HR Workforce Solutions
By Nonprofits, For Nonprofits
In order for diversity to be a part of a nonprofit organization, it must start at the top. To achieve real and sustainable change in terms of racial equity toward those we serve, we must reflect that standard. According to a survey done by The Nonprofit Quarterly, CEO’s are concerned with the composition of their boards. BoardSource completed a study that compared racial diversity on nonprofit boards in 1993 and 2010. Results showed little to no change in Caucasian dominance. In 1993, 14% of members were persons of color; by 2010 there was a slight increase bringing it to 16%. With that in mind, nonprofit organizations need to take the necessary steps to ensure that their organization is an example of acceptance and diversity.
Here are the 5 steps your organization can take to achieve board diversity:
1) Leadership must lead or it won’t happen
The primary goal is that the CEO and Board Chair share a commitment to an appropriate racial makeup—they must hold one another accountable for actions toward the goal. They should be visible leaders and spokespersons for achieving diversity by educating the sector and lobbying for organizational change.
2) Be intentional — make your claim
An organization’s values and mission must be clearly articulated and visible on all outlets, including their website— providing a clear picture on where the organization stands.
3) Create a baseline
First, conduct an assessment of your board’s demographics. Then, based on the results, identify the vision going forward. With this assessment, you can establish a measurable goal to increase racial diversity within your board.
4) Give a grand welcome
When bringing on new board members, be sure to be welcoming and that the orientation is authentic and thorough. Ownership of these processes should involve all of the current board members.
5) Move beyond the numbers
An increase in percentages of racially diverse members is only the first step. Guiding new members through the flow of communication and onto the leadership track is essential. Simply waiting and hoping that the pipeline will move members forward is an insufficient strategy.
We need to think beyond a simple checklist to create and maintain diverse board representation—it’s a long-term strategy for creating change through collaboration.
Sick employees are bad for business – plain and simple. They can wreak havoc on the workplace in many ways – spreading germs, putting additional stress on co-workers who have to pick up the slack or even creating tension amongst the team. While it might seem great to have such dedicated employees who are willing to work even when they are ill, what might be a mild case of the flu for one can land another in the hospital or worse, put multiple members of your team out for weeks.
You need an equitable sick leave policy in place that provides employees a reasonable amount of paid sick leave, allowing them the time to recover when they’re not feeling well. Additionally, having a clearly written policy that specifies the organization’s standards and what is expected of the employee will help to minimize sick leave abuse. Paid sick leave is not typically required under federal law but may be required under state law – different states have different requirements so make sure to do your research to determine what, if any, state laws are applicable to you.
By implementing a few simple guidelines, you can create a solid yet thoughtful sick day policy that helps to maintain a healthier workplace and keep your nonprofit running smoothing when someone is out. First and foremost, you need managers to not only encourage people to stay home when they are ill but to also stay home themselves when ill – leading by example is the most powerful tool managers have at their discretion.
Secondly, have a back-up plan in place for when those instances do arise so key tasks don’t go unattended for days at a time. For example, cross-train your staff so that everyone has someone who can fill in where and when needed. While this may not be an ideal situation for some, ensuring everyone understands the benefits of such a plan and knows what to expect ahead of time, can go a long way in eliminating some of the stress when the need presents itself.
Also important to keep in mind, while it’s not practical to have someone out of the office for weeks due to a general cold, it is wise to require employees who have been out with the flu and/or a fever to remain home until they’ve been symptom-free for at least 24 hours. This will ensure they are no longer contagious and getting others sick upon returning to work.
If an employer doesn’t offer sick leave, they will only accelerate health issues and the spread of illness, thereby lowering productivity and office morale. Remember, when an employee comes to work sick, it puts you and the rest of your staff in a weak environment, which can affect a nonprofit as badly as the loss of a major contributor. Being sensitive to the health of all your staff should be priority number one. To ensure you are doing everything you can is to genuinely take an interest in the health of the people working with you. Remember, a healthy workplace is a productive workplace.
