That's the answer most nonprofit managers get when they ask how to get their employees to do a better job. This sounds simple enough in practice; when people think their work is actually being appreciated, they tend to work harder. Many mangers would agree this is the right thing to do, but they don't always know how to best put their good intentions into practice.
In his essay “Walking the Talk with Talent,” which appears in the book Capturing the People Advantage, Edward E. Lawler III argued that, if an employer is truly going to treat all of its workers as valuable assets, all aspects of the organization must be involved: That means the board, human resources (HR), and information systems:
- The board should have at least one member with a sophisticated understanding of the research related to human resources management, organizational effectiveness, succession planning and learning and development.
- Board members should receive regular information about the condition of an organization’s talent and the way it develops and deploys that talent.
- The board should spend at least as much time on human-capital issues as it does on the allocation of financial and physical capital.
- HR should contain some of the top talent in the organization, along with the best information technology resources.
- HR should be seen as an important stepping-stone for anyone aspiring to senior management.
- HR leaders should be involved in business strategy discussions.
- Organizations should adhere to the saying that what gets measure gets attended. HR measures must be as relevant, rigorous and comprehensive as measures for financial and physical capit
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