Recruiting and retaining top performers is crucial to the success of any nonprofit and when done right, reaps the best reward—employees that support and strengthen your mission-driven work. To help nonprofit employers strengthen their recruiting and retention practices—while focusing on the employee’s entire journey with the organization—we created the 2021 Recruitment and Retention Toolkit .

This free toolkit includes a recruiting checklist, workplace flexibility fundamentals, interview best practice tips, and more:

1. Recruitment Checklist
2. Recruitment Sources
3. Creating and Managing Job Descriptions
4. Interviewing 101
5. Pre-Employment Inquiry Do’s and Don’ts
6. Essential Employee Training Topics
7. Creative Workplace Benefits
8. Workplace Flexibility Fundamentals
9. Webinar Recording: Enhance Your Nonprofit Brand
10. Webinar Recording: Employee Development and Training

Would you like access to more HR-specific articles, templates and checklists? Sign up for a FREE 60-Day Trial of UST HR Workplace today! You’ll also gain access to live, certified HR consultants, 300+ on-demand training courses, an extensive compliance library, and more.

As states begin to loosen their social distancing restrictions, nonprofit employers are beginning to strategize a return-to-work plan while staying compliant with state, local and federal guidelines. To equip nonprofit leaders with the resources they need to safely re-enter the workplace, we compiled the Workforce Re-Entry Toolkit . 

While the decision to reopen will vary from employer to employer, having a thoughtful strategy in place will help minimize employee concern and solidify any new policies well in advance of re-entry. This free toolkit includes essential checklists, letter templates, sample policies and response plans:

• Return to Work Employer Checklist
• COVID-19 Employer FAQs
• Checklist: Preparing the Workspace for Re-Entry
• Survey: Employee Readiness to Return to Work
• Employer Guide: Deciding Who Returns
• COVID-19 Workplace Safety Policies
• Families First Coronavirus Response Act (FFCRA) Poster
• Sample Welcome Back Letter
• Quick Response Plan for Infected Employees
• Sample Communication Regarding Infection in the Workplace
• Webinar Recording: Preparing to Re-Entry to the Workplace

Would you like access to more HR-specific articles, templates and checklists? Sign up for a free 60-day Trial of UST HR Workplace today! You’ll also gain access to live, certified HR consultants, 300+ on-demand training courses, and extensive compliance library and more.

People-related risks within an organization can range from bad hires and misconduct to harassment and lack of diversity in the workplace. To help nonprofit employers strengthen their employee risk management practices—and mitigate the risks that can ultimately affect your bottom line—we created the 2021 People Risk Management Toolkit.

This free toolkit includes a performance improvement plan, a risk audit questionnaire, risk management best practice tips and more:

1. Essential People Risk Management Practices
2. People Risk Management Audit Questionnaire
3. The People Risk Management Scorecard
4. The Cost of People Related Risks Tool
5. EEO Self-Identification Form
6. Anti-Harassment Policy Checklist
7. Whitepaper: Emergency Preparedness Plan
8. The Importance of New Hire Assessments
9. Performance Improvement Plan
10. Webinar Recording: Supporting Nonprofit Sustainability During a Crisis

Want access to more HR-specific articles, templates and checklists? Sign up for a FREE 60-Day Trial of UST HR Workplace today! You’ll also gain access to live HR certified consultants, 300+ on-demand training courses and an extensive compliance library.

When looking at the current work environment, we can see that it requires flexibility, being open to new skills and navigating new ways of working. And depending on where your nonprofit organization is in the digital transformation, there may be a lot to do in preparing your employees for the future of work. More and more organizations have been forced to transition from the manual, hands-on legacy systems to using the cloud—moving employees toward a data-driven culture, embracing machine learning and a number of other technologies.

Here are five tips to help guide your nonprofit organization towards a greater digital transformation in an ever-evolving work and business environment:

1) Recruit for the future: At least a portion of your current workforce will have moved on to other employment in the next 5 to 10 years, so think about succession planning now. Knowing the realities of modern business—it pays to think about how you’ll fill certain positions moving forward—you’ll likely want to focus on recruiting employees who have the skill sets that you need for future roles.

2) Offer upskill, re-skilling and transfer skill opportunities: When employees demonstrate strong aptitude and interest in certain technology, it would be smart to encourage and develop that skill set. Along with offering training for all employees, it’s important to consider the employees that have been loyal to your company may need some re-skilling. Also, don’t forget that employees who will be retiring can offer valuable skills to pass on the next generation. While we live in a world where technology is increasingly required for every aspect of work, soft skills like communication, time management and professionalism will always be needed in the workforce.

3) Become more flexible: Technology isn’t just there to draw you closer to your customer, although that’s a big part of why we’ve embraced it. Being open to other ways that technology can allow for a more flexible work environment, including a new concept of the “workplace” itself, can be very beneficial for your workforce. Let your employees know that these benefits are coming due to the latest technology your organization is adopting.