No one will argue that distractions in the workplace can kill productivity – from excessive cellphone use and gossiping co-workers to internet abuse and cubicle visits. But it’s that little device, the one that is always nearby – in our pocket, on our nightstand, at the dinner table with us or atop our desk at work. That’s the one that is the biggest distraction of all and while technology helps to simplify our lives, for many employers, it’s killing productivity.
Life as we knew it a decade or so ago, no longer exist. Things have changed drastically since cellphones came into existence and more so now that our smartphones are smarter than ever before. Just last year, dscout, reported that the average cellphone user tapped, swiped, typed or clicked 2,617 times a day. That’s almost three hours a day which implies that employees are spending at least some time at work with personal devices in hand.
While we can’t avoid all distractions – emails, slack chats, meetings, the loud co-worker, we can minimize some of them and many companies are doing just that by implementing policies that either prohibit or limit cellphone use in the workplace. By removing this particular type of distraction, employers decrease the amount of time being spent on messaging apps, social media and other sites that are in no way related to their employees work. Another option being explored are “no-tech” days in which there is no email and or internal instant messaging communication happening. The idea is that there is more time for employees to just focus on pending projects or other pressing matters without the repetitive interruptions.
While neither of these measures are fool-proof, they may help in creating more productivity and better time management. For some, these tactics work, for others, not so much. Policing workers without managing their expectations can make an office feel oppressive but encouraging official breaks can be a healthier way to nudge employees to stay focused during work hours. If you want your staff to spend more time thinking about work and less time being distracted by outside sources, be the example. Then start monitoring what’s happening in your office before making any official changes to ensure you take a course of action that best suits the needs of the company and its employees.
Question: Are private employers required to give employees the day off for Veterans Day? And if employees work on Veterans Day, must they be paid at a holiday rate?
Answer: Private employers are not required to give employees the day off from work for Veterans Day. However, private employers may elect to do so for Veterans Day and/or any other holiday.
Veterans Day is a federally recognized holiday, and federal law does not:
Specifically, the federal Fair Labor Standards Act (FLSA) does not require payment for time not worked, such as vacations or holidays (federal or otherwise). These benefits are generally a matter of agreement between an employer and an employee (or the employee’s representative); thus employers may elect:
Employers must apply any workplace policy consistently and fairly to all employees.
Note: On a government contract to which the labor standards of the McNamara O’Hara Service Contract Act (SCA) apply, holiday and/or vacation fringe benefit requirements are stated in the SCA wage determinations in contracts that exceed $2,500. On a government contract to which the labor standards of the Davis-Bacon and Related Acts apply, holiday pay and/or vacation pay is required for specific classifications of workers only if the Davis-Bacon wage determination in the covered contract specifies such requirements for workers employed in those classifications.
Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.
Overqualified candidates can often be challenging for nonprofits to take on—while experience, knowledge and self-sufficiency can be appealing, the potential for boredom and chances for increased turnover in the workplace can make any employer feel uneasy. While there are both benefits and downsides to hiring overqualified candidates, finding a middle ground is key to gaining the most value from these particular hires and providing work that continues to challenge them.
The “right” overqualified candidate can bring a plethora of skill sets to a nonprofit organization—experience, expertise, proficiency in basic skills, leadership potential and the ability to take on challenging projects and tasks. Unfortunately, the chance of these candidates being ruled out solely on a brief look at their resume happens more often than we think.
Often, a presumed risk among nonprofit organizations is that these candidates may become bored, unmotivated or leave the position quickly. On the bright side, overqualified candidates are likely to be able to hit the ground running. Already being equipped with the basic skills needed for the position, they likely don’t require too much hand-holding. In the long-run, this can help you save valuable time and money when it comes to onboarding.
The key to bringing on any new hire is finding the right balance. When it comes to an overqualified candidate, an employer may have concerns about training because they may have habits that are difficult to modify. On the other hand, if the candidate is educated about the culture and values of your organization during the recruitment process, they will embrace and absorb new formalities relatively quickly.
To avoid being a “life raft” or “stepping stone”, it is important to be honest and transparent with a candidate that is overqualified. Explain your concerns about the role in comparison to their experience and be upfront about your expectations. One of the most common concerns is the topic of salary. During these conversations, it’s important to touch on the candidate’s long-term career goals, including what motivated them to apply for this position and what they hope to contribute to the organization.
