Question: We usually don’t mind employees chit-chatting while they work, but some recent politics-related conversations have gotten rather loud and heated. Can we tell employees not to discuss politics at work?
Answer: You can limit political speech and associated conduct that are not work-related—provided you don’t infringe on protected Section 7 rights or applicable state laws. Section 7 of the National Labor Relations Act gives non-supervisory employees the right to talk about the terms and conditions of their employment and the right to unionize. While this law protects some political activities, it doesn’t give employees the right to discuss politics during work hours unless they have an impact on the terms and conditions of their employment.
That said, we recommend focusing on the effects these discussions might be having on job performance rather than on the specific topic of conversation. If an employee spends too much time engaged in chit-chat, regardless of the topic, they’re probably not performing their best. If nothing else, they’re distracting others.
You’re also certainly welcome to tell employees that all conversations should be held with indoor voices and that non-work-related topics should be reserved for break areas where they won’t be distracting those who need to focus.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Staff members and volunteers form the backbone of any nonprofit. Their time and efforts have a direct impact on your organization’s ability to make a difference in your community. Recognizing their contributions can be critical to helping your nonprofit meet its goals over the long term.
That’s why so many nonprofit leaders are building an ongoing recognition program to reward the hard work, loyalty and important milestones achieved by both staff members and volunteers.
Those efforts can pay off in significant ways. In fact, recent studies show that personal recognition programs can decrease turnover by as much as 43% – simply put, employees and volunteers who feel valued are much more likely to remain committed to your mission.
Cost-Effective Recognition Strategies that Reward Nonprofit Employees
Many nonprofit employees acknowledge that their modest paychecks aren’t what drives them to excel at their jobs. Instead, they’re motivated by a deep passion to make the world a better place and a strong dedication to their organization’s mission.
Consider layering multiple recognition opportunities into the fabric of your organization to help keep staff members engaged in their work and loyal to your nonprofit. Recognition touchpoints could include:
Innovative Ways To Recognize Volunteers
Volunteers can be the fuel that pushes a nonprofit over the top when it comes to important goals. At the same time, they can be critical when an organization needs to scale up to meet growing needs within the community. But without recognition, volunteers may also feel that their efforts are undervalued and they could better spend their time elsewhere.
Rewarding volunteers with regular recognition can help your group build a solid network of volunteers who enthusiastically support your mission and can be counted on when you need extra manpower. At the same time, these loyal volunteers may eventually step into permanent roles within your nonprofit or on your board.
Recognizing volunteers means more than remembering to thank them during speeches at events. Building a strong volunteer recognition program often includes:
Ongoing Recognition Helps Nonprofits Build Stronger Relationships With Employees and Volunteers.
Implementing a strategy of frequent shout-outs and regular recognition is a cost-effective way to build engagement among both employees and volunteers. That ongoing engagement often results in a dedicated team that’s vested in helping your nonprofit meet its goals over the long term.
If you’d like more ideas on ways to develop a recognition and retention program, take advantage of the 60-day Free Trial of HR Workplace, powered by Mineral. You’ll find additional resources to help you build lasting connections with your nonprofit’s team members and volunteers.
SOURCES:
https://www.innovnp.com/blog/using-employee-recognition-programs-to-drive-retention
https://www.tremendous.com/blog/ideas-for-employee-recognition/#11-employee-recognition-ideas
Nonprofit professionals are no strangers to adversity. Scarcity, complexity, and urgency have always been part of the work. But the current landscape feels especially heavy. Funding cuts are forcing difficult decisions. Political upheaval is creating uncertainty and division. And at the same time, the needs of the communities nonprofits serve are growing more complex, more visible, and more urgent.
In moments like these, morale can quietly erode. Staff may feel stretched thin, anxious about the future, or emotionally drained by the gap between what they want to provide and what resources are available. Supporting morale during difficult times isn’t about offering empty optimism—it’s about creating conditions where people feel supported, valued, and connected to the mission even when the road ahead is unclear.
Acknowledge the Moment—Out Loud
One of the fastest ways morale declines is silence. When leaders avoid talking about the challenges the organization is facing, employees will almost always assume the worst.
Acknowledging uncertainty doesn’t weaken confidence—it builds trust. Be transparent about what you know, what you don’t know yet, and what steps are being taken. While you’re at it, reassure employees that their well-being is part of the decision-making process, not an afterthought. This can go a long way in strengthening morale—when people feel informed, they feel respected.
Reconnect Employees to Your Mission
Your mission is a powerful motivator in the nonprofit sector, but it can become a double-edged sword. During difficult times, staff may feel pressure to “push through” because the work matters so much but this often leads to burnout and or resentment.
Instead of using your mission as a reason to push employees to do more, use it as a source of encouragement:
This isn’t about saying “the mission should be enough,” it’s about reminding people why their work matters while still respecting their limits.
Focus on What You Can Control
While nonprofits can’t control funding disruptions or what’s going on in the political climate, they can control how they manage their workforce.
