Entries with Content Pillar: Nonprofit Hiring

Through the Noise recently spoke with Pamela Kaul, President at Association Strategies, Inc., to discuss how nonprofits can attract the best-fit candidates when searching for a new executive to head their organization.

Podcast Description:  This podcast discusses how most people can effectively talk about their company, but need to significantly improve upon how they talk about themselves—a skill that is crucial to advancing to and maintaining executive level status. The Founder and President of Association Strategies, Inc., Pamela offers three decades of experience in executive search, transition management and organization development.

Association Strategies, Inc. ASI is a premier executive search and transition management firm dedicated to finding and placing top notch talent in trade associations, professional societies, and nonprofit organizations worldwide. To learn more about Association Strategies, Inc., visit their website at http://www.assnstrategies.com/.

Listen to Podcast: http://throughthenoise.us/mediacast/250-association-strategies-pamela-kaul/

To stay up-to-date on the latest best practice tips and cost-saving ideas just for nonprofits, sign up for UST’s monthly eNews today!

​​

Question: One of my best employees is asking for a raise because he found salary data on the internet that he believes shows he is underpaid. How should I handle that conversation? I don’t want to lose him, but I doubt he is that underpaid.

Answer: Handling this type of discussion on such a sensitive subject can be difficult, but it is also an excellent opening for a frank conversation with that employee about his professional needs while you get direct feedback about his view of his job and the company. We recommend this approach:
 

  • Involve the employee’s manager in the discussion and have him/her lead the conversation with the employee.
  • Treat his concerns with respect and schedule time with him to discuss his issues. He may have been searching the internet for jobs as well as salary information.
  • Let him know that he is valuable to the company and you want to hear his concerns and review the salary data that he has compiled.
  • Prior to that meeting, review your company’s reason for paying the employee at his current salary. The compensation rates are probably due to a number of factors, including your compensation survey data, your internal company compensation strategy, and his performance level. For example, your company’s strategy might be to pay below market level because your benefits or time off plans are so rich.
  • If you are satisfied that you are paying him the proper compensation for this job that is aligned with all of the internal company equity considerations, then think about how you will present that information to him during the course of the conversation. If you believe that there may be some valid concerns about his level of compensation, discuss those concerns in advance with your boss and Human Resources and consider what may be done to ensure his compensation is adequate.
  • Try not to minimize the salary data that he is bringing to you to discuss. The information on the internet can be very broad, general and tied to a job title (that could be very different that what the employee is actually doing in your company) where the data your company uses is probably carefully matched to the industry and the specific job description’s duties and responsibilities.
  • You can point out that general compensation surveys can be misleading and may not consider the total compensation package being offered, especially if you have more specific information that you can share with him about how his total compensation package was derived.

During the course of these types of conversations, although compensation may be mentioned as the presenting problem, often the issue is really not that: You could find that the issues are more about the job itself, development opportunities, career goals, or other considerations. Consider the complete picture and be prepared to have a career development discussion with the employee about where he currently fits in the organization, what additional skills he may need to move his career in the direction he wants it to go, or other considerations.

The keys to these types of conversations are to treat the employee with respect and not dismiss his concerns without a good discussion of all of the relevant factors. Assure the employee that you value and respect his contributions to the business and want to do all you can as his manager to help him be productive and feel good about his contributions to the business.

This Q & A was provided by ThinkHR, powering the UST HR Workplace—a cloud-based HR platform provided to UST members at no additional cost. If you’re a 501(c)(3) nonprofit, get your toughest HR questions answered by signing up for a free 30-day trial

Although warmer weather is on the way for most organizations across the U.S. it’s always the right season to think about how to handle employee relations and pay issues that arise when your organization is forced to close due to inclement weather.

What should an employer do? Pay employees to stay at home? After all, in most cases, they are not at work through no fault of their own. Many businesses, however, do not have the financial resources to pay employees not to work. What follows are the rules regarding paying employees who miss work due to Mother Nature, along with some practical tips. From an employee relations perspective, the more generous you can afford to be to your employees who are suffering as a result of a weather-related disaster, the better. Employees (and their families) do pay attention to how they are treated, and a little extra time off and compassion for individual circumstances can go a long way towards enhancing employee loyalty.

If the company has no power and sends employees home for the day, should they be paid? And does it matter if the employee is exempt or nonexempt?

In general, there are two sets of rules for paying employees depending upon their classification under the Fair Labor Standards Act (FLSA) as it relates to eligibility for overtime. With nonexempt employees (those eligible for overtime pay), there is no obligation under federal or state law to pay for time not worked. However, under certain state laws, employers may have an obligation to compensate nonexempt employees under call-in/reporting pay laws, especially if the employees were not advised that they should not report to work and were denied work upon arrival at the workplace.

These pay obligations vary by state. With respect to salaried exempt employees who must be paid on a “salary basis” under the FLSA, employers may not make salary deductions for absences that result from an employer’s partial-week closing of operations, including closings due to weather-related emergencies or disasters. The bottom line is that exempt employees must be paid their full salary if they perform any work in a workweek and only miss work time due to the employer’s closure of operations. Closures for a full workweek need not be paid if no work is performed.

Are these rules different if the company can tell the employee not to come to work the next day?

For nonexempt employees, if they are told in advance not to come to work and the employees stay home, then the employer is under no obligation to pay them for the time off. The employer and the employee can choose to use accrued paid time off to compensate the employee for the missed workdays.

For exempt employees, the “salary