Last but not least, remember to keep an open mind! While a candidate may look like they are overqualified on paper, they may have a personal reason for applying to the position. They may be looking to switch into a different industry that they’re more passionate about… they may have always wanted to work for a nonprofit and it’s beneficial for you to find out whether they could be a positive addition to your team and help further strengthen your mission.
It’s no secret that people are more health conscious today than ever before. And over the last few years, business owners have gotten on board with a massive influx of corporate wellness programs being offered in the workplace. We’re talking everything from stability balls and standing desks to weight loss programs and opportunities to work from home.
It seems now, that employers are constantly looking for new ways to kick their corporate wellness programs up a notch. And the trends are getting more and more creative with companies expanding the definition of wellness through offerings that are much broader – improving the overall quality of their employees’ lives.
Some things are as easy as implementing standing desks as the standard – the kind you can move up or down so employees aren’t forced to do one activity or the other all day. While the debate continues over the health benefits, no one can argue that having the option to change your form throughout the day helps with muscle stiffness, brain fog and calorie expenditure.
Opportunities to work from home have rapidly become a hot trend but some organizations are still reluctant to let go of that much visibility. For many, it works like a well-oiled machine but for others, it ends up being one issue after another. You really have to take the time to evaluate your staff to see whether or not, they can handle that much responsibility – it’s definitely not for everyone but certainly worth doing the research.
At the top of the corporate wellness trends right now is “wellness technology”. Some companies are looking for ways to put all of that valuable information gathered by all those fitness gadgets to work. By working to keep corporate wellness offerings fresh, some employers are using Chatbots to help keep employees on track with their fitness goals.
Then there are those forward thinking companies who are looking to bring on the latest and greatest wellness programs for their employees. For example, one organization has an in-house masseuse available to their employees while another has a built-in office sauna. Others are subsidizing DNA kits, creating nap rooms, implementing vending machines with healthy snack options or offering an on-site Happy Hour at the end of the day.
It goes without saying that the possibilities are endless. Since workplace stress has become the biggest epidemic to hit corporate America in recent years—it is worth addressing internally through some form of wellness program that will help employees regain focus and energy. When employees don’t know how to manage their stress, not only is their work affected but so are the people around them. And the benefits of making your employees’ well-being a priority are endless – it can help with retention, reduce absenteeism and workers’ compensation claims, increase productivity as well as save your organization thousands in the long run.
With the national unemployment rate steadily declining, and a substantial increase in expectations for competitive benefits and salaries, nonprofits are definitely feeling the squeeze—especially when competing against for-profit organizations for key staff members.
How can we overcome these challenges when funding support is steady at best, and often decreasing?
This webinar will teach you how to:
Join Kathy Keeley, Executive Vice President, Programs and Senior Consultant at the Georgia Center for Nonprofits, to develop a framework for effective recruitment and retention strategies in the current workforce environment.
Want access to more learning opportunities, tips and legal updates just for nonprofits, sign up for our monthly eNews today!
December marked the 87th consecutive month of job growth, adding an additional 148,000 positions during the month – bringing the total number of jobs filled in 2017 to 2.06 million. The unemployment rate remained unchanged at 4.1 percent for the third consecutive month but fell over the year by 0.74 percent, a 17-year low.
The number of persons employed part time for economic reasons was essentially unchanged at 4.9 million in December but was down by 639,000 over the year. These individuals, who would have preferred full-time employment, were working part time because their hours had been cut back or because they were unable to find a full-time job. The number of long-term unemployed remained essentially the same at 1.5 million in December but declined by 354,000 over the year.
Among the marginally attached, there were 47,000 discouraged workers in December, little changed from a year earlier. Discouraged workers are those not seeking employment opportunities because they believe there are no jobs available. The remaining 1.1 million persons marginally attached to the labor force in December had not searched for work for reasons such as school attendance or family responsibilities.
