Question: We are looking to hire millennials in an effort to create a more dynamic workforce. What are other companies doing in terms of workforce standards, benefits, policies, etc. to attract this age group?

Answer: The first step in attracting the best and brightest candidates of any age, including millennials, is to ensure that your employer brand is compelling. Tell your company’s story and show applicants your unique value proposition. Studies show that millennials want to learn about the company’s culture prior to applying and expect an application process that is simple and fast. These employees also expect an employment experience that includes opportunities to learn, balance work/personal life and contribute quickly to the business.

Additionally, take an objective look at your workplace policies that may help in attracting and retaining millennials:

• Learning and development opportunities.
• Goal-setting and performance processes.
• Coaching, feedback, and recognition/reward systems (including training company leaders as coaches and mentors).
• Unlimited PTO policies (draft with legal counsel due to state and municipal laws regarding vacation and sick leave).
• Flexible work schedules.
• Telecommuting or off-site work.
• On-site fitness and other wellness programs.
• Off-site teambuilding activities.
• Social media policies (create these with legal counsel to avoid National Labor Relations Act and privacy violations).

Interestingly, according to a recent study entitled “The Millennial Leadership Study,” 91 percent of millennials aspire to be a leader and out of that, 52 percent were women. Almost half of millennials define leadership as “empowering others to succeed,” and when asked what their biggest motivator was to be a leader, 43 percent said “empowering others,” while only 5 percent said money and 1 percent said power. When asked about the type of leader they aspire to be, 63 percent chose “transformational,” which means they seek to challenge and inspire their followers with a sense of purpose and excitement. The study also found that millennials are known to seek companies that offer flexible work schedules and telecommuting, even if they make less money. Finally, the study found that 28 percent of millennials said that work/life balance was their biggest reservation about being a leader.

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 60-day trial here.

In the latest rendition of UST Live we welcomed reputable nonprofit leaders from across the U.S. with expertise in employee engagement best practices. In this session, the panel discussed innovative strategies for keeping their dedicated staff engaged (and productive), while emphasizing work-life balance and creating employee development opportunities.  

Watch now to discover:

• Common hurdles nonprofits are facing with keeping their staff engaged
• Ideas on how to reimagine the employee experience
• Methods for measuring engagement within your workforce
• Tips for maintaining a focus on developing your talent

Upcoming UST Live Webinars: This webinar series was designed to equip nonprofits with the strategies and resources they need to survive (and thrive) in a constantly evolving environment. Be on the lookout for our next UST Live sessions—scheduled for June, September, and December—where we’ll discuss strategies surrounding nonprofit sustainability, HR and compliance and leadership development. 

As long as companies are doing business, employee performance and productivity conversations will not go away—regardless of where employees are physically working from. Work has changed dramatically in the last year and so has the performance review. Many nonprofits are still overseeing a remote workforce which means they’ve had to conduct performance reviews remotely as well—one of the more challenging meetings to conduct virtually.

Employees already tend to be nervous when the time comes for evaluation but with a thoughtful approach and the right structure, leaders can make the processes productive (and comfortable). While you may be able to comment on goal achievements, with limited in-person interactions properly evaluating your staff can be challenging and becomes even tougher when you’re delivering feedback while dealing with technical issues, screaming kids, or barking dogs. You want to make sure employees feel at ease by reminding them that it is a two-way conversation simply meant to help recognize accomplishments, identify strengths and weaknesses and to establish future goals. It’s also important to remember that employees have been under extreme and unusual circumstances since the global pandemic presented itself nearly a year ago. By taking into consideration the elements over which your employees had no control and making scoring adjustments, leaders can show both fairness and appreciation for their efforts and dedication to the organization.

Consider these tips when conducting a remote performance review to help make the process more efficient and effective—even in a virtual environment:

