From Transactional to ‘Business-Minded’ NonProfit HR Function

A non-profit community provider with 1200+ employees and union contracts felt its HR function was heavily staffed and not meeting the needs of the organization. The General Counsel and CFO felt it was time for HR to become a valued function under a new CEO’s leadership.

The HRC was chartered to partner with the General Counsel to conduct a thorough assessment of the organization’s strategic and operational needs of HR in terms of structure, systems, policies, practices and capability. In sum, we found their HR to be:

  • Siloed, providing selective HR Services inefficiently;
  • Reactive vs proactive in meeting client needs;
  • Paper-intensive, requiring extensive manual input;
  • Lacking effective service provider governance;
  • Lacking metrics with which to manage services;
  • Overstaffed in number, understaffed in expertise; and
  • Perceiving delivery of significantly higher levels of service provided than line managers felt received.

The HRC provided an experienced interim HR leader to lead their HR during significant change to provide staff with guidance and support, identify HR-based cost-savings, and begin educating leaders about the value and impact of high performing HR. Simultaneously, our Organization Design and Development Leader began working with the leadership team to define and nurture an effective culture to enable strategy, define the context for HR’s systems and practices and to design an effective HR structure.

Once completed, The HRC:

  • Conducted a successful search for the right HR leader who brought hands-on, transformative, executive experience;
  • Partnered with the new HR leader to reposition the department through effective change management support, setting expectations for all employees and managers;
  • Developed highly customized HR consulting skills training to elevate existing HR staff’s mindset and capability; and
  • Several client work teams led by The HRC were deployed to address the pressing needs including:
    • HRIS clean-up to effectively utilize system capabilities and reduce cost;
    • Workforce planning and part-time job consolidation to resolve high overtime costs and workforce management challenges from time and attendance system issues and scheduling inefficiencies while elevating client outcomes;
    • Selection and implementation of an Applicant Tracking System to improve recruitment, selection, employment, and onboarding efficiency and effectiveness;
    • Reduction of cumbersome and high cost benefits administration through effective outsourcing, on-line enrollment, and service provider governance;
    • Implementation of Leaves Management Module to reduce cost and increase reporting accuracy, including FMLA; and
    • Movement from a weekly to a bi-weekly payroll to reduce cost and support organization values.

Two years later, we returned to successfully tackle a large-scale recruitment initiative including market positioning, competency modeling, selection efficacy, onboarding and handling of the process from start to finish within sixty (60) days.