Developing Human Capital: Moving from Extraction to Reciprocity in Our Organizational Relationships

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Jeanne Bell, Nonprofit Quarterly
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Description / Summary

This article, first published on October 23, 2018, comes from the Fall 2018 edition of the Nonprofit Quarterly. It’s the second in a three-part “Advancing Practice” series on building a different paradigm for nonprofit human resource management. You can read the first installment here.

Many of us in the nonprofit sector aspire to make our organizations more human, more personally sustainable, and more conscious of the full humanity of the people with whom we work. For many of us this means revisiting, if not entirely revising, our approaches to “human resource management.”

Moreover, many nonprofit organizations are interrogating their legacy theories of change, including programmatic assumptions and methodologies.

This is taking a myriad of forms:

  • exploring the real and perceived boundaries between social service and social change work;
  • confronting the intersectional forces at play in traditionally siloed areas of expertise (e.g., environmentalism and racial justice);
  • and unearthing the ways in which internal management practices do and do not reflect the vision of equity and justice we espouse externally, to name several.

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