Entries with Author: Scott Curry

Technology continues to create more tools for recruiters to use to reach potential candidates—whether it be via email, social platforms like LinkedIn or the most popular, texting. While texting is an informal way to communicate, it can act as simple way to vet someone to see if they are a good fit for your company or at the very least, see if they are interested—this can be an optimal time saver. The number of technology companies creating messaging tools to help organizations reach potential employees by text continues to grow.

With most nonprofit organizations are constrained by limited bandwidth, utilizing a text-messaging platform could be a beneficial solution that could help bring in the ideal employee while managing time more effectively. Adding this type of tool to your hiring process can help fine tune interview logistics and allow for pre-screening questions prior to scheduling a phone or in-person interview. In such a highly competitive market, nonprofits are always looking for solutions to grab the attention of candidates that are the best fit for the job as well as better manage how they communicate with those seeking an open position.  

Compared to email and job board email listings, incorporating text messaging into your recruiting process can increase the likelihood of actually getting a response. Texting offers a quick back and forth conversation, which can help move the process along at a quicker pace, allowing employers to ask basic questions regarding requirements, experience and availability—while candidates can ask about benefits or pay. This could all be discussed before scheduling a meeting or even a phone call—preventing the off chance of wasting either parties’ time. Texting also offers an informal environment that can help decrease the chances of any awkwardness of a first-time discussion.

While text-based recruiting is more commonly used for higher volume job categories such as retail, food service, nursing and customer service, there are some companies using these solutions for professional jobs or high-demand positions such as software programming. These messaging tools are being used to hire a wide-range of positions and continue to become more sophisticated as the demand increases.

Performance management enables business leaders to motivate staff members and maximize worker productivity. Go-getting employees thrive on productive feedback, while others need a clear plan to boost their productivity.

While large corporations devote huge sums of money toward highly complex and feature-rich performance management software suites, these systems typically focus on standardized forms and universal rating systems. Often, this kind of one-size-fits-all management is unproductive and ineffective. Fortunately, there are newer, cost-effective performance management applications that are accessible to even the smallest organizations that do a better job of boosting performance.

With the abundance of available software suites on the market, small organizations can lease performance management applications for pennies on the dollar. Of course, business leaders must also consider the costs involved with managing these kinds of applications. As such, it makes good sense to choose a management suite that is easy to use and integrates well with existing work processes.

To learn more about how low-budget organizations can effectively achieve their goals through data and performance management, check out Rutgers University’s infographic on Using Data to Improve Performance in Nonprofits.

The role of an HR professional requires wearing many hats and with that comes the challenge of juggling multiple projects, involving various moving parts of a nonprofit organization. One of the biggest and most challenging tasks that lives on the desk of human resource professionals is recruiting/hiring new employees. Most have come to learn that the hiring process has a tendency to be biased, which comes with moments of being unfair to certain applicants. While most of it comes from an unconscious bias, these acts still play an intricate role in making a decision when hiring a new employee.

While bringing awareness to our natural bias and attempting to correct these behaviors can be difficult, there are solutions that can be put into place to offer your human resource’s team a strategic plan to help prevent such biases from occurring.  

1) Reformat your job descriptions: A job description is one of the most crucial parts of the hiring process. It sets the tone for everything that follows and the parameters around the type of person you’re looking to hire—from their skills to their capabilities. The use of different words can have a greater impact than you realize on the candidates that come across your job listing. For example, certain adjectives like “competitive” and “determined” can be more appealing to men where as “collaborative” and “cooperative” tend to resonate more with women.

2) Try “blind hiring”: A technique that “blinds” you from seeing any demographic-related information for a particular candidate. This approach can help improve the chances of not weeding out a great candidate and to retain a more dynamic interview pool without your natural bias interfering with the hiring process.

3) Assessments using work examples: Offering a test to solve work-related problems can be a helpful indicator to both the potential hire and employer— revealing their level of job performance and the opportunity for the candidate to demonstrate his or her skill level. This can help eliminate the bias and unconscious judgement of appearance, gender, age and personality.

4) Create a consistent interview process: While an unstructured interview can allow for a more organic conversation, it tends to be unreliable when predicting job success. Whereas in a structured interview, the candidate is asked a set of defined questions, allowing employers to focus on the key factors that have an impact on performance—this approach offers a consistent interview process and minimizes potential bias.