1. Provide feedback beforehand – this allows the employee time to review and process your remarks so they can ask more thoughtful questions during your call.
2. Connect via video Chat – for these kinds of conversations video is the only way to go. It not only provides the opportunity to personally engage but can also provide further insight into an employee’s reactions.
3. Be kind and show compassion – bear in mind the vastly different and varying circumstances your employees are operating under and provide a little more compassion, flexibility, and leniency.
4. Allow for small talk – many people are still craving social interaction so before diving into the performance review itself start off by talking about anything that’s unrelated to work.
5. Set the tone – performance reviews can be uncomfortable enough when done in-person and maybe even more so virtually. Be open and pay close attention to body language—both yours and theirs.
6. Use screen sharing –
7. Gather a variety of data – working remote with decreased visibility into everything that might be going on, direct input through self-evaluation and peer feedback can help round out review conversations.
8. Don’t forget to mention COVID – recognizing your employees’ ability to adapt and overcome obstacles caused by the pandemic are worth mention—they not only had to establish home offices, navigate virtual meetings, and adjust their processes but they also had to overcome the isolation of remote work while finding work-life balance.
9. Listen carefully and with intent – make sure you pause to give them time to respond or ask questions without interjection and pay special attention to the words they chose to use
10. Speak compassionately – when discussing areas for improvement keep in mind that everyone is human and susceptible to hurt egos. Offer helpful advice, thoughtful recommendations, and constructive criticism.
11. Solicit feedback – a great performance review should be a two-way conversation. If you’re dealing with an employee who is uncomfortable being honest ask open-ended questions that encourage a response.
12. Provide details for any high or low ratings – it’s important for employees to know what they are doing well and the areas where they can improve, and specifics are critical to their success.
13. Establish attainable goals – employees still need to know they can grow within an organization, even during a pandemic. Create specific goals for career development and provide specific details on how to achieve them.
14. End on an upbeat note – ending on a positive note is imperative to boosting employee self-esteem, performance, and engagement. Make sure you take the opportunity to recognize and show appreciation for your employees.
15. Follow up in writing – as soon as possible after the conclusion of your meeting, forward documentation of the call to your employee. A lot can get lost in translation so ensure everyone is on the same page especially when sensitive topics like low scores or salary were involved.

Going forward it can be helpful to implement stronger tracking systems such as utilizing online project management tools like Monday.com or Microsoft Teams and scheduling regular check-in meetings to discuss workload, accomplishments, and frustrations.

Performance reviews give employees the feedback they need to improve job performance while also enabling them to work with their managers on career development plans. When done properly, virtual reviews can be highly beneficial to both the employee and the organization—increasing productivity and engagement.

Question: We are going to hire remote employees in several different states. What must we consider from a tax and employment law perspective?

Answer: Generally, employers must comply with the labor law of the state in which the employee will be regularly performing services and where wages are paid to that employee. There is a common rule of thumb called “boots on the ground,” which implies the regulations would apply to the state where the employee is physically working, including wage and labor regulations for hours worked and overtime, as well as general fair employment practices, termination/final pay rules, and recordkeeping. From an employee perspective, income tax for the state where the employee works (as well as lives) falls under each individual state as well. Note too, that the state where the employee works is generally where the employer should be paying unemployment insurance tax and workers’ compensation coverage.

We recommend additional research with tax and legal experts when expanding into a new state, even with remote workers. The following information offers more details about unemployment taxes and new hire reporting.

Unemployment Taxes (UI)

In many cases, employers should apply the standards of the state where the employee works and resides (where their “boots” rest). However, an employer could also choose to select the requirements of the most generous state in which the business operates or follow the requirements of a more generous internal policy, and apply those rules consistently across all company locations.

Most states will allow a multistate company to pay UI taxes from one location, though this does still require registering with each state and getting approval.

In most states, UI taxes can be paid for all employees under a Reciprocal Coverage Agreement (RCA) in which UI is paid to only one state (i.e. the company’s headquarters) when an employer has employees in multiple states. It appears approval must be sought by each state for each employee for this to occur; however, it can at least provide the company the avenue of paying the unemployment taxes only from one state for all employees working from home in other states.

New Hire Reporting

An employer with employees in more than one state has two options in fulfilling new-hire reporting requirements. Multistate employers may choose either of the following:

• Abide by the new-hire reporting program of each state and report newly hired employees to the various states in which employees are working.
• Select one state where employees are working and report all new hires to that state’s designated new-hire reporting office.

Multistate employers who opt to report to only one state must submit new-hire reports electronically or magnetically. These employers must also notify the federal Department of Health and Human Services as to which state they have designated to receive all their new-hire information. The National Directory of New Hires then maintains a list of multistate employers who have elected to use single-state notification.

When notifying the department, the multistate employer must include all generally required reporting information along with the following:

• The specific state selected for reporting purposes.
• Other states in which the company has employees.
• A corporate contact person.
• A list of the names, Employer Identification Numbers (EINs), and the states where the employees are located if the company is reporting new hires on behalf of subsidiaries operating under different names and EINs. 

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 60-day trial today.

Virtual work trends were on the rise even before the Coronavirus outbreak last year. Many employers, however, have been reluctant to offer remote work for a number of reasons—technology setup, company culture, employee morale and management structure to name a few. When the pandemic hit last year, employers were forced to shift gears if they wanted to keep their businesses operating and many transitioned their workforce to work from home almost overnight. The unexpected change left organizations without a plan in place and no time to prepare.