Areas where small changes can make a big difference:
Efficiency isn’t just about saving money—it’s about protecting capacity and focus. When people feel their time is respected, engagement increases.
Normalize Flexibility and Compassion
Many nonprofit employees carry invisible burdens that we may not know about—financial stress, caregiving responsibilities, or emotional fatigue from serving communities in crisis. During challenging times, these burdens can feel amplified. Nonprofit leaders may not realize it but they can make a huge impact on an employee’s morale. A supportive manager can buffer stress where an absent or overwhelmed one can unintentionally amplify it.
Equipping leaders with the right tools can make all the difference in the world, including:
Encouraging leaders to ask simple questions like “How are you doing?” or “What support would help right now?” can go a long way in helping employees feel seen. Compassion doesn’t require a large budget—just the ability to adjust expectations.
Celebrate Progress, Not Just Outcomes
In difficult seasons, major wins may be rare. Waiting to celebrate only big milestones can leave teams feeling like they’re constantly falling short. Instead, make it a point to recognize effort or creative problem-solving when resources are limited.
Regular recognition—whether through team meetings, internal communications, or personal notes—reinforces that the work people are doing right now matters.
Moving Forward Together
Strengthening morale during difficult times is not a one-time initiative—it’s an ongoing practice. It requires honesty, empathy, and a willingness to adapt. For nonprofits, whose people are often driven by deep commitment to others, sustaining morale is not only a workforce issue—it’s a mission-critical one.
When employees see leaders making thoughtful choices, advocating for sustainability, and investing in people even under pressure, morale strengthens. These actions signal that the organization is not just surviving but intentionally planning for resilience. By acknowledging challenges, centering people, and reinforcing purpose with compassion, nonprofit leaders can help their teams remain engaged, resilient, and hopeful—even in the most uncertain seasons.
Question: What are some meaningful ways to celebrate an employee’s work anniversary?
Answer: Recognizing a work anniversary is a great opportunity to show how much you appreciate an employee’s commitment to the success of your organization. Here are some options you might consider:
Whatever option you choose, consistency is important to avoid anyone feeling excluded or like they’ve been treated unfairly. You can, however, have different practices based on years of employment or type of role. You also can, and should, treat people differently based on their preferences. For instance, if you have an employee who absolutely hates public attention, a splashy call-out in a meeting might be their worst nightmare rather than a welcome form of acknowledgment. Similarly, not everyone will enjoy a case of fine wine or a gift certificate to a bookstore. Using what you know about the employee to customize their recognition will make it that much more meaningful.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Question: How can we help our employees write professional goals that are meaningful and motivating to them? Some of our employees don’t know where to begin.
Answer: Getting started can be the hardest part of setting professional goals, especially for employees who haven’t thought about it before or don’t see any value in it. Here are a few ways you can help your employees create and feel connected to their professional goals:
If you’d like to learn more about goal setting, check out our guide on SMART goals.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Question: We’ve decided to bring employees back into the office a few days each week and change our remote work policies. Some employees have been grumbling about this change. What should we do?
Answer: Any time you make a change like this, you can expect a certain amount of employee complaints. People aren’t inherently great with change, and the benefits of remote work can be hard to part with. Given that, instead of trying to shut down complaints (which could potentially run afoul of employees’ rights under the National Labor Relations Act), we recommend a few things you can do to help bring employees onboard with the idea.
One way to do this would be to hold a virtual meeting where you share your reasons for returning to the office and invite employees to share—during the meeting or afterwards—what support they may need to make the return as smooth as possible.
During this meeting, be transparent about why you’re adopting a hybrid policy, noting both the benefits to the organization and to employees. Let them know that you understand that this change will cause some disruption to their lives and that you want to support them during the transition.
To help employees feel better about returning to the office, you might also consider offering perks such as a stipend for parking and commuting costs, a well-stocked fridge and snack drawer, or a more flexible in-office dress code.
While you will never be able to stop all the complaining, providing transparent communication and allowing employees to be heard is essential to gaining their support for any policy changes.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Question: We have several employees who seldom speak up during meetings. How can we encourage them?
Answer: Employees may be hesitant to speak up during meetings for a variety of reasons. They might not know whether they should or how much time they can take. They might need a few moments to gather their thoughts before responding to new information. They might feel speaking up isn’t worth it or worry about saying the wrong thing. Here are a few ways to address those issues and encourage greater participation:
These small actions can make a big difference in building a meeting culture where everyone feels comfortable contributing.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Question: We’re planning to close the office a few days a week to save money. Do salaried exempt employees still get their full pay during these furloughs?
Answer: Yes, salaried exempt employees must be paid their full weekly salary if they do any work during your designated seven-day workweek, including tasks as quick as checking work email or voicemail. As your goal is to save money, be sure the furlough covers the full workweek and that affected exempt employees understand they’re not to do any work while on furlough.
Nonexempt employees, however, only need to be paid for actual hours worked, so single-day or partial-week furloughs can be implemented without worrying about pay implications.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
With summer vacations coming to a close and children getting ready to go back to school within a few weeks, August may not initially appear to be the best month for hiring new employees. But it’s actually a fantastic time to attract fresh college graduates to your organization.