5) Implement goals of diversity: Creating these goals will offer guidance and define the parameters in which to abide by—this helps keep diversity and equality top of mind when hiring future employees. 

Question: Can we require our employees to get flu shots?

Answer: While there is no law that prohibits employers from mandating flu shots — and in some states, the law requires all healthcare workers to get flu shots — you should carefully determine if the benefits to your business outweigh the risks. There has been a rise in litigation brought by employees who object to this requirement for medical, religious or personal reasons. The Equal Employment Opportunity Commission (EEOC) has filed or joined several lawsuits over claims that inflexible mandatory vaccination policies are discriminatory.

Employees may be entitled to exemptions from a flu shot policy for medical reasons under the Americans with Disabilities Act (ADA) or religious reasons under Title VII of the Civil Rights Act of 1964. Requests for exemptions must be evaluated individually yet treated consistently, a difficult task. You will need to engage in an interactive process with the employee, just as you would for any other request for accommodations, to determine if they can be granted without presenting undue hardship to your company.

The EEOC recommends against mandatory flu shot policies, instead suggesting employers encourage employees get vaccinated on their own. Offering no-cost flu shots on site can further improve workplace vaccination rates by making it more convenient for employees.

If you choose to enact a mandatory flu shot policy, write it carefully to protect your company from the risk of discrimination claims and be sure to run it by your legal counsel. Make sure the policy:

  • Is worded concisely.
  • Outlines the reasoning behind the policy.
  • Is applied consistently. (Managers who enforce it should be trained on the policy and how to handle requests for exemptions.)
  • Explains the process for requesting exemptions due to medical contraindications or sincerely held religious beliefs. Any medical information obtained as part of the request for an exemption should be kept confidential.

With holidays on the horizon, this is the time for holiday shopping, family gatherings and ringing in the New Year. With so much on our plates, time can get away from us—causing us to miss important deadlines.  As a 501 (c)(3) organization, November is the deadline month to exercise your state unemployment tax exemption for 2019. This means time is running out.

Unlike for-profit organizations, 501(c)(3) nonprofits have the unique opportunity – as allowed by Federal law – to opt-out of the state unemployment tax system and instead only reimburse the state, if and when they have an actual unemployment claim. It can be a savings opportunity for many nonprofits who have lower claims than what they pay in state unemployment taxes—which are often driven up by for-profit organizations and other companies that go out of business, as well as state fund deficits and improper payments made in error.

UST helps nonprofits to better manage their cash flow through proper claims administration and various funding options. With access to e-Filing capabilities, state-specific claims advice and a plethora of on-demand HR services, UST participants are able to streamline operations and reduce back-office paperwork burdens.

Last year alone, UST helped program participants save $26.2 million in unemployment claims costs. That’s millions of dollars more for the nonprofit sector and the communities they serve.

More than 2,200 of your nonprofit peers are already exercising their unique tax alternative with UST. In a time of such uncertainty and ongoing legal changes, shouldn’t you investigate whether UST can help your organization safeguard valuable time and funding?

Submit your FREE Cost Analysis Formno later than November 15th in order to meet the state deadline for 2019 enrollment – which for most states is December 1st. Unfortunately, if a nonprofit misses the state deadline, they have to wait until the following year to exercise their tax exemption and join the UST program.

Question: If a new hire volunteers information about medical issues, can the employer ask for a doctor’s fit-for-duty certification?

Answer:  Exercise caution in requesting medical documentation from applicants or employees, unless the applicant or employee is specifically requesting some form of accommodation in order to do his/her job or the employer has directly observed or has evidence that the employee is having difficulty in the job due to some type of limitation. If the employee discloses the information in the interview and/or onboarding process without a request for accommodation, we recommend the interviewer ask the employee if accommodation is requested. If not, then we recommend moving the conversation on to the bona fide requirements of the job. An employer should consider the following questions before requesting a fitness- for-duty medical certification:

Did the applicant or employee ask for an accommodation? If so, then requesting medical certification and suggestions in order to aid the applicant/employee may be appropriate. Does the employer request this information for all employees/applicants for the same position? If the employer is considering asking for medical certification based upon the new hire’s health disclosure AND the new hire is not requesting any form of accommodation in order to do the job, then we recommend NOT asking for that medical certification unless the employer asks for it for all new hires in that position on a routine basis.

