The Nonprofit Organization as Black CAP - Case Study Example

BLACK COALITION FOR AIDS PREVENTION By Name Course Instructor Institution City/State Date Black Coalition for AIDS Prevention (Case Study) Introduction Places of work according to Yeshi (2011, 134) are multifaceted systems, and in the archetypal non-profit organization such as Black CAP there are scores of connections amongst various types of individuals like partners, volunteers, contributors, customers, the citizens and so forth. Managing different connections in the workplace time and again needs balancing various needs, and so Black CAP must team up and be accustomed to the welfare of every person who labours to progress the organization’s mission. Difference subsists in all organisations and to particular level points out a hale and hearty exchange of creativity as well as ideas (Nigam, et al. 2011, 149). Still, counter-productive disagreement may lead to worker unhappiness, abridged efficiency, deprived service to customers, non-attendance as well as heightened turnover of the worker or, lawsuit rooted in claims of persecution or an aggressive work setting. Black CAP has clambered to maintain its workload, and a primary group of volunteers ultimately developed to incorporate a permanent project manager as well as part-time outreach employee. Presently, Black CAP has 19 remunerated personnel; whereby ten are permanent workers while nine are part-time workers and team up with almost 75 volunteers (Hrcouncil.ca 2013). According to Hr Council (2013) there existed some fissures in the services as well as programs Black CAP was providing, associations with financiers as well as prospective financier were helpless without human resources and motivation. Employees’ roles as well as responsibilities needed illumination and a way of deciding how practically to utilize employees to deal with surfacing opportunity that had to be made precedence. In this regard, the paper seeks to critically analyse the recruitment challenges in Black CAP, including how they impact on the strategic issues mentioned in the case. The study will also provide a relation between strategic and recruitment, and finally provide recommendations that may help to overcome the challenges. The recruitment challenges in the case study Discerning that the people it serves has impairments such as HIV; Black CAP endeavours to recruit population with HIV/AIDS. Scores of population with HIV/AIDS endure discrimination in their place of work and have problems getting as well as retaining jobs (Hrcouncil.ca 2013). In addition, black CAP places the principles of the organization into practice by recruiting both Canadians as well as migrants who could have challenges in getting a job in Canada devoid of work experience in addition to offering youthful employees a primary/consequential job opportunity. Tang et al. (2013, 2) posit that people living with HIV/AIDS endure a lot of unfairness, which includes getting hold of and retaining employment as well as health insurance. Still, HIV-positive entities are confined by federal law in the ring of employment, which according to Hr Council (2013) consists of policies for getting a job, promotions, earnings, as well as dismissal. Without doubt, if recruitment and retention of novel workers was a trouble-free mission, organisations would not have appointed recruiters as well as HR departments. Yeshi (2011, 136) posit that the business HR department usually faces some setbacks in recruiting workers with disabilities such as HIV victims. However, the organisation’s capacity to triumph over such setbacks is reliant on numerous aspects, which entails the financial system, the know-how as well as dedication of the recruiter along with the organisation’s magnetism to new workers. Alagaraja (2013, 121) posit that the qualit of candidate is almost at all times a problem, especially in a developing country like Canada where demand of novel technologies, international economics knowledge as well as heightening educational needs are extremely high. Besides that, high-class candidates are swiftly grabbed, and it may be a challenge to attract them to a novel employment, especially if the work fails to have an elite benefits package. Besides that, Awais and Yali (2013, 130) affirm that when the recruiting process is lengthily, the top candidates are from time to time provided a job from a different organisation. Additionally, scores of organisations such as Black CAP lack a recruitment strategy and rather they just look for a new worker when a vacancy crops up. This according to Truss, Mankin and Kelliher (2012, 19) can reduce the organisation’s access to the talent pool, making it harder to recruit a high-class worker when there is an available job. Black CAP should understand that rewards, profits and working setting are all important facets in worker recruitment. Besides, human resource department time and again has to search for innovative strategies to make a job listing more attractive. Black CAP has as well failed to realise that employee retention is as crucial as recruitment itself, and scores of workers resign for greener pastures just some months subsequent to starting. Working setting as well as organisation culture plays a key part in employee retention. Additionally, when a remuneration package is not superb, workers could depart once they obtain an improved offer. For this reason, Black CAP failed to screen its workers for reliability and establishing whether a worker can run off in the first year. Black CAP also failed to realize that diversity needs support: Kaufman and Miller (2011, 529) claim that the advantages of recruiting for diversity weaken when support for wide-ranging workers as well as recruiting is not continuing, and may also have off-putting outcomes. Kaufman and Miller further note that regardless of diversity’s many acknowledged advantages in organisations, workplace segregation, unfairness, as well as discrimination with past organizations continue. Black CAP must understand things that can avert diversity can be destructive and occasionally delicate, making it hard to accomplish organisational goals. Triumphant, sustainable strategies for diversity need support as well as dedication from senior management who may lack the similar experiences and background, and therefore, might not be acquainted with how to look for, employ as well as support a diverse labour force. Morrissette (2011, 596) maintain that successful recruitment for diversity should be part of a well thought-out diversity strategy. Black CAP management did not discern that diversity recruiting is vital for realizing actual diversity, and needs acknowledged support as well as a strategic plan to incorporate diverse applicants so that they turn out to be a fundamental element of the organization. Based on Forbes Insights, it was established that out of over 250 managers reviewed from organisations with inclusion as well as diversity programs, over 70% had certified programs purposely for recruitment of a diverse labour force. What’s more, over 50% take part