Payroll employment growth totaled 2.1 million in 2017, compared with a gain of 2.2 million in 2016. Job gains occurred in healthcare (31,000), construction (+30,000) and manufacturing (25,000), collectively creating over half a million jobs in 2017. Employment changed little for most other major industries, including food services, professional and business services, retail trade, mining, wholesale trade, transportation and warehousing, and financial activities.
The labor force participation rate, at 62.7 percent, was unchanged over the month and year. And while the employment-population ratio was also unchanged at 60.1 percent in December, it was up by 0.3 percentage point over the entire year.
Wages rose in December by 9 cents, increasing over the year by 65 cents, or 2.5 percent.
This all alludes to an economy that is healthy and likely to continue growing but we won’t know for sure for a while.
UST helps 501(c)(3)s lower their unemployment costs & maintain HR compliance, providing resources to help refocus on mission objectives.
Santa Barbara, CA (May 31, 2018) – UST, a program dedicated to helping nonprofits ensure compliance and protect assets, today announces that 70 nonprofit organizations from across the U.S. decided to join more than 2,200 of their nonprofit peers and enroll in UST’s cost-saving program.
For 35 years, UST has been helping 501(c)(3)s manage their unemployment claims in a safe, efficient manner. Whether a nonprofit is tax-rated or reimbursing, UST is here to help nonprofits manage their cash flow and streamline their day-to-day operations. Just last year, UST found $2,839,940 in potential unemployment cost savings for eligible nonprofits.
UST’s newly added members now have exclusive access to a variety of resources, ranging from a live HR hotline and job description builder to e-filing capabilities and claims hearing support. By utilizing their dedicated claims representatives, cloud-based HR resources, and outplacement services, these nonprofits can refocus their saved time and money on what matters most—achieving mission objectives.
“With more than 2,200 organizations now participating in the Trust—and growing—I have no doubt that we can continue to provide our incoming members with the tools and education they need to further advance their missions,” said Donna Groh, Executive Director of UST.
If you’re a 501(c)(3) looking for ways to help your nonprofit save money, benchmark your unemployment costs by filling out a free Unemployment Cost Analysis form today.
Question: Is recruiting via text messaging a thing?
Answer: Believe it or not, yes. Recruiting via text messaging is not only “a thing” but is a common method used by recruiters when attempting to quickly reach out to potential job candidates. According to recruiters that text candidates, text messages have a 98 percent open rate. This means that nearly all of the texts are “opened” by the user as opposed to emails, which are opened at a significantly lower rate. Additionally, the average response time for a text is only 90 seconds whereas emails can take infinitely longer — assuming the email is even opened.
Another reason that recruiters are using texts to connect is that many candidates are already employed. Therefore, recruiters are finding it is easier to communicate with an employed candidate via text because the conversation is limited to the screen of the device rather than a phone conversation which can be overheard if conducted during working hours, or worse, an email received on a work-owned device that could be viewed by the current employer.
Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.
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This Privacy Policy and the Terms of Use for our site is subject to change.
UST maintains a secure site. This means that information we obtain from you in the process of enrolling is protected and cannot be viewed by others. Information about your agency is provided to our various service providers once you enroll in UST for the purpose of providing you with the best possible service. Your information will never be sold or rented to other entities that are not affiliated with UST. Agencies that are actively enrolled in UST are listed for review by other agencies, UST’s sponsors and potential participants, but no information specific to your agency can be reviewed by anyone not affiliated with UST and not otherwise engaged in providing services to you except as required by law or valid legal process.
Your use of this site and the provision of basic information constitute your consent for UST to use the information supplied.
UST may collect generic information about overall website traffic, and use other analytical information and tools to help us improve our website and provide the best possible information and service. As you browse UST’s website, cookies may also be placed on your computer so that we can better understand what information our visitors are most interested in, and to help direct you to other relevant information. These cookies do not collect personal information such as your name, email, postal address or phone number. To opt out of some of these cookies, click here. If you are a Twitter user, and prefer not to have Twitter ad content tailored to you, learn more here.
Further, our website may contain links to other sites. Anytime you connect to another website, their respective privacy policy will apply and UST is not responsible for the privacy practices of others.
This Privacy Policy and the Terms of Use for our site is subject to change.
