This document discusses compensation in the nonprofit sector. It begins with an overview of the speaker's background and qualifications. It then reviews trends in nonprofit compensation, including that it has traditionally lagged the for-profit sector, especially at higher levels. The document outlines how the economic downturn has impacted nonprofit pay and benefits in recent years, with cuts, freezes and limited growth. It predicts upcoming challenges and changes, such as increasing scrutiny of executive pay and demands for competitive wages. The speaker provides recommendations for nonprofits, including assessing compensation policies and market competitiveness, strengthening performance management, and using total rewards to inform funding requests.
Pay for Today (and Tomorrow): Compensation in the Nonprofit Sector (Rutgers)
1. Compensation in the Nonprofit Sector
2010 Nonprofit Executive & Emerging Leaders Certificate Program
Executive Track
November 3, 2010
Joe Brown
sloperesources.com
Pay for Today (and Tomorrow)
SOME RIGHTS RESERVED
2. Founded Slope Resources in 1998
Human resources and organization management
consulting services for nonprofits
Compensation and performance management
“Big firm” background
Blog: Done by People
Who am I?
3. A bit of philosophy…
“This is not charity. This is business.
Business with a social objective…”
--Muhammad Yunus
7. Where have we been?
Where are we now?
What’s next?
What to do?
Questions and discussion
This afternoon…
8. Where we have been?
Nonprofit compensation has traditionally lagged
behind for-profit sector
But difference varies by level
Nonprofit
For-profit
Job "size"
Totalcompensation
9. Where we have been?
Nonprofit compensation has traditionally lagged
behind for-profit sector
Difference also varies by function
Market comes into play
“Nonprofit” jobs versus “regular” jobs
e.g. development, program vs. IT, finance
Differences even within “nonprofit” jobs
e.g. direct service vs. program development
10. Where we have been?
Year-to-year salary increases have generally
tracked for-profit practices
“Four percent world”
But, increases have tended to be more
homogenous
Across-the-board, COLA
Rather than performance-based
Entitlement mentality
11. Where we have been?
S l o w shift to performance-based (“merit”) pay
Pay levels, increases, staffing levels, even job
titles often limited by grant budgets, etc.
12. Where we have been?
Bonuses Incentive compensation
Prevalent but limited
For many organizations, not the answer
Perception, complexity, ROI
Instead…
Get the basics right!
13. Where are we now?
“It’s the economy, stupid.”
--Bill Clinton, 1992
14. Well-documented (and experienced) impacts
Decreased funding from all sources
Closures
Layoffs, furloughs, salary freezes, salary cuts
Where are we now?
?
How many of your
organizations have not
experienced any of these in
the last three years?
15. All compensation growth limited
Now a “zero to two or three percent world”
More difficult to offer “rich” benefits
Greater differences in demand within nonprofit
sector
e.g., development vs. program
Where are we now?
16. Greater access to general market talent
e.g., IT positions
Caveat emptor!
Increased demand for performance and
accountability
Funders, public
Emphasis on evaluation and measurement
Has to translate to employee performance!
Where are we now?
17. Increasing need to compete for talent
Most bang for the buck
Labor shortage (!)
New sectors
e.g., social enterprise, B-corporations
What’s next?
18. Generational forces
Demand for competitive – or at least living –
wages
Shifting benefit needs/desires
What’s next?
19. Public, government, and funder scrutiny
May spread to non-executive levels
Increased compression
Also, focus on low end
Increasing professionalization of nonprofit sector
What’s next?
20. Increased recognition of the need for broader
organizational support
“Administrative”, “overhead”, “indirect costs”
and organization development
GAO report recognized differences in federal
grants
Growing recognition and support in
philanthropic community
What’s next?
21. There is a silver lining to the times:
“Pause” in the compensation market
Limited expectations
What to do?
22. Assess your organization’s current compensation
practices
Do you have comprehensive formalized
compensation structures and policies?
Assess internal equity – the relationship
between job size and current compensation
What to do?
$0
$20
$40
$60
$80
$100
Job Size
Compensation
23. Assess your organization’s current compensation
practices
Assess market competitiveness
What market(s)?
Benchmark data
Understand what is important to employees
Targeted research or component of broader
culture/opinion assessment
What to do?
24. Develop a compensation philosophy
What do we pay for?
What market(s) are important to compete with?
At what level?
Are there differences by function or level that
we will reflect in our policies and practices?
How will we assess and manage compensation
over time?
What to do?
25. Enhance linkage between compensation and
performance
Ensure comprehensive performance
management program is in place
Pitfalls:
Focus only on evaluation, not
management
Measuring the wrong things
What to do?
26. Enhance linkage between compensation and
performance
Ensure comprehensive performance
management program is in place
Pitfalls:
Focus only on evaluation, not
management
Measuring the wrong things
Unclear/diluted/nonexistent relationship
between compensation and performance
management programs
What to do?
27. Enhance linkage between compensation and
performance
Measure skills, competencies, results, goal
achievement
Break entitlement mentality if it exists
Help employees understand and accept
compensation and performance realities
What to do?
28. What to do?
Reward
opportunity
Compensation program
Internal equity
Market competitiveness
Performance management program
Individual/team contribution
Base salary
Incentive compensation$Actual
rewards
Performance
30. Use compensation program to inform funding
requests
Look beyond the paycheck
Assess currency, competitiveness, and value of
traditional benefits
Explore low-cost/no-cost options
Recognition
Flexibility of time and place
Lifestyle perks
What to do?