HR Workforce Solutions
By Nonprofits, For Nonprofits
There are some hot trends in recruiting this year that HR professionals should be aware of as they will impact how you hire in the years to come. LinkedIn recently released its Global Recruiting Trends Report 2018 which details survey results of more than 9,000 recruiters and hiring managers from 39 countries – identifying diversity, new interview techniques, data analytics and artificial intelligence as being the most impactful trends.
Companies across the country have found incredible ways to bring diversity into the workplace by using such things as inclusive language to target diverse groups, showcasing diversity in recruitment marketing and utilizing staff member’s stories and experiences in the recruiting and hiring process.
Employers need to take a hard look the organizational culture and if necessary, work on building an inclusive one. Ensuring that employees feel accepted, included and engaged because even the most diverse companies lose employees due to the lack of diversity, inclusion and belonging. LinkedIn found that more than half of the companies surveyed already embrace recruiting for diversity – tackling head-on. They also found that the top reasons for focusing on diversity were to improve company culture and performance and to better represent customers.
Gender continues to be the main topic in diversity but age and disabled workers or veterans, are also high on the list of diverse candidate opportunities. “When different perspectives are recognized and supported, advocated, and most importantly, expected, I think it creates a more inclusive environment,” said Steve Pemberton, Former Chief Diversity Officer at Walgreens. “When you are recognized for bringing a different perspective, it leads to higher degrees of engagement.”
While the traditional interview is still wildly popular and the industry standard, it fails to provide a true assessment of the job candidate – under cutting the impact of more useful information and all too often resulting in a decision based only on a person’s looks and personality.
Forward-looking companies are exploring other means of qualifying candidates that include soft skills assessments (measuring traits like teamwork), job auditions (offering an opportunity to perform real on the job tasks), meeting in casual settings (providing an entirely different view of the candidate), virtual reality assessments (immersing candidates in simulated 3-D environments to test skills) and video interviews (allowing the ability to view a larger pool of candidates in less time). And other companies are taking an entirely different approach and hiring based on potential, not experience.
Collecting data is becoming more and more prevalent in today’s ever changing workplace. It can help organizations increase retention, evaluate skills gaps, build better offers and so much more. It provides the opportunity to better understand the reasons behind the questions we couldn’t before evaluate – filling in many recruiting gaps. Putting quality data to work for you can give your organization an edge above the rest.
Artificial Intelligence is a machine that is able to perform tasks that normally require human intelligence. They can understand verbal commands, distinguish pictures, drive cars and play video games better than we do. These software programs can move job candidates through the hiring process in far less time than it would take us to and removes human bias in the process. It not only saves time and money but also delivers the best candidate matches. Actual people are still needed to persuade and negotiate but the more you use technology, the more time you have to focus on building relationships.
Allow the data and AI to work for you while you spend more time investing in the personal functions of your job. If you don’t embrace change now, it’ll run you down and leave you behind in the years to come.
Most nonprofit leaders recognize that employee retention can be a challenge and with limited resources, can lead to a lack of employee recognition. Nonprofit employees tend to have a passion for their organization’s mission—a sense of pride in their work and view their current employment as a career, not just as a job. So how do nonprofit organizations go about best supporting their employee’s goals and achievements?
Celebrating an employee’s career achievements by offering service awards is an effective strategy on multiple levels. Here are a few ways your organization can continue acknowledging your employees on a consistent basis:
1. Acknowledging reliability: While it can seem like a huge undertaking to implement a career achievement program, organizations that offer such programs are able to keep employees an average of two years longer than organizations that don’t. If the program proves to be effective, employees plan to stay at their current employer for an additional two years on top of that.
2. Reward accomplished career goals: According TLNT’s research, “81% of employees feel career celebrations help them feel appreciated for their work and found that 19% more employees strongly felt their current company cared about employees. Also, 18% more employees strongly felt they fit in and belonged at their current company if the company offered service awards.”
