 2019

Multiple Hats When looking for unique and creative solutions to talent retention, an area not as frequently explored is evaluating the organization’s infrastructure to see if there are more collaborative and efficient uses of the organization’s staff and resources. Having to wear multiple hats is an almost universal statement for employees at not-for- profit organizations. However, from an employee’s perspective that can be a difficult and sometimes frustrating state. Employees may be asked to assume responsibilities for which they are not qualified or do not enjoy. To address this potential deterrent to employee recruitment and retention, an “out of the box” idea is moving away from the traditional organizational model where all functions are performed in-house to utilizing shared services for various functions. If an organization evaluates its internal infrastructure, the analysis will likely show that any resource that does not uniquely fulfill the organization’s mission has the potential to be shared. Examples include information technology, purchasing, payroll, human resources, marketing, accounting, etc. Intuitively, by reducing an organization’s staff, this movement may seem to have an opposite objective from the goal of talent recruitment and retention. But, in actuality, this movement is not about reducing staff size but rather utilizing the organization’s limited staff and resources to their highest potential. Shared Services Shared services can offer the opportunity for both skilled technical and program staff to focus on their core competencies and unique expertise. Eliminating responsibilities employees may not feel qualified for or energized by increases their job satisfaction and hopefully their tenure with the organization. In addition to being beneficial for employees, this movement can be beneficial to the organization itself. Not only do shared

services increase efficiencies and generate overall cost savings for the organization, having staff focused on their areas of expertise achieves higher quality service and minimizes the organization’s overall risk. Leadership can sleep easier knowing all administrative and programmatic responsibilities are now being performed by individuals who possess the necessary skills and qualifications, whether as an employee of the organization or as an outsourced resource. Shared services also protect the organization in case they are not able to retain all employees, providing a built- in back up to avoid loss of institutional knowledge and gaps in service delivery. Utilizing an organization’s limited and most important resource, its people, to their highest potential can lead to organizational stability, sustainability and future growth. Firefly Autism, an organization in Denver working to transform the lives of children with autism, made the decision in January 2019 to outsource its accounting, financial and advisory services to RubinBrown. Leadership says that “in the 16-year history of this agency, this was, by far, one of the most beneficial decisions we have made.” “RubinBrown has taken us from a non-profit previously making poor decisions based off inaccurate financials, to a non-profit able to purchase a new building and increase staff salaries. RubinBrown worked with us to examine our current processes, establish Firefly Autism was able to supplement its internal talent with the specialized expertise they needed, while saving money for their organization as well as increasing employee morale. To successfully achieve its mission, a not-for-profit organization often has to make difficult decisions. Utilization of resources and prioritization of time and focus are at the forefront. new systems and enhance our organizational productivity.”

Fall/Winter 2019

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