4) Set guidelines: As we develop larger online footprints, creating content and being active on social channels, it’s important to consider and define where your company stands on personal expression and social media. The line between your employee’s online activity and physical world is continuing to blur. A comment left on Twitter could easily get back to your employer and it may not be received well or taken lightly, based on the context. Take time to think about how you encourage personal expression in the digital world and how it could potentially impact your organization’s brand.

5) Prepare a path for employees to follow: Guide your employees, be a leader. Employees may already have reservations or concerns about how new technology could impact their place in the organization. Your employees need your empathy and support—talk to them about changes to come and listen to their concerns. 

While it’s impossible to know every aspect of what the future of work will look like at your organization, the above tips can be helpful in offering guidance on how to prepare your employees for staying skilled and to maintain a productive work environment. Business leaders can take the time to plan for the future in which training and learning will be the focus however, no one knows exactly what the future of the workforce will hold.

Question: An employee has reported that another employee made a racially insensitive comment in the break room in front of several people. What course of action should we take?

Answer:It is your duty as an employer to immediately stop any behavior that could constitute unlawful harassment, bullying, or workplace violence. Begin by investigating the incident and collect statements where applicable. Acting in good faith, and documenting these efforts, may provide the company with protection against complaints from involved employees. Document all conversations that are part of the investigation. If an investigation finds that comments were made that are against company policy, you should discipline that employee in a manner consistent with how you have disciplined other employees for infractions of a similar severity. Often, a written warning is appropriate in a circumstance such as this.

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.

Welcome to the inaugural issue of UST’s Quarterly Nonprofit Digest, a bite-sized overview of the employer strategies, sector statistics, and resources that UST shared throughout the most recent months.

This quick 4-step reference guide—highlighting key findings from Q1—will provide you with the innovative employee engagement strategies you (and your staff) need to succeed. In this rendition of the quarterly digest, discover strategies for:

• Streamlining your onboarding processes
• Creatively engaging your dedicated staff
• Crafting a positive, vibrant company culture

You’ll also gain access to helpful checklists, survey templates and best practice tips for developing both new and existing employees.

Sign up for UST’s eNewsletter to get nonprofit-exclusive content, webinar invitations, and sector insights delivered straight to your inbox.

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. 

The employee experience is how employees feel about what they encounter and observe over the course of their employee journey at a nonprofit organization—involving many different interactions and touch points across your organization. When looking at the journey of an employee—from the first day on the job, to the day of their exit interview—take into consideration their needs and how they evolve over time. 

From an HR perspective, viewing the employee experience as a whole can be overwhelming. By identifying the various stages and assigning a point person to each stage of the employee journey can make it easier to adjust or apply new processes.

The employee experience can be broken down into four main stages, each stage identifying a shift in what the employee needs, from the application process to when the employee leaves the organization.

Application Process

Think of applicants as a customer, create a simple and straightforward application process. A complicated, time-consuming process could put you at risk of losing potential candidates due to a rigorous application process. Responding to all candidates, regardless if they make it to the interview stage, should be a part of your process. Unsuccessful candidates may re-apply down the line for a role they’re better suited for or could be a potential customer one day. Treating each applicant with respect goes a long way as this is a representation of your brand.

Onboarding Process

Ensuring that you successfully onboard a new employee is critical. How do you know if your current processes are right for the journey of the employee? Be willing to ask and listen for feedback from the moment an employee joins your team. Utilize technology that makes it easier to collect their views, questions, and feedback through out the employee journey. For instance, onboarding surveys are a great way to collect and act on the feedback provided. With new employees, they can provide a fresh perspective on how your company operates and even offer insight on experiences with previous employers. Taking advantage of the opportunity to listen to employees during this stage, can help prevent minor issues from becoming bigger problems down the line. A smooth onboarding process can result in immediate productivity and long-term sustainability.  

Create a Sense of Belonging

Once an employee is established and has found their footing within their role, they need new challenges to continue their learning and development. These challenges motivate them, creates a boost in both engagement and productivity—a win-win for the employee and the organization. A lack of progression can lead to a decrease in productivity and/or employees looking elsewhere for new employment. It’s also important to gather feedback on a consistent basis, this shows you’re actively listening and taking action on their insight to help develop your staff.

The Departure of the Employee

When an employee decides to leave, it’s important to have an exit strategy in place to create a smooth departure. This is a vital part of the employee journey as the exit interview is an opportunity to gather honest feedback. This insight could help your organization make improvements to increase your employee retention and improve your employer brand.

Nonprofit organizations need to ensure they are focusing on the employee experience—aligning and understanding the stages of the employee journey. Employees can provide different types of feedback, all depending on their stage in the employee experience, so be sure to listen and have the tools in place to gather their feedback. Use their insights to improve how your organization operates, this offers an opportunity to better engage your staff and retain them for a longer duration.

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.