NONPROFIT Community Engagement

ALH Media is a strong and growing company supporting strong and growing communities. We value the ability as a media organi zation to enrich and support the nonprofit community through the following ways:

Each year our media company donates tens of thousands of dollars to local nonprofits through our Community Engagement packages, programs and sponsorships .

With the recently launched Buy One-Give One program, this allows local businesses to donate ad space to the charity of their choice during selected months each year

In 2023 Midlands Business Journal will select a nonprofit each month to highlight through our Making a Difference advisory board

Highlighting charity events has been at the forefront of ALH for over 30 years Our event sponsorship program allows nonprofits to celebrate their successes through a visual and informative platform.

A variety of our targeted media throughout the year helps market nonprofit organizations to our influential and connected audiences.

Nonprofit Community Engagement packages allow for discounted annual plans that help reach both the business community and individuals

For further information contact Andee Hoig at

BY MICHELLE LEACH

Hiring audits. Employee surveys. Needs assessments. Recruitment reviews. While the names may vary, these terms all essentially speak to an essential and fundamental aspect of an organization’s sustained viability: the regular evaluation of how one’s team finds and selects top talent.

As organizations uncover strengths and weaknesses associated with this vital function, Machael Durham, president of Durham Staffing Solutions, referred to steps not limited to the creation of a recruitment audit team spanning recruiters, hiring managers and interviewers.

“Evaluate the internal recruitment process, analyze the various channels utilized to measure effectiveness, and obtain feedback from candidates to understand their experience,” Durham said.

She recommended evaluating the “metrics” quarterly to ensure an effective process.

“It is best to be open and transparent with all applicants from the start,” she added, when asked about “best practices” associated with these quarter-on-quarter evaluations. “Ensure you are clear about the qualifications needed to be successful in the role, share the organization’s core values and mission, focus on the quality of the candidate and create a process that is inviting for all.”

Be aware of and identify “pain points,” but don’t make assumptions, Durham said.

“Ask the right open-ended questions and actively listen,” she explained. “Once you are able to identify the pain points, be open to change that will benefit all.”

Ralph Kellogg, VP of people and training and HRAM DEI/IDEAL co-chair of Lutheran Family Services, defined the ideal hiring process audit as gathering feedback from newly-hired employees, and as the HR team looking for failures within the process.

“Where and how is the organization recruiting, what are the yield rates from recruiting sources, and what process or procedures are in place that help or hinder the application and hiring experience,” he said.

“Newly hired employees provide a wealth of information about the hiring process.

“At LFS, we have three key surveys that are used during the employee’s first month of employment: the application process, the interviewing and hiring process and new hire orientation. The feedback from these surveys, as well as follow-up conversations, provide a basis for transparent discussions to occur.”

Furthermore, when one says, “We want this information. So, we can continually improve our service,” it empowers and connects. Kellogg also added that one should ask questions like, “Was the application easy to navigate? What did you find confusing?” And, most important: “What did you like about the process?”

“LFS has used feedback from these tools to overhaul the new hire onboarding process, revamp interview questions, improve hiring times and implement cross-departmental hiring opportunities, whereby an applicant may not be a fit for the job for which they applied, but they may be a fit for another open position within the organization,” he said.

These efforts are bearing fruit; LFS reported a response rate of over 90% over the past two years from new employees on the application, interviewing and orientations processes.

At minimum, Kellogg encouraged conducting such reviews twice each year.

“Ideally, the talent acquisition team should conduct this type of review as part of an ongoing process,” he noted. “If organizations fail to implement a feedback loop or take a ‘no news is good news approach,’ then the hiring process turns into a transaction-based event, rather than the foundation for an ongoing relationship.”

As to “best practices,” Kellogg emphasized the importance of clearly communicating how the position aligns with the organization’s strategic goals and success.

“Provide purpose-driven work,” he said. “Employees want to know the work they do matters and makes a difference. Do not focus only on pay and perks as a competitive advantage – people expect to be paid a competitive salary. Using pay as the only competitive advantage is outdated thinking.”

Furthermore, exhibit both flexibilities in scheduling and in supporting an inclusive and respectful environment.

“Most employees are realistic enough to know that every work environment will offer its share of challenges; however, providing an environment where mutual respect, and connection with others is valued is what I find most candidates want,” Kellogg said.

To “pain points,” he emphasized how “data tells a story.”

“Time to fill, turnover, employee survey feedback and job board feedback can tell you if issues exist with your hiring process,” Kellogg explained. “Sites like Indeed and Glassdoor can provide insights as to how applicants view the hiring process.

“If you have exceptionally high turnover based on internal benchmarks or industry data, it can be an indicator that the organization may be misaligning the person and the job. Lastly, have conversations with newly-hired employees – I found this to be the best source of unvarnished feedback.”