Human Resource Management for Non-Profits

Non-profit HRM

1. Human Resource Management: Key HR functions for Non-Profit Organizations and Best Practices

2. Session Objective and Outcomes Objective XXX Session Outcomes: Recognize the emotional and psychological stages individuals experience during change. Utilize Change Models to formulate actionable steps to plan and implement change initiatives. Craft communication strategies to address concerns and resistance to change. Enhance personal and organizational adaptability to thrive in changing circumstances. Demonstrate leadership qualities that inspire and motivate others during times of change

3. Session Objective and Outcomes 10.45 - 11.40 am: Human Resource Management: Key HR functions for Non-Profit Organizations and Best Practices BSS 11.45 am -12.55 Fostering Culture of Service and Empathy BSS 1.00 pm Lunch 2.30 - 3.25 pm Building Teams - Delegation, Teamwork, Decision Making, Autonomy, Trust & Support; Dr Georgy Kurian 3.30 pm Tea break 3.45 - 4.55 pm Stakeholder Management, Decision Making and Problem Solving and Change Management, Prof Krishna MC Concluding Remarks of Human Resource Management Practices, BSS

4. Debriefing What was your initial reaction or emotions when you first encountered the change? What emotions did you feel when the reality of the change set in? How did these emotions influence your behaviour , decisions or interactions? What did you do or what strategies did you employ to cope with the change? What positive aspects emerged from this acceptance or non-acceptance of change? Discuss common themes and differences among participants’ experiences. What insights did you gain from reflecting on your change journey? How can you better support yourself or others during future changes? What coping mechanisms or communication strategies will you employ?

5. Individuals undergoing traumatic experiences or significant changes in their personal or professional lives often encounter a spectrum of emotions. To manage these changes, they may develop various defense or coping strategies. It’s important to note that these stages of emotional response are not sequential or orderly. This model, which outlines the fundamental human emotions triggered by change, can be effectively utilized in such scenarios.

6. Shock Provide immediate support and clear communication to help employees process the initial impact. Denial Encourage open dialogue and acknowledge their feelings without judgment. Frustration Offer resources such as counseling and stress management workshops. Depression Maintain a supportive presence and ensure they know help is available. Experiment Support creative problem-solving and allow space for trial and error. Decision Recognize progress and decisions made, reinforcing positive outcomes. Integration Help integrate the new changes into daily routines and celebrate the successful adaptation.

7. What you can do to communicate with and support your team?

8. Change is inevitable in any organization. And all changes are equal.

9. Implementing a new software program Streamlining a workflow process in the Accounting Department Merging with another company Adopting a new business model Changing a hierarchical culture to a clan culture or a market culture =

10. Important to recognize the type of change…

11. Resistance to change: Individual Sources Habit—To cope with life’s complexities, we rely on habits or programmed responses. But when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance. Security—People with a high need for security are likely to resist change because it threatens their feelings of safety. Economic factors—Changes in job tasks or established work routines can arouse economic fears if people are concerned that they will not be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity. Fear of the unknown—Change substitutes ambiguity and uncertainty for the unknown. Selective information processing—Individuals are guilty of selectively processing information in order to keep their perceptions intact. They hear what they want to hear, and they ignore information that challenges the world they have created.

12. Resistance to change: Organizational Sources Structural inertia—Organizations have built-in mechanisms—such as their selection processes and formalized regulations—to produce stability. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability. Limited focus of change—Organizations consist of a number of interdependent subsystems. One cannot be changed without af fecting the others. So limited changes in subsystems tend to be nullified by the lar.ger system Group inertia—Even if individuals want to change their behavior, group norms may act as a constraint. Threat to expertise—Changes in organizational patterns may threaten the expertise of specialized groups. Threat to established power relationships—Any redistribution of decision-making authority can threaten long-established power relationships within the organization.

13. Feature Technical Change Adaptive Change Problem Type Well-defined Complex, Unclear Solution Established Requires Discovery Disruption Minimal Significant Focus Fix existing issues Change core systems

14. 4As of Adaptive Leadership Anticipate future needs and issues, while also navigating the considerable uncertainties and unknowns. Articulate these needs to a wide range of internal and external stakeholders to garner commitment and support Adapt a range of new business models and partnerships to effectively meet the most urgent needs – Accountable through leaders sharing thinking acting in an open and transparent way to engage with stakeholders.

15. Implementing a new learning management system (LMS). Streamlining the admissions process with an online application portal. Introducing a new software program for grading and assessment. Moving from a traditional lecture-based approach to a more interactive and student- centered learning environment. Integrating technology into the curriculum in a way that fosters critical thinking and collaboration, not just rote memorization. Adapting teaching methods to cater to a more diverse student population with varying learning styles. Examples of Technical Change Examples of Adaptive Change

16. The Change Paradox Theory The theory that the key paradox in management is that there is no final optimal status for an organization. There is a constant process of finding a balancing point, a dynamic equilibrium, among shifting priorities over time.