I'm currently working as a salaried/exempt manager for a non-profit health organization, and have been in the position for just over a year. When I originally took the position I managed two projects, one of which was the agency's flagship program, and one which was new and still in development. I had seven direct reports in an agency of roughly 110 employees, and the majority of my time was spent in program development and supervision. Over the past year I have observed a pattern of high turnover in my department and (to a lesser extent) within my own teams. This is mainly (with a couple of exceptions) due to the programs being grant funded, and salaries within similar state positions being nearly double what we are able to offer. As staff has left hiring has been a challenge. The number of applicants applying has been so small; I have begun interviewing every candidate who even vaguely fits the job descriptions. Now, since the beginning of the year I have had a string of staff departures all at once, and a couple of ill-timed terminations, on top of previous vacancies reaching the point where some services have been impacted.
As specific staff has left, I have volunteered to temporarily take on some tasks that I could manage within my normal schedule, or that I could take home and work on during my personal time. Today; however, I was informed that upper management (my direct supervisor’s position is currently vacant) has arranged for me to receive training in a specific client-level service which is performed in the community, and I will be assigned regular weekend and evening “shifts” for the immediate future until new staff can be hired and trained in the service. This is a significant departure from my normal day-to-day tasks, and is not work that I can fit into my normal schedule or that I can work on at home.
I’m no longer happy with what the position has become and with the already prolonged period of understaffing, I am all but certain these new duties will be mine for a while. With a young family at home, and an already heavy work load, this is just not a solution I can sustain for long. As I mentioned before, compensation is low compared to what I could make elsewhere, and I would begin job searching under other circumstances; however, I feel obligated to not leave the projects in their current staffing condition. I was happy in this position prior to having to take on line-staff work, and had planned to stay at least a couple more years to see if there was growth potential within the agency. My question is: Is there a tactful way for me to let executive leadership know that this current plan is too far outside what I am willing to take on, without it coming across as an ultimatum?
First thing to note: this is
First thing to note: this is not your problem to solve. Your company leadership has determined that low labour costs are more important than employee retention or job satisfaction.
So: You need to determine why you want to work for this outfit. Does it support your career goals, is it a cause you believe in? Once you have figured that out it will inform you on how want to approach your management.
"...compensation is low
"...compensation is low compared to what I could make elsewhere, and I would begin job searching under other circumstances; however, I feel obligated to not leave the projects in their current staffing condition."
Agree with above. The current staffing condition is not your call. Trying to save the company from themselves seems like a terrible reason to deny yourself career progression if it's truly advancement just waiting to be taken advantage of. When I had a young family and was trying to advance my career, I considered it my responsibility to make decisions about pay and scheduling that would be of the greatest benefit for my family. My suggestion would be to get rid of the "feel obligated" sense of self-suppression. That's not a component of any healthy employer-employee relationship.
Oh god you guys are great!
This says it all really: "it is not your job to solve".... I've fallen into that trap so many times (and still do)... I certainly do have jobs to solve AND decisions made at CEO and Exec level that continue to cause problems and complaints and issues despite them knowing about it....well, then I have another decision to think about. This speaks to me as much as it does to pmdouglas.... Seriously consider both these answers above from rgosden and mrreliable. There is only so much you can do. Your #1 priority is you and your family. Best of luck!
I find flat statement of fact
I find flat statement of fact to work wonders. "No, I cannot accept that assignment, either by itself or atop my current duties, as it will prevent me from attending to my young child(ren)."
Hmm, I caught on this:
Today; however, I was informed that upper management (my direct supervisor’s position is currently vacant) has arranged for me to receive training in a specific client-level service which is performed in the community, and I will be assigned regular weekend and evening “shifts” for the immediate future until new staff can be hired and trained in the service.
... so if there's so much trouble keeping people, who will hire and train the new staff? As Cynaus says, ' This says it all really: "it is not your job to solve" '
What if you made it your job to solve this? (Mind what your gut/instinct/intuition tells you as you react ....)
Maybe propose to your boss' boss that you take on your direct supervisor's position as a trial position with partial pay rise, maybe six months, to actually hire and train that staff. At six months, make it permanent with full pay rise, or find your replacement and step down to a less consuming role, or leave. All other work you do or have done also drops off, to also be filled, so you can focus on staffing up while keeping sane hours and enough energy for your family.
This will rely on having a few good mentors to help you become effective in the skills you'll need to organize and get done the finding, hiring, training, and retaining. And with this you can provide managers and the Board some hard feedback on the constraints they must work within if the organization is to remain viable and of service. Flagship program only at whim of annual grants? Able to compensate at only half of *state* positions, which are usually noticeably below the private-sector job markets? Staff spread far too thin, having to double up roles or worse? Seems to me like well past time for rebalancing and pruning ....
Thank you!
Thank you all for your responses. I've thought about what you all said over the last week, and I am going to explore some opportunities that I have been looking at recently. I appreciate the wisdom, and the perspective regarding putting family first. You’ve all been wonderful.