Greater Milwaukee Jobs

2 GREATERmilwaukeeJOBS • November 20, 2014 organization's Board of Direc- tors. He or she will have strategic and operational responsibility for the nonprof- it's staff, expansion, pro- grams, and daily mission. The ED will serve as a coach to help retain and develop the nonprofit's senior manage- ment team, depending on the size of the organization. He or she also will serve as a liaison between the board and the employees. • Chief financial officer: The size of a nonprofit, the complexity of its programs and its revenue sources will drive the responsibilities of the CFO. At smaller nonprof- its, the CFO may branch out beyond complex finance and investment activities to take on functional and even prob- lem-solving capabilities. At larger nonprofits, the CFO may be more involved with reporting and meeting the requirements of government contracts. • Fundraisers: Fundraising is a key component for non- profits and how many of them remain operational. Portions of fundraising efforts are devoted to corporate opera- tions, while the remainder will be allocated for the cause. Fundraising can be broken down further into various niches, depending on the non- profit's size. Annual funds, alumni affairs, direct market- ing, grant seeking, and donor relations are various parts of the larger fundraising picture. If the nonprofit has a large fundraising staff, each of these divisions may be han- dled separately. Otherwise, all of them may be grouped under the umbrella fundrais- ing title. • Public relation specialist: A public relations or market- ing professional works with senior management or inde- pendently to develop a com- munications plan for the organization. He or she will develop the nonprofit's core messages and ensure consis- tency across various media. A PR professional also will respond to inquiries about the organization. In times of crisis, the PR professional will downplay any negative news and work to shed positive light on the organization. • Administrative roles: Nonprofits need accounting and financial professionals, office administrators, human resources employees, infor- mation systems and IT work- ers, and a staff to handle mar- keting. Administrative posi- tions often overlap inside small nonprofit organizations. Nonprofits may not have the same pay structure as other private organizations, but non- profit professionals often find their jobs rewarding. When moved down in hierarchy, look ahead By Liz Reyer Star Tribune (Minneapolis) & A Q A. Understand the factors that led to the restructuring, and adapt if you can. THE INNER GAME Sad, confused, upset, or hurt, it'll help to accept these feel- ings as legitimate, and then set them gently aside so that you can focus on moving forward. Take some deep, calming breaths, exhaling anxiety and stress, and breathing in a sense of peace with your situation. If you're perceiving anyone or anything as an enemy, let go of that, too. Move toward accept- ing the current state of affairs as the new "what is," from there you can determine whether it continues to meet your needs. What's going on in your company as a whole? If there are multiple restructurings or a major redirection of staff, it's likely that you're just caught in the shift. In that case, you can do some things to quickly take stock of the fit between the position (in terms of require- ments and potential) and your qualifications to determine next steps. However, if this is a more limited move organizationally, some serious "taking stock" is appropriate. While it may not be personal, it may be related to perceptions of your past performance or your capacity for going forward. It may not feel fair, but this needs to be taken into consideration, look- ing at feedback you've received in recent reviews. Then, setting aside any pride aspect, evaluate your current position. Do you like what you're doing? Does it play to your strengths? If not, what would change so to make it a more satisfying role? THE OUTER GAME Keeping this to yourself will not resolve the issue, yet, there are risks to consider in raising the topic with your boss. First of all, he may have had little to do with the decision to "layer" you, so expecting him to speak to the reasons is probably not realistic. And, in any case, a backward-looking strategy is not going to be pro- ductive. Instead, ask for a con- versation about where your role is headed. Be prepared to share aspects of your past role that you particularly liked and be willing to discuss ways that the change has affected you. Keep in mind that your new boss may perceive the situa- tion as a minefield with a potentially unwilling and unhappy subordinate. If your goal is to make this situation work, help make it easier for him to perceive you as an ally. In any case, new bosses always bring a learning curve, so try to approach this in that light. If you have a strong need for inclusion, let him know. Finally, figure out what is acceptable to you in a role. If this no longer fits, start taking steps to find a position that's a better fit, but be careful not to burn bridges. THE LAST WORD Learn from the experience, while also paying attention to what you need to feel satisfied in your job. Q. I have a new boss who reports to my former boss, moving me down the corporate hierarchy. I'm feeling demoted; for exam- ple, he goes to the meetings I used to attend, and I'm not sure what to do. career . . . from page 1 Salary might garner all the glory, but many times additional benefits are just as significant when one is deciding to accept or decline a job offer. The offer with the highest salary isn't necessarily the ultimate deal for everyone. Instead, it's best to consider addi- tional benefits before making such an important decision. • Retirement: Pensions are largely a thing of the past, but companies that do provide pen- sion plans should merit heavy consideration. But even if most applicants are unlikely to find a company with a pension plan, there is the issue of a 401(k) and whether a company will match an employee's contributions. Companies will typically only match up to a certain percentage, but a company that does match employee contributions should be very appealing. • Vacation: Vacation time and how employees earn it is relative- ly standard, but some companies do offer better packages than others. In general, employees who have been with the company 1 to 3 years get two weeks of vacation time, while those who have been with a company for 4 to 10 years typically receive three weeks vacation time. However, not all companies adhere to this standard, and some might require employees to work as many as six years before earning a third week of vacation. Appli- cants must decide if salary or additional vacation time is a higher priority. • Medical insurance: Medical insurance varies greatly depend- ing on the company. Larger com- panies might offer more afford- able medical insurance, giving them a distinct advantage over smaller companies when appli- cants have a spouse and children to consider. • Holidays: Holidays are typi- cally a minor consideration, but Perks go beyond dollars and cents see PERKS . . . page 6 A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5035 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Jeanne Bonlender 262-306-5035 jbonlender@conleynet.com Story Coordinator: Dwayne Butler 262-513-2626 dbutler@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 11 November 20, 2014 To place an ad: Call us at 262-306-5035 or fax us at 262-542-6082 deadline: Noon on Wednesdays

• Cover