From a practical perspective, an employer should gather medical information only if there are concerns about the employee’s ability to perform the essential functions of the job, considering any physical or mental limitations. An employer should request and consider only the information that is “job related and consistent with business necessity”. Here are a few scenarios where requesting a medical fitness for duty certification may be appropriate:

  • The employee has admitted that his medical condition may be linked to performance problems and has requested assistance (i.e. his medications are making him forgetful, he is not taking the medications because they make him dizzy and he needs to work in high places, etc);
  • The employer has knowledge that an employee’s medical condition may potentially pose a safety or health hazard to himself or others (i.e. an employee with seizures driving a delivery truck);
  • The employer directly observes severe symptoms that indicate that there is a medical condition that impairs performance or could be a threat to the health and safety of the employee or others.

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.

While nonprofit marketing metrics such as engagement, social shares, and “likes” offer insight into your campaigns—other metrics like dashboards, strategic plan reports, financial and activity reports can offer a basic yet sophisticated snap shot of your nonprofit’s overall performance. 

As a nonprofit leader, looking beyond the metrics of a simple activity or campaign and focusing on the long-term viability (appealing to users and supporters), relevance and sustainability (access to and use of funds) of your organization as a whole—offers great insight into the performance and longevity of your nonprofit.

Here are some metrics that offer valuable information around the viability and sustainability of your organization:

1) Viability and Engagement:

                a) Following the patterns of your users, such as the increase of benefits and engagement.

                b) An increase of social media followers, leading to a higher number of content shares.

2) Sustainability and Financial Security:

                a) A change in source of funding (i.e., philanthropy, government, fees) followed by observing the strengths and effectiveness of these different funding sources.

                b) A change in seeking of funding (i.e., reserves, endowment), and monitoring the status of each request and how successful the outcome is.

Measurement doesn’t just show progress or results—it shows insights and, perhaps most importantly, shapes behavior. The use of these metrics will reveal if your organization has the relevance and viability to encounter current and future challenges and the ability to make necessary adjustments.

If the leadership associated with a mission-driven organization believes strongly in the mission of their nonprofit, they will endure the struggles to establish the long-term viability and sustainability for the organization—ensuring the mission is the number one priority.

Different things inspire different people to work for nonprofit organizations—it can be a personal tie to the cause, the desire to make a difference, the work environment, or maybe, it’s the idea of working with really like-minded people. Whatever the reason is, it typically isn’t for stellar compensation.

While some nonprofits have the funds to offer exceptional compensation, many just don’t—there are a lot of reasons why nonprofit organizations struggle with offering competitive compensation packages but the most common are minimal funding and other spending priorities. We know there are many non-monetary rewards of working for a nonprofit, but creating the best compensation package possible can make the difference between attracting and retaining qualified candidates or suffering from high turnover. It’s important to recognize that nonprofit employers compete with for-profit employers all the time when it comes to finding talented job candidates. Equally important to recognize is that compensation isn’t just about salary.

Like all other employers, tax-exempt charitable nonprofits are required to follow federal and state wage and hour laws that include minimum wage requirements. To maintain their tax-exempt status, nonprofit organizations need to ensure that compensation is reasonable and not in excess. Performing your own data research to find out what the “going rate” is for a given position can be extremely helpful in ensuring that you’re aligned with other nonprofits in the same geographic area with a similar budget and mission.

Here are some things to consider when creating a desirable compensation package:

1 . Incentive Bonuses – Ensure expectations are clear surrounding any bonus through corporate communications that explain how bonuses are recognized as a discretionary gift to a regular salary–dependent upon budget limitations, and provided in recognition of an employee’s extra-efforts or exceptional performance.   

2. Work from Home Opportunities Provide employees the option to telecommute in an effort to save time and money on commuting back and forth from work. Make sure that you have a clear policy surrounding a telecommuting program to avoid any possible issues in the future.

3. Recognition Awards Recognize employee’s successes on a quarterly basis by rewarding them with an additional perk such as a gift card to a local hot spot or perhaps a paid day off. This type of recognition carries extra meaning in building trust and loyalty.

4. Additional Time off Offering additional time off options such as a floating holiday or a paid birthday can go a long way in making employees feel valued and cared for.

5. Perks and Memberships More and more companies are providing their associates free memberships to discounted programs and offering special offers.

