RISK HELP Question #3: My boss just added 'Risk Manager' to my job description. But I don't know where to start! How can the Center help?
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Answered by Emily Stumhofer, Staff Attorney & Project Manager
If you've suddenly been asked to wear the risk manager hat at your nonprofit, never fear--the Center is here! To get started, we often recommend conducting an informal internal risk assessment to start identifying and understanding the risks that your organization faces. With that information, you can start developing and implementing strategies to better manage some of your risks.
To get an internal risk assessment off the ground, start by inviting diverse colleagues to the conversation table. Recognize that everyone in your organization possesses a different vantage point from which to assess risks. As the new Risk Manager, it's your job to help people candidly share their unique perspectives on risk, and to synthesize the distinct perspectives into a 'big picture' of your organization's risk landscape.
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RISK HELP Question #4: How important is it to check references when screening potential employees? Can I skip reference checks?
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Answered by Erin Gloeckner, Director of Consulting Services
Reference checking is easy to skip, but I believe it is the most important element of a comprehensive screening process. Reference checking is the only chance you have to glean insight from third parties--whereas other screening mechanisms can only gather information that the applicant wants to provide. It's critical to validate what an applicant is telling you by speaking with references.
People are often tempted to skip reference checks because it's tough to get quality information from some references. For example, a reference might be wary of providing comments due to concerns about defamation claims from the applicant. Try these two easy tips to make reference checking more effective:
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Begin a reference checks by qualifying the reference. Ask the reference, "In what capacity did you know or work with the applicant? Did you supervise the applicant? Are you able to answer specific questions about the applicant's work product, work ethic, workplace attitude, etc.?" Quell defamation concerns, by notifying the reference that the applicant gave you permission to confirm any and all information shared during the screening process. (NOTE: First ensure that your statement holds true; before contacting references, ask the applicant permission to confirm any and all information he or she has divulged.)
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Rethink personal references. Most people consider personal references inadequate when screening applicants for professional roles, but I think personal references have value. First, a personal reference may possess unique insights about an applicant. For example, Aunt Mary might reveal that she would never trust her nephew Josh to babysit her children. Maybe that's a red flag that Josh shouldn't be hired in a role involving supervision of youth. Second, personal references are probably less likely to fear defamation claims than professional references. Don't be shy about calling Aunt Mary; she's in the best position to 'spill the beans.'
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The Center team welcomes your feedback about this article at info@nonprofitrisk.org or 703.777.3504.
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