2008/09

Effective HR Management

Lynne Toupin, Executive Director, HR Council for the Voluntary & Non-profit Sector
Non-profits spend a lot of time securing funding, with a good portion of that going to pay employee salaries. We invest a lot in human capital as opposed to physical capital, yet we don’t always think and act strategically to ensure that we have the right people, doing the right jobs, at the right time. While ‘passion for the cause’ is an essential ingredient for working in this sector, it is no longer enough. How do you ensure that your organization has the best combination of people with the skills, knowledge and attitudes to achieve organizational results? How can your organization better integrate the skills and knowledge of both paid staff and volunteers? What are successful organizations doing to recruit and retain top talent? What do you do when you don’t have the right people? Lynne Toupin makes the case for investing in your organization’s human resources.

Board Diversity

Bahadur Madhani, Chair, YMCA of Greater Toronto
Board leadership in diversity is an essential precondition to organization-wide diversity change. Most organizations, however, forego this important opportunity as they reduce diversity leadership to mere metrics. This session will look at some key components for making board diversity leadership happen in meaningful ways that go beyond the conventional norms of representation and compliance measures. First, there is the recognition that leadership in diversity must start at the top to be fully effective. Once that is in place, leaders must participate in their personal development by continuously cultivating their own cultural competency. In order to be aligned with diversity values, leaders need to be deliberate in setting a personal example and as a group. Not only must leaders demonstrate diversity but they are charged with challenging systemic barriers on an ongoing basis. Above all, leaders can facilitate the process of the self-organizing system by paradoxically taking themselves out of focus as the designated leaders of the organization.

Event Management

Dorenda McNeil, President, Counsel Public Relations
The venue is booked, the invitations are out, and all the detailed arrangements are made. However, you’re still worried that your fundraising event won’t be a success! Although important, there is more to planning a successful event than ensuring that everything is according to a schedule. Some big picture thinking, as well as some creative, technical and logistical strategies will help ensure you’re using your budget wisely and your objectives are being met.

Influencing Change

John Oesch, Assistant Professor of Organizational Behaviour, Rotman School of Management
Change is a constant in many corporate, government, and not-for-profit organizations. Change management is one of the most written about, yet least understood aspects of leadership. While many change leaders follow existing models and perform requisite rituals, too many continue to rely on hope as a strategy for success. The focus on managing change may itself be one of the sources of the continued challenges of strategizing and implementing change. Rather than studying the change, leaders may want to study their employees, customers, and other stakeholders to learn about where they can have the most influence. This session will consist of five ideas about influencing change through a focus on the people affected by the change. We will begin with the premise that no one can predict the future and build on the ways leaders and stakeholders construct their ideas of change. Then we will examine some of the psychology of resistance to change and discuss some tactics for influence against this resistance. Finally, we will talk about the power that external stakeholders have to influence change within your organization.

Building Conversations on the Web

Marco Campana, OCASI
Christopher Wulff, Community Social Planning Council of Toronto
Your use of the internet should be connected to the work you do every day. But, on the Web, what do we mean by “conversation”? Who are we trying to talk to? What are we trying to say? Is technology most effective when used to enhance an existing relationship? Can technology really help us connect with people we may never see or talk to? If we define our community broadly, how does that impact our conversations with them? Of course, you should be asking these basic questions whether or not you are using online technology to engage the people you work with, serve, help and build community with. Building on Jason Mogus’ presentation last year, Reaching Out in a Web 2.0 World, Chris and Marco will further demystify online communication and help you take the next steps in making practical, daily use of the Web in your community engagement, client service and public campaigns.

Government Relations: Cornerstone of Effective Advocacy

Judy Pfeifer, Vice President, Hill & Knowlton
Governments have the ability to profoundly impact the work of not-for-profits. Changes to funding, policies or regulations, or changes that can have a significant impact on your organization or your constituency, are often made with little consultation or in isolation by governments. With so much influence resting with governments, it is critical that not-for-profits articulate their positions and interests to politicians and civil servants as early and often in the process as possible. This presentation will provide you with hands-on tips and tactics that you can use to create your own government relations program and speak on behalf of your organization. Topics include: how to increase your organization’s profile with government; how to establish and build relationships with government; how to establish your “thought leadership” credentials and how to engage key stakeholders and media as well as political and bureaucratic influencers.