Challenges Faced By The Nonprofit Sector

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

Nonprofit organizations have become a force to tackle issues of social need, but why should an organization be created to address poverty by connecting its participants to education? In New York state there are over 97 thousand nonprofits addressing one sector or another. Still the issue of poverty continues to be a growing problem especially after the 2008 financial crisis where millions of Americans lost their jobs, saving and even homes. Those affected by poverty range in age, race and culture. In the United States poverty, measured in the strictest sense, is not about getting food to eat or money for basic needs like clothing or shelter. It is more of the average American being secure and having the ability to provide for their own basic

Regardless of how diversity is defined, it is an issue that is sweeping the nation. By the 21st century, racial and ethnic minorities will constitute 25% of the U.S. population, affecting the makeup of the U.S. labor force (7). By the year 2000, women will constitute 47% of the total workforce and the average age of the workforce is expected to increase from 36 in 1986 to age 39 (7). If the corporate society does not address the issue by learning how to manage diversity, they will fail.

Three ways of gaining executive commitment to diversity are to gather data and to assess the organizations current commitment to diversity to show where and why there is a need for change. The development of diversity council can also garner executive support because it offers a way for executive members of an organization to have a dialog with other members of an organization about diversity. Systematic changes are also necessary such as hiring from a diverse roster of candidates when filling a position. (Moodian, 2009,

As nonprofit boards have the responsibility of solving complex issues and a diverse array of problems it would be auspicious to ensure boards employ individuals with a diverse backgrounds/points of view to arrive at creative solutions. Unfortunately, that is not happening in board rooms across the social sector. BoardSource, the recognized leader in nonprofit board leadership, conducts a biannual study, Leading with Intent: A National Index of Nonprofit Board Practices. The study gathers information from chief executive officers and board chairs about board practices, performance, and composition. According to BoardSource 2015 Leading with Intent report of nonprofit boards, 89% of CEOs identified as white. When surveyed again in 2017, the statistic remained the same, 89% of CEOs identified as white. This suggest a lack of diversity within nonprofit boards and the process to change will be slow.

The target of this research is to explore the diversity strategies of the U.S. Department of Veterans Affairs ' (VA) with the objective of supporting its efficacy. Accordingly, this paper organizes this exploration into three correlating sections, the first of which introduces an overview of the Office of Diversity and Inclusion (ODI) within the VA. In addition, this area summarizes the ODI installation of the VA diversity plan. This leads to the second exploration section, which outlines specific focus areas of the VA diversity plan as defined in the Standard University Publication: Best Practices for Managing Organizational Diversity (2007). The third and final segment offers a concluding synopsis along with recommendations for

In my research on non-profits, I have found there have been many reports and studies about the racial makeup of the non-profit sector. In these findings, it is common to see the demographics not keeping up with the changes in the population. (State of Diversity in the Nonprofit Sector, 2015) According to the U.S. Census, approximately 30 percent of the population is comprised of people of color, a figure that is expected to grow to 50 percent by 2042. The Hispanic/Latino population is one of the fastest growing minority groups, currently representing 15 percent of the overall population. (US Census Bureau) Within the next five years, more than 43 percent of new applicants to the workforce will be people of color. (Employment Outlook 2006-2016, U.S. Bureau of Labor Statistics) There is a great need for non-profit organizations to reflect the diversity of the areas they serve. I find a significant disconnect exists between Timely’s values, beliefs and mission. I hope to help them understand the importance of racial diversity, and proactively work towards increasing diversity within their organization.

Diversity at Target, like everywhere, is a work in progress. Target is ahead of the national average in terms of minority hiring. Additionally, the company has a higher percentage of minorities in management positions than the industry average. “The Strength of Many. The Power of One,” is Target’s tagline for diversity. It is realized that we need many points of view all working towards the common goal in order to be successful. The goals set forward in this plan are: to increase diverse hire mix by 30% over last year; improve retention rate by 30% over last year; and to develop high potential diverse talent in the ST. Louis market. This can be done