As businesses got back on their feet, many were able to start hiring which meant they had to figure out how to onboard new employees in a virtual environment. Onboarding helps your new hire get familiar with your nonprofit and provides the tools and training they need to start working towards making an impact on the company’s mission. The only difference between in-person onboarding and virtual onboarding is that it’s done mainly through video and email—the goal is still the same.

In a normal environment, the process is often long and tedious—more so when done virtually. There is equipment to ship, software to install, documents to be signed, materials to provide, the list goes on and on. Here are some ways to instantly improve your virtual onboarding strategy:

1. New Hire Paperwork. Consider using an e-signature tool so new employees can view, edit, and sign the various documents necessary to onboard someone such as tax documents, employment contracts, and direct deposit forms.
2. Work Equipment. Ship any necessary technology (laptop, keyboard, mouse, monitor, headset, etc.) ahead of time to ensure the employee is set up and ready to go on their first day. Make sure to have any company-specific software installed beforehand and provide setup and login instructions at the same time.
3. The Onboarding Packet. Create a detailed onboarding plan suited for the role that includes: a timeline with specific performance goals for the first 30, 60, or 90 days of employment, a checklist of tasks to be completed such as setting up voice mail and reviewing the company website, a company overview with your vision and mission statements, organizational charts, and details on information technology.
4. Training and Development. Provide a list of “self-study” tasks that include online assessments, essential articles, training documents, competitors’ information and eLearning opportunities. It’s also beneficial to allow employees to take advantage of a variety of training topics, not just those that are required.
5. Documentation and Procedures. It’s critical to the success of your new employee to have written documentation of job-specific procedures. This will help eliminate time wasted trying to figure out a process or waiting for someone to assist.
6. Internal Announcements. Inform your current team of the new hire by sending a new employee announcement and copy the new hire so they can see any welcome messages from the team. This is also a good time to add them to any relevant communication channels such as Microsoft Teams or Slack.
7. Welcome Package. You have one shot to make a good first impression. Send a Welcome Kit that includes some company swag, a welcome letter, a gift card for coffee and a personal invite to a virtual lunch with the team—this is a great way to get everyone familiar with each other.
8. Introductions. Schedule some video introductions and have current employees go around and briefly explain what they do. You can also have everyone share a fun fact about themselves or craft a few starter questions to get break the ice. Make sure you include any other leaders the employee might work with so they too can put a face to a name.
9. A Work Buddy. Working remotely can be isolating, assigning a go-to person who can guide the new team member through their first few weeks or months can help to make the transition easier. A welcome buddy can answer questions, share insights, and provide tips while helping the new hire settle in.
10. The Social Side of Onboarding. Have your managers come up with creative ways to connect their team. Things such as challenging employees with trivia questions on a business communication platform like Slack, scheduling virtual team building activities or luncheons to celebrate work anniversaries or birthdays can bring the team together on a personal level.

Virtual onboarding might seem daunting challenging at first, but with thoughtful consideration and a solid plan in place, you can create a successful onboarding plan that guarantees a positive outcome for both the organization and the employee.

Question: How can we cultivate a diverse workplace?

Answer: A diverse workplace with employees of differing age groups and experience can add to the richness and culture of any workplace. However, “diverse” and “diversity” can mean a host of different things, and unless company leaders agree on what kind of diversity they are seeking, creating cohesive diversity can be tricky. Here are some ideas for best practices to create and maintain a successful and diverse workforce:

1. Define the term “diversity” in relation to your workforce and company culture. Consider what your definition means and how it relates to obtaining the best and most qualified workers, as well as how this definition of diversity can be linked to business strategies and goals. Reflecting on the background of the workplace, the organizational structure, and where diversity began to productively impact the business provides a good starting point.
2. Establish a clear and concise diversity strategy where the stakeholders are defined, changes to the current structure are identified along with potential barriers, and how the strategy will be successfully implemented.
3. Outline processes for implementation. Spell out each step to obtain the goal of diversity, and consider how the steps will be tested and applied, potential employee involvement, how you will measure success (efficiency, benefits, retention), resources you will need, and key performance indicators.
4. Utilize employee and manager involvement to create and implement the strategies, which will help determine how the diversity has impacted the organization. Clearly outline participation and expectations for both employees and managers, along with training and cooperation at all levels. Each individual should have a sense of accountability in implementing diversity strategies.
5. Create future goals, analyze results of all diversity efforts, and consider areas for improvement to ensure continued development and consistent successes.

Don’t forget to abide by all applicable local, state, and federal laws in regard to diversity and ensure all workplace policies are applied consistently and without discrimination.

Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 60-day trial today.