Nonprofit Managers Evaluation: Best Practices For Your Team
Posted on 10 October, 2022 at 16:40
By Rutendo Chinzou
Summers
in Chirundu are rather hot and dusty with stagnant air with hints of
frustration on their faces, coupled with the distress of the hot weather, the
management team seemed tense and apprehensive during a project close-off
meeting. “You cannot afford to turn a blind eye to performance-related issues.
Yes, we have come to the end of the Chinyaradzo project, its effectiveness and
efficiency have been measured but what about individual performance? How well
did you contribute to the program?” Mr. Chinyaka was speaking with a lot of
passion here and this made the rest of the managers a bit uncomfortable. Wiping
of the sweat on his forehead, he concluded “This is not meant to put anyone on
the spot or to make anyone feel attacked so your attitudes have to line up. It is a concerted effort to better ourselves
to ensure we perform to the bream of our potential in the coming year. Year-end
is the perfect time for some self-introspection and performance assessment.”
But does
management need assessment? One could obviously question this from a viewpoint
that the management team sets the direction and course for the organisation, it
sets performance measures and metrics. The reality is that everyone needs
feedback and review to continue growing in their field. Often, the more
responsibility you hold in an organization, the more public that evaluation
process becomes and this is the case for nonprofit leaders. Many within the
nonprofit systems may undergo a highly private review process. Conversely, the
CEO and management team are typically engaged in an evaluation by the executive
board.
Management
Evaluation Process
Nonprofit
management team evaluations must follow a predetermined set of guidelines,
which was included in the employee contract. Ideally, there is no disparity
between expectations. These guidelines should outline how and when the
performance evaluation will be completed, what criteria the performance will
evaluate, and how the findings will be utilized for professional growth. This
should all take into consideration the needs of the nonprofit organization as
well as the individual. It is also up to the board how the evaluation will take
place and this may include;
a)
A self-evaluation process
Most
managers are ambitious, energized self-starters. Chances are that they will
have an extensive list of expectations for themselves. The self-evaluation
process allows the managers time to review the goals they set in the year and
think about how more progress could be made in the coming year.
b)
Reflection reports on personal
performance and growth plans
After
or in addition to a self-evaluation process, it may be beneficial for managers
to bounce their insights to the board. What areas surprised them? Where could
they have used more support? What seems the most challenging of the growth
plans, and how can the board help the executive succeed?
c)
Reports from staff,
beneficiaries, funders, or other partners
You
may have heard of this called a “360-degree evaluation.” The efficacy of this
method on its own is under some scrutiny, but the perspective of those who work
with the managers can certainly be beneficial to some degree. The crucial point
of these nonprofit managers’ assessments is to make sure they are productive,
and not just an airing of unspoken grievances.
d)
Intermittent observations
conducted by the board
Regular
doses of smaller feedback can also be helpful to nonprofit leadership. For example, board members could weigh in on what is
working and what could improve in their observation. It’s important that this
doesn’t become personal, but always has the growth and success of the whole
organization in focus.
Quantitative
Evaluation Metrics
Fundraising Goal Completion:
Did we meet our development goals set for the year? Did we meet our goals of
donor retention, average donation amount, and specific campaign goals? While
this is a yes or no question, of course, it is important to remember that there
are often factors outside anyone’s control.
Increase
in donors, gift size, constituents served, or projects completed: Are
trend lines moving in the right direction? Are we building a good story to tell
the community and possible funders? If not, why not, and what can the board do to
help turn the tide?
Growth
of organization metrics: Executive directors will
most likely have a goal of increasing the scope or depth of services provided.
Whatever the desired measurement of the mission is, a periodic evaluation of
progress needs to be recorded.
Qualitative
Evaluation Metrics
Leadership
skills: Is the management able to inspire the staff
and volunteers to do their best work? What is turnover like under this
executive, and what do people say at their exit interviews? Where does
management want to build more leadership skills? This is an especially
important area that affects almost everything else the executive director does.
Relationship-building
skills: One major responsibility of management is to
foster beneficial relationships with a number of stakeholders. Depending on the
type of organization, it may be important to build rapport with other
complementary nonprofits or community organizations. Additionally, the
executive director should work to build trust with board members and key staff
members.
Problem-solving
and decision-making skills: Does management meet
standards of timeliness and professionalism? Can they demonstrate an ability to
develop and follow an action plan? These considerations not only affect the
effectiveness and growth of operations, but they also affect how your nonprofit
is represented to the public.
Tips
on evaluating performance
i.
Keep
things fair, objective and open
ii.
Keep
written records of evaluations from each year
iii.
Set
SMART goals at the end of each year
iv.
Include
representatives from all levels
Your visions will become clear
only when you can look into your own heart. Who looks outside, dreams; who
looks inside, awakes.