in diversity recruitment and partake in job web sites as well as job fairs centred on diversity. Besides that, the study by Forbes Insights disclosed that the accomplishment of diversity plans relies on top management’s dedication, responsibility, and supervision to exact diversity problems. In scores of organisations, recruiting is doled out to distinct teams having diverse goals, whereby on-campus recruiters could be centred on drawing in new graduates from college. On the other hand, the marketing department could employ marketers by means of business referrals. Therefore, diversity programs end up being weak and detached from recruitment. Tang et al. (2013, 7) posit that devoid of senior management commitment to develop a channel for diverse management, diversity disappears. Through the support of an efficient HR teamwork, a dedicated senior management, employees as well as members of the board, Black CAP has changed from a rather disorganized unrefined HR structure to one that displays anticipation as well as a concentration on bracing its mission (Hrcouncil.ca 2013). Recommendations Black CAP should realise that recruiting as well as retaining a diverse workforce can generate an extremely real distinction in organizational efficacy. Aslund and Skans (2012, 87) posit that scores of organizations have experienced myriad benefits as a result of a diverse workforce, and also there may be negative impact to the organisation if it does not recruit a diverse staff. Black CAP should also understand that diverse workforce is can easily comprehend the desires as well as assets of diverse customers or elements and, for that reason, can manage to develop and implement programs that satisfy the desires of diverse elements. Whereas demographics in nearly all societies are shifting, diverse workforces are more probable to identify shifting desires in diverse people and know how to react on the unrelenting significance of the organization. Black CAP tom management should strive to recruit diverse staff bearing in mind that a diversified workforce can always offer an enhanced, more ethnically suitable customer service. The benefits of Black CAP having a diverse workforce is that the workforce will be by and large more successful at formulating strategies for communications to assist the organization interact efficiently with diverse audiences such as strategic collaborators, society leaders, and diverse donors. Kaufman and Miller (2011, 534) maintain that organizations that proactively deal with problems of completeness and that encompass diverse workforces are more successful at solving problems. Black CAP should as well widen its recruiting base: Yeshi (2011, 135) affirm that when an organisation limits its recruiting to only its geographic area, it could be missing a chance to build up a diverse labour force. In this regard, Black CAP should make use of other recruiting channels to broaden its base, which entail online job platforms and social media. To ensure recruitment of diverse talent, Black CAP must review cautiously its HR practices as well as policies to spot obstacles and prospects for enhancement. Undoubtedly, positive recruitment and outreach endeavours that purposely concentrate on ever-increasing diversity can support Black CAP when pursuing new customers. Black CAP should also get the word out, bearing in mind that getting through normal channels as well as getting in touch with common suspects could make feel more secure, more comfortable or more rapidly for full of activity managers. What’s more, Black CAP should advertise its vacant positions in various platforms, which include employment service centres, community boards, cultural society groups, or newspapers, that serve cultural societies and people with HIV. In addition, Black CAP should develop connections with cultural organizations as well as groups that work together with diverse societies. Besides that, Black CAP can get in touch with the local HIV/AIDS centre that offer employment counsel as well as services to find out more concerning their programs. According to Morrissette 2011 (597) this will increase the profile of the organisation in the midst of new employees along with those working with NGOs. Additionally, Black CAP can make the most of programs like short-term alien employee programs and recruit HIV victims programs. Black CAP should as well promote the organization as a feasible workplace. Generally, most people do not consider non-profit organisation such as Black CAP as a potential employer. However, some immigrants with HIV could originate from countries where there are no time-honoured non-profit organisations, or where remunerated job in this segment is not common or enviable. Collaborating with other non-profit organisations to boost the profile of this sector as well as attending networking events and job fairs may heighten Black CAP visibility in the society as well as challenges percept concerning non-profit organisation employment. Finally, Black CAP should link with the base of volunteer. Mostly, people volunteer so as to gain knowledge, develop networks as well as look for work. In this regard, volunteers must be informed about any vacant positions that Black CAP could be advertising, since a number of them could be interested.  Conclusion In conclusion, it has been argued that promoting diversity in place of work has scores of benefits, but Black CAP must approach the process of recruiting holistically bearing in mind that retaining workers is more challenging as compared to recruitment. Importantly, Black CAP may have to take a more dynamic role in assisting itself to become accustomed to the culture at work and in the communities they serve. To be successful Black CAP must offer diversity training in its place of work. Every worker must comprehend that recruiting decisions are rooted in searching for the most excellent candidate and not by allotments. What’s more, making the process of recruiting more transparent can aid in alleviating the doubting minds of workers in Black CAP. Furthermore, Black CAP managers must completely comprehend the benefits of a diverse workforce, and so they must adopt employees’ policies that support workplace diversity. Bibliography Alagaraja, Meera. 2013. "HRD and HRM Perspectives on Organizational Performance: A Review of Literature." Human Resource Development Review 12(2): 117-143. Aslund, Olof, and Oskar Nordstrom Skans. 2012. "Do anonymous job application procedures level the playing field?" Industrial and labor relations review 65(1): 82-107. Awais, Yasmine J., and Ann Marie Yali. 2013. "A call for diversity: The need to recruit and retain ethnic minority students in art therapy." Art Therapy 30 (3): 130-134. Hrcouncil.ca. 2013. Workplaces that Work Case Study #1: Black Coalition for AIDS Prevention . Accessed March 29, http://hrcouncil.ca/hr-toolkit/BlackCAP-Case-Study.cfm. Kaufman, Bruce E, and Benjamin I Miller. 2011. "The firm's choice of HRM practices: economics meets strategic human resource management." 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