Whether you are a business manager or a CEO, a new employee or a seasoned worker, a teacher or a student, this book offers something new for everyone in a field where almost nothing new has been offered in such a long time. Simply doing more and more of what we have been doing for so long, in the name of diversity and inclusion and equity, won't get us where we need to be. It isn't more diversity that we need. What we need is a better and different diversity, one that unpoisons the well, and one that works equally for all of us, whether among ourselves or among

In these findings, it is common to see the demographics not keeping up with the changes in the population. (State of Diversity in the Nonprofit Sector, 2015) According to the U.S. Census, approximately 30 percent of the population is comprised of people of color, a figure that is expected to grow to 50 percent by 2042. The Hispanic/Latino population is one of the fastest growing minority groups, currently representing 15 percent of the overall population. (US Census Bureau) Within the next five years, more than 43 percent of new applicants to the workforce will be people of color. (Employment Outlook 2006-2016, U.S. Bureau of Labor Statistics) There is a great need for non-profit organizations to reflect the diversity of the areas they serve. I find a significant disconnect exists between Timely’s values, beliefs and mission. I hope to help them understand the importance of racial diversity, and proactively work towards increasing diversity within their organization.

Diversity is what makes people different, not just culturally but in human differences. Having a multitude of differences in the workforce gives an organization the ability to use many ideas to reach a common goal. A person could say that a diverse group of people together in one room can accomplish greater achievements than a room filled with the same types of individuals. Managers understand the concept of diversity, and how important diversity is to the success of a company’s ability to implement programs that continue to develop a harmonious and diverse workplace. The recognition that diversity is a reality in the workforce has generated an enormous amount of activity over the years among leaders in business, government, and civil

The general line of reasoning is that if we learn to incorporate each other’s diverse traits and characteristics in the workplace, we can then use these differences to foster an innovative environment, which will give the company a competitive advantage over the competitors that do not accept workforce diversity. According to the Allied Academies International Conference, “Diversity is rapidly becoming a common practice among companies due to the increasing number of minorities entering the job market today. As these groups become more prevalent throughout companies, upper-level employees are facing numerous challenges when determining what changes must take place to create a positive working environment for everyone. Management is responsible for the development and implementation of effective policies directly relating to diversity to ensure the acceptance of minorities into the workplace and to aid in minorities’ success through equal opportunities and treatment.” (Marcia L. James, 2001, Academy for Studies in International Business Proceedings)

Starting and managing any business enterprise is a complex business, but even the most basic processes can be more complicated for nonprofits, which must adhere to additional standards and regulations. If you're looking for Georgia business law attorneys with specialized experienced handling matters for nonprofits, then give Minor Bell & Neal a call. For several years, they've provided a broad spectrum of high-quality legal services to nonprofit clients throughout the world.

Most people assume that workplace diversity is about increasing racial, national, gender, or class representation -- in other words, recruiting and retaining more people from traditionally underrepresented "identity groups." Taking this commonly held assumption as a starting point, we set out six years ago to investigate its link to organizational effectiveness. We soon found that thinking of diversity simply in terms of identity-group representation inhibited effectiveness. Organizations usually take one of two paths in managing diversity. In the name of equality and fairness, they encourage (and expect) women and people of color to blend in. Or they set them apart in jobs that relate specifically to their backgrounds, assigning them, for example, to areas that require them to interface with clients or customers of the same identity group. African American M.B.A. 's often find themselves marketing products to innercity communities; Hispanics frequently market to Hispanics or work for Latin American subsidiaries. In those kinds of cases, companies are operating on the assumption that the main virtue identity groups have to offer is a knowledge of their own people. This assumption is limited -- and limiting -- and detrimental to diversity efforts. What we suggest here is that diversity goes beyond increasing the number of different identity-group affiliations on the payroll to recognizing that such an effort is merely the first step in managing a diverse workforce for the

The first thing to acknowledge about diversity is that it can be difficult. In the U.S., where the dialogue of inclusion is relatively advanced, even the mention of the word “diversity” can lead to anxiety and conflict. Supreme Court justices disagree on the virtues of diversity and the means for achieving it. Corporations spend billions of dollars to attract and manage diversity both internally and externally, yet they still face discrimination lawsuits, and the leadership ranks of the business world remain predominantly white and male.