3. Encourage employee & culture connection: Recognizing an employee’s career milestone can offer an opportunity to connect back to the foundation of the organization. This can help employees feel that they are making an impact and doing their part to benefit the organization as a whole.
The benefits of a career achievement program will not only bring focus to your employees and their accomplishments, it will increase the overall morale of the organization and make your nonprofit a desired place to work at for future employees.
The Wage and Hour Division of the U.S. Department of Labor (DOL) had issued guidance based on inquiries from businesses about wage and hour issues that arise in the workplace through the distribution of opinion letters for five decades. In 2010, the Obama Wage and Hour Division decided to cease issuance of these letters and alternatively, decided to publish “Administrator Interpretations” of the Fair Labor Standards Act (FLSA) topics in its place.
Last year, the Trump administration announced that it would resume issuing opinion letters and began following through on its promise earlier this year when the DOL reissued 17 opinion letters previously withdrawn by the Obama Administration. Those letters addressed a wide range of topics from discretionary bonuses and calculation of salary deductions to administrative exemption qualifications.
Opinion letters are meant to guide employers and employees with respect to both the Fair Labor Standards Act (FLSA) and the Family Medical Leave Act (FMLA) laws by providing a better understanding of what is entailed. As noted on the DOL website regarding Rulings and Interpretations, “As part of the administration of the FLSA and the FMLA, interested parties may seek and officials of the Wage and Hour Division may provide official written explanations of what the FLSA or the FMLA requires in fact-specific situations.”
If you have a question about wage and hour laws that you can’t find answers to, requesting an opinion letter might be the way to go. It is important to remember that opinion letters are not binding but are rather informal guidance provided by the Department of Labor. A positive response can help an employer defend a policy in court while a negative response can get an employer to quickly change bad policies.
While the DOL can’t answer all employer inquiries, any clarity they can provide to employers in areas that are frequently unclear or confusing can be helpful—the hope is that the DOL continues to distribute these letters going forward.
U.S. employers added 223,000 nonfarm payroll jobs in May, compared with an average monthly gain of 191,000 over the prior 12 months. With the unemployment rate down to 3.8 percent—an eighteen year record low—the U.S. Bureau of Labor Statistics reported employment has continued to trend upward in multiple industries, including retail trade, health care and construction.
May marked the 92nd straight month of job growth in the U.S., with the number of unemployed persons declining to 6.1 million. Since the beginning of the year, unemployment rate has gone down by 0.5 percent, and the number of unemployed persons decreased by 772,000.
The U.S. economy added 31,000 jobs in retail trade, with an increase occurring in general merchandise stores, building materials and garden supplies. Employment in health care increased by 29,000 and construction rose by 25,000 with a continual growth of 286,000 positions over the past 12 months. Both professional and technical services have shown a gain of 23,000 jobs and has increased by 206,000 over the year. Manufacturing employment has continued to grow during the month of May with 18,000 jobs—durable goods required due to an addition of 6,000 jobs in machinery. Employment in other major industries, such as wholesale trade, information, financial activities, leisure and hospitality and government, showed little to no change over the course of the month.
In May, average hourly earnings for all employees on private nonfarm payrolls rose by 8 cents to $26.92. Over the past 12 months, average hourly earnings have increased by 2.7 percent and the average hourly earnings of private-sector production and nonsupervisory employees increased by 7 cents to $22.59 in May.
With job openings being at a two-decade high, this is good news for the many young people who have recently graduated. However, there are still many working-age people on the sidelines of the job market. Though more people have joined the workforce in the first quarter of 2018 than in the first quarter of 2017, the share of prime-age workers who are employed still hasn’t returned to where it was prior to the recession.
[Webinar Recording] Exclusive Ways for Nonprofits to Fund Health and Unemployment Insurance
UST has partnered with mission-driven health insurance broker Nonstop Administration & Insurance Services, Inc. (Nonstop) to offer an educational webinar recording that is designed to showcase insights and proven solutions aimed at lowering costs, mitigating risk and improving health equity for staff.
