Protect your nonprofit by cross-training staff
What would happen if one of your not-for-profit’s key people suddenly quit or had to go on long-term disability? Would you be able to conduct business as usual? To prevent a critical function from possibly coming to a standstill, consider cross-training staff.
Cross-training personnel means that you teach them how to do one another’s jobs. That way, if one staffer is unavailable, another can jump in and do the job. Cross-training also can increase your organization’s productivity. If the workload temporarily becomes heavy in one area, you’ll be able to shift employees where they’re needed.
There’s also value in a fresh pair of eyes. An employee who’s filling in for someone else can bring new perspective to day-to-day operations and may be able to come up with process improvements.
What’s more, cross-training staff is central to strong internal controls. Making sure that one accounting employee’s job is periodically performed by another employee can prevent fraud. Potential thieves are put on notice that their activities could come under review at any time.
Employees also gain
Employees can benefit, too. If the task a cross-trained staffer learns is vertical — it requires more responsibility or skill than that employee’s normal duties do — the employee may feel (and be) more valuable to the organization. If the task is lateral — with the same level of responsibility as the employee’s routine duties — the staffer still gains a greater understanding of the department or organization. Plus, the shared experience fosters mutual support.
Note, however, that not every employee is a candidate for cross-training. Choose people who show an interest in particular areas of your operation and are open to change. For example, your program coordinator might want to learn more about fundraising and could be an appropriate person to back up your development team.
Be sure to build the idea of cross-training into your hiring process. Select job candidates who show flexibility and curiosity, and let them know that, if hired, they may need to learn how to perform the duties of other employees.
Begin the process by determining which positions should be cross-trained and creating an implementation plan. Contact us for tips on cross-training accounting and other employees.
All content provided in this article is for informational purposes only. Matters discussed in this article are subject to change. For up-to-date information on this subject please contact a Clark Schaefer Hackett professional. Clark Schaefer Hackett will not be held responsible for any claim, loss, damage or inconvenience caused as a result of any information within these pages or any information accessed through this site.