An effective work culture is one where everyone in the organization truly believes and applies a work ethic that enables the organization to thrive.
It entails truly believing in the mandate of the organization. One where working together towards that shared vision is not simply a slogan on the wall, but evident in actions and accomplishments of everyone within the organization. It is an organization where every member of the team, regardless of their position, understands their role and how it contributes towards achieving the organization’s mandate. This is a work environment where teamwork, sharing and respect are truly evident.
And to achieve this, it takes bold leadership willing to make two-way communication a priority. One where the leaders of the organization set a positive example, and send a strong yet realistic message of their expectations to all levels of the organization.
How well do charitable non-profit organizations fare at achieving this vision of a healthy work culture? Previous research by The Goldie Company suggests that many of them experience work culture problems that significantly impact the viability and sustainability of their organizations.
One of the challenges is the degree to which non-profits rely on volunteers, and how staff treats these volunteers. Many charitable organizations have a volunteer board to direct them, and/or rely upon an army of volunteers to fulfill their mandate.
Sometimes, relying on a volunteer workforce is the only way that an organization can feasibly function. Volunteers play a critical role, but because they are donating their time and skills, they are not always held to the same standards of conduct as paid staff. This often leads to the perception that volunteers lack the same level of understanding, the same values and commitment as paid staff. This situation can impede the growth and stewardship of a healthy work environment of teamwork, sharing and respect.
The solution begins with strong messaging from the top that emphasizes inclusivity rather than distinctions, standards rather than exceptions, and clearly demonstrates that every member of the team is essential to the organization meeting its mandate. In other words, the very same standards of an effective work culture needs to be applied in a volunteer-based organization. It does, however, require more vigilance among the leadership team to ensure that the message is received and truly believed.
The Goldie Company is conducting a brief two-question survey on work culture in non-profits. To participate in the survey, click here.
Ron has carried out a wide range of research projects provincially, nationally and internationally. He has conducted projects in market research, business planning, human resources planning, client satisfaction, employee perception, statistical forecasting and polling. His clients have ranged from non-profit organizations, social service agencies, school boards, hospitals, healthcare, to financial regulators, energy and mining companies.
Ron is also a part time instructor at Durham College in Oshawa where he taught courses in Statistics, Research Methods, Business Computer Applications and Social Media. Ron resides in the Municipality of Clarington. He is Past President of the Clarington Board of Trade and is involved in numerous other community initiatives. He is a recipient of the Queen’s Diamond Jubilee Award in recognition of his contribution to community service.