UST and Nonstop know that the traditional models of health and unemployment insurance are cost-prohibitive for many nonprofits. That’s why their co-created webinar recording addresses these challenges by providing the following key takeaways:
If you’re responsible for the financial management of a nonprofit with 10 or more employees, watch the webinar recording here: bit.ly/2p5UhvC
The largest nonprofit unemployment trust in the nation, UST helps 501(c)(3) organizations nationwide save time and money through a host of workfroce management solutions that include – unemployment claims management, cash flow protection, HR Workplace assistance, outplacement services and more. The company services nonprodits from all sectors with 10 or more full-time employees. UST encourafes nonprofits that are currently tax-rated or direct reimbursing on their own to review their options as they may be over-paying.
Headquarted in the San Francisxo Bay Area, Nonstop Administration & Insurance Services, Inc. is proudly changing the way nonprofits and their employees access healthcare with a partially self-funded health insurance program called Nonstop Wellness. The Nonstop Wellness program decreases the annual costs of healthcare for nonprofits while reducing or eliminating copays, deductibles and coinsurance. Nonstop’s mission is to ensure nonprofit;s growht and statinability —starting with health wellbeing of others.
Some people just exude negativity. They gripe about anything and everything. Rarely do they take responsibility and more times than not, they see themselves as the victim. Through some combination of nature and nurture, negativity is their default response but that negative energy can be detrimental in the workplace.
If you manage people, you will likely encounter a situation in which you will have to manage a negative employee. Some managers have the innate ability to handle difficult situations but your team may lack the skill and confidence required to communicate effectively with someone who is negative and can be easily defensive which can cause conflict.
While communicating with these individuals about their behavior can be uncomfortable, doing so can help to eliminate the impact on other workers and this should be priority number one. It’s imperative to address the issue sooner than later to also avoid the spread of one person’s negative attitude to the rest of the group — ultimately affecting effectiveness and productivity. The last thing you want is to have team moral take a hit.
Using specific examples of behavior will help the employee better understand where you are coming from and enable them to make some specific changes. You don’t want to lecture your employee but you do want to make sure you provide enough context to ensure they understand what your concerns are and what expectations you have going forward. Also, encourage them to speak up as issues arise so things don’t escalate in the future. Taking an interest in their well-being by checking in periodically can also strengthen their sense of purpose and belonging. If you simply criticize their approach and don’t acknowledge their concerns, they will end up feeling like their feedback was unwelcomed and ultimately trigger frustration and more negativity.
Don’t take anything said personally and avoid becoming defensive. Keep in mind that most people don’t like constructive feedback even when given with the best intent. Anything can trigger a defensive response so practice what you will say and how – it could save you a lot of headache. A little compassion goes along way – it shows the employee you are interested and concerned about them as a person. There may be some things you can’t help with that perhaps have nothing to do with work but you can listen and sometimes that is all one needs.
Nothing is more challenging than trying to get negative people to respond more positively. However, dealing with issues when they arise and being clear on what those issues are while following through with a plan that addresses them can go a long way. It’s important to acknowledge the value of their perspective and involvement when they communicate effectively.
A UST partner since 1990, the Center for Nonprofit Advancement has been providing advocacy, education, networking, and group-buying power to nonprofit organizations throughout the Greater Washington region since 1979. By providing the tools and resources needed, they’ve been able to help those organizations focus on what truly matters – their mission.
“At the Center for Nonprofit Advancement, we believe strong nonprofits make stronger communities,” said Karen Brown, Vital Health Benefits Trust Director at the Center for Nonprofit Advancement. “Our nonprofit members rely on us to help them advance their mission.”
