Recruiting and retaining talented employees is a challenge, particularly for non-profit organisations, such as Darul Ghufran Mosque. To counter this, the management provides a high standard of staff welfare and an effective work-life strategy, which cultivates an engaged and satisfied team that provides quality service and care for its congregation. Importantly, they make it a priority to ensure that employees are treated fairly, and that each staff has the opportunity to achieve work-life harmony.
Industry: Voluntary Welfare Organisations
Employment size: Above 40
Employment profile: Teaching staff, in various roles and capacities
Featured work-life programmes:
the Executive Summary.
Flexible Work Arrangements
- Staggered time
- Part-time work
Employee Support Schemes
- Flexible benefits (which can be used for personal and career development courses)
- Family room with children’s play and study area
- Health and wellness programmes: talks, workshops and group exercise sessions
Board members of Darul Ghufran Mosque (Darul Ghufran) believe that the organisation should be an employer of choice. They provide heads of divisions (HODs) with the autonomy to offer work-life solutions to their team members when appropriate.
Due to its relatively small workforce, Darul Ghufran has been able to customise flexible work arrangements (FWAs) to fit employees’ specific work-life needs on various occasions. The management ensures that each employee has the opportunity to achieve work-life harmony. For example, due to the nature of their work, many FWAs offered cannot be extended to teaching staff. The management offered other initiatives such as a family room, so that teaching staff may bring their children to work and use these facilities.
The management and HR also implement cost-effective measures to enable greater flexibility for employees, such as the refinement of a HRM system to efficiently track FWAs for all employees.
A strong communications strategy contributes to the positive work-life culture at Darul Ghufran. HODs share important work-life updates at staff contact meetings. The senior management also emphasises open communication channels with employees, e.g. a staff retreat was held after the employee engagement survey was conducted, which aided in the effective implementation of work-life solutions while managing employees’ expectations.
Various FWAs and schemes are formalised and documented in the HR manual for reference. This makes the application and approval of FWAs a clear and transparent process.
Darul Ghufran has a simple yet effective performance management system designed to engage staff and motivate them at work. Employees meet with their respective HODs to set measurable KPIs and action plans at the start of each year. HODs proactively follow up with feedback on their performance throughout the year. Employees are then appraised against the KPIs set earlier at the end of the year.
Providing an effective work-life strategy differentiates Darul Ghufran as an Employer of Choice and serves as a good retention strategy, as proven by the long duration of service by many employees. It shows that with strategic planning and strong management support, it is possible to create an effective people management framework even as a non-profit organisation with a limited budget.
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This case study was first published on the former Employer Alliance website.