Today’s Job Market Can Be Tough for New Graduates
Companies across the country have pulled back on their hiring plans in recent months. According to research conducted last fall by the National Association of Colleges and Employers, many companies had planned to ramp up their hiring for 2025. But when the group updated their research this spring, companies were now reporting plans to scale back their hiring instead.
This change in the job market has hit recent college graduates particularly hard. Companies which are hesitant to bring on new hires often prefer candidates with experience who require less training and bring an ability to contribute to company goals right away.
This perception may give your nonprofit an advantage in the current job market. New graduates who have struggled to land interviews with traditional companies may be extremely open to working for a nonprofit group – especially once they learn about the opportunities for skill development and career mobility.
By offering new employees a diverse range of responsibilities and the chance to develop a wide variety of skills, nonprofits can be highly attractive to recent grads who are focused on gaining valuable experience while exploring different areas of interest. In fact, this broader range of responsibilities could be critical in helping them expand their careers in the future.
More College Graduates Are Looking for Jobs During the Late Summer Months
When you combine the large number of students who typically graduate from college in May with the additional graduates coming into the job market just a few short months later during summer graduations, the result often means a larger pool of applicants competing for entry-level positions.
Many nonprofit groups have found that this situation gives them the ability to attract and hire talented new graduates who may not have considered working for a nonprofit prior to their graduation.
IMPORTANT TIP: A well-planned onboarding program can be key to setting new graduates up as successful additions to your organization. UST invites you to take advantage of the 60-Day Free Access to HR Workplace powered by Mineral for helpful training modules and other ideas to get new employees off to a great start.
Fewer Job Opportunities Mean Recent Graduates Are Now Accepting Jobs at Lower Salaries
Budgets are notoriously tight in the nonprofit sector. But thanks to today’s tight job market, many new graduates are finding themselves forced to lower their salary expectations.
The job-search firm ZipRecruiter surveyed 2025 graduates about their starting salaries for their first job. The results revealed a larger-than-normal gap between the salaries new graduates had anticipated earning for their first job and the paychecks they actually received. In fact, almost 30% of new graduates reported that they were earning less than expected.
This situation is another opportunity for nonprofit organizations. Your group may find themselves in a position to hire a “superstar” graduate who brings exceptional skills to your mission … at a salary that is more likely to fit within the parameters of a nonprofit’s limited budget.
New Graduates Often Prioritize Having A Meaningful Impact
Today’s graduates belong to a generation which is strongly motivated to make a positive impact on the world around them. As a result, they actively seek opportunities that align with their values or causes they believe in.
As a nonprofit, your group may stand out from other companies in your community because recent graduates can easily visualize how joining your organization gives them a direct avenue toward making the world a better place.
In essence, a job with your organization would ideally give a new graduate the opportunity to put the skills they learned in college to work in real-world situations that can make a big difference to a cause they’re passionate about.
Reaching Out to Future Graduates for Fall Internships and Volunteer Opportunities
If you don’t currently have a full-time position available, August and September might be ideal times to reach out to local colleges or universities about internship and volunteer activities.
Working with students can be a smart way to expand your group’s workforce at an economical cost. Your nonprofit can benefit from the extra hands and new ideas students bring to your events and projects. The student gains experience which can help them stand out from other job applicants once they graduate.
In addition, internships and volunteer activities allow you to build a pipeline of potential new employees who could join your group with a firm understanding of your mission and a dedication to making a difference through their work.
Whether you’re looking for a new full-time employee or want to fill internship positions or volunteer activities, late summer can be the perfect time to attract new college graduates to your nonprofit. With today’s highly competitive job market, you just may find yourself in a position to hire energetic college graduates who may eventually grow into your nonprofit’s future leaders.
Would you like ideas on building a benefit package that’s attractive to new graduates? You can get helpful recommendations through HR Workplace. This online resource is available at no cost for 60 days through UST.
SOURCES:
“Panicking: Why recent college grads are struggling to find jobs,” NPR.org, 7/13/25
https://www.npr.org/2025/07/13/nx-s1-5462807/college-graduates-jobs-employment-unemployment
“The Graduate Divide: Expectations vs. Reality For The Class of 2025,” ZipRecruiter.com
https://www.ziprecruiter-research.org/annual-grad-report
“4 Reasons New Grads Should Consider Working At A Nonprofit,” RippleMatch.com, 7/28/23
https://ripplematch.com/career-advice/reasons-new-grads-should-consider-working-at-a-nonprofit
Question: We know we need to plan for our leaders to leave the organization. How do we start succession planning?
Answer: It’s wise to think about succession planning before you need to fill leadership roles—this will make a potentially stressful time easier to manage. Succession planning prepares your current employees to move into leadership and other critical roles, easing their transition and inspiring confidence in their ability to succeed. Here are a few steps we recommend taking to get started with your succession planning for key positions you’ve identified:
You can find more information on succession planning on the platform.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
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