6. Increase Training Spending Consider paying for certification programs,  learning materials and conferences. Create more budget space for investing in employees.

Being creative with your compensation package at a budget restricted nonprofit can be less expensive and often better received than a raise, so put on your thinking caps and leave no stone unturned. R emember, money alone will not keep employees engaged so make sure you show them some appreciation.

September resulted in positive job growth with employers adding an additional 134,000 jobs—resulting in an average monthly gain of 201,000 over the past 12 months. These jobs were added across a variety of sectors including professional and business services, health care, transportation and warehousing.

The unemployment rate dropped by 0.2 of a percentage point to 3.7% in September, and the number of unemployed persons decreased by 270,000 to 6.0 million. Over the year, the unemployment rate and the number of unemployed persons declined by 0.5 percentage point and 795,000. The number of long-term unemployed (those jobless for 27 weeks or more) showed slight change at 1.4 million in September and accounted for 22.9 percent of the unemployed. Over the year, the number of people employed part time for economic reasons increased by 263,000 to 4.6 million

Job gains occurred in professional and business services (54,000), healthcare (26,000), transportation and warehousing (8,000), construction (+23,000), manufacturing (+18,000), and mining (6,000) while leisure and hospitality showed little change (-17,000). Prior to September, employment had shown an upward trend, however Hurricane Florence might have had an impact on the number of jobs for this industry. Employment in other major industries, including wholesale trade, retail trade information, financial activities and government, showed little to no change over the month.

In September, average hourly earnings for all employees on private nonfarm payrolls increased by 8 cents to $27.24. Over the course of the year, average hourly earnings had risen by 73 cents or 2.8 percent.

With the impact of Hurricane Florence affecting parts of the East Coast during the reference periods in September for the establishment and household surveys, the Bureau of Labor Statistics will be releasing the state estimates of employment and unemployment on October 19, 2018 at 10:00am (EDT).  

October 3, 2018

People get addicted to all sorts of things that aren’t good for them: smoking, drinking, drugs, food. You don’t even need to like something to form an addiction to it—you just need to experience it consistently enough that it becomes your “normal”. We all stress at some point or another and that’s never going to change—it’s just a part of life.

Work related stress somehow makes us feel accomplished and successful. Without the daily rush of adrenaline created by stress, we don’t quite feel like we’ve done enough. This work style has reached epidemic proportions and we don’t need a study to see that. Just listen to the conversations that are happening in your day-to-day surroundings.

If you can answer yes to more than one of the following questions, you are likely addicted to stress and in need of some thoughtful change:

  1. Do you thrive better under pressure?
  2. Is all your time consumed with tasks?
  3. Do you find yourself complaining a lot?
  4. Do you move on autopilot from one activity to another?
  5. Do you find it difficult to turn your brain off when it’s time for bed?

While you are likely doing a fabulous job at getting all the things done that need to be done, the long-term side-effects that unmanaged stress can have on your health can be quite dangerous. The body reacts similarly to stress as it does to drugs and have been shown to have such side effects as elevated blood pressure, increased heart rate, migraines, depression and even loss of brain cells. Unmanaged stress has also been linked to a higher risk of cancer and heart disease—ultimately taking years off our lives. Whatever we experience in our minds eventually manifests itself in the body so it’s important to recognize when you are feeling stressed and make positive changes to ensure you don’t cause yourself long-term health issues.  

As with any addiction, the first step in recovery is recognizing that you are addicted. Most addicts know the consequences of their behaviors but simply can’t bring themselves to come down from the adrenaline rush. Many of us thrive on stress—the crunch of a deadline, the nonstop emails that hit our inbox, the countless meetings to prepare for, the list goes on and on. We convince ourselves that with such busy schedules and extreme workloads that there’s no way we can succeed if we slow down. One of the challenges in stress management is fighting our tendency to be pulled back into the adrenaline rush but the good news is that there are ways to break this unhealthy cycle once and for all. Techniques such as deep breathing, meditation, taking a walk, yoga and massage have all been shown to be quiet effective when done regularly.

Work addiction, often called workaholism, is a real problem and like any other addiction hard to break but if you commit to breaking your addiction to stress at work and take the time to appreciate what you’re working so hard to accomplish, you’ll be more focused, more creative and more productive.

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Privacy Policy

Privacy Policy and Terms of Use

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.