Center members receive a vast variety of services and support from the Center which include:
Dedicated to representing nonprofit organizations for more than 25 years, the Center is proud to strengthen, promote, and represent members of the nonprofit community by helping over 50,000 individuals advance the mission of more than 800 local organizations. They embody every sector of the nonprofit industry and provide services and support to more than 9 million children, adults, and families around the world. To learn more about the Center for Nonprofit Advancement visit https://www.nonprofitadvancement.org/.
Question: Will the employer have to pay overtime to a nonexempt employee for time spent at a holiday party even if the party is voluntary?
Answer: In the event of an after-hours voluntary party, where there are no consequences for not attending, there is no requirement to compensate a nonexempt employee under wage and hour regulations. However, in the event that a party is held during any portion of an employee’s normally scheduled work hours and the employee is permitted to attend during those hours, even if voluntarily, the nonexempt employee is to be compensated. Therefore if the employee’s work day ends at 5 p.m., and the party goes from 3 – 7 p.m. the nonexempt employee would be paid for two hours (3 p.m. – 5 p.m.). If the party was mandatory or would have any consequences for those not in attendance, the nonexempt employee would be paid for the entirety of the party. If the nonexempt employee provided any work effort towards the set-up, during, or post event clean up, the employee would need to be compensated for all time worked at regular wages, including any eligible overtime.
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.
In the nonprofit sector, technology has provided many advances and fine-tuned processes for communication, workflows and overall functionality in the workplace environment. It has also created more of an awareness and comradery around health and wellness. Having a workplace wellness plan is an effective way to engage and increase productivity at any nonprofit organization. Workplace wellness can include health-promoting activities or certain policies implemented to encourage healthy behaviors among employees. The ultimate goal of this plan is to provide employees with opportunities for better long-term health, especially in the face of rising chronic diseases.
Wearable gadgets such as the Fitbit or the Apple Watch can help monitor stress levels and heart rates. They can also aid in implementing fitness plans, making them an invaluable tool in encouraging workplace health. With most individuals already having access to smartphones, this will allow for easy accessibility to certain health and wellness apps.
Here are five ways technology can improve workplace wellness and health.
1) Less sick days. The use of fitness and health-related apps and/or wearable gadgets can decrease employee absence due to health concerns, as well as encourage a better work-life balance.
2) Nonprofit savings. Encouraging workplace health and fitness with the use of technology can help decrease employer healthcare costs, especially in the face of rising premiums.
3) Less stress. While bringing a dog to work would be the ideal option to help reduce stress, your organization may not allow this due to pet allergies. A wearable, such as a Fitbit, can help to decrease employee stress levels through breathing exercises, leading to a more productive and healthy team.
4) Improves company morale. Tracking eating habits, dietary plans, and lifestyle choices with the use of certain apps can help you create a stronger workplace culture, encourage supportive relationships, and boost team morale.
5) Overall health awareness. Using wearable gadgets can decrease the seated lifestyle that often influences the present day working generations. Employees have the ability to track their physical movements and set reminders to stand when sitting for longer periods of time.
The goal for any nonprofit organization in adding a workplace health and wellness plan should be to alter the mindset and focus on the actions that encourage preventative care. If an employer can have a team focused on their health and limit their sedentary lifestyles, both the employer and the employee will thrive.
Nowadays, there is a plethora of social media platforms that allow both individuals and organizations to network, share, and promote—but are you truly living up to your nonprofit’s technological potential?
Whether you’re on Facebook, Twitter, LinkedIn or any other public forums, social media is an incredibly effective way to strengthen your n onprofit ’s voice. Ranging from sector news to teambuilding pictures to campaign promotions, social media is a fast, cost-effective method in broadening your audience and developing your brand.
Here are 7 quick tips that will help your organization strengthen its impact throughout the nonprofit sector via social media:
While many nonprofits are limited by a smaller budget and staff size, social media is a great way to grow one’s network, attract potential donors and supporters, and cultivate a reputable voice that can influence people nationwide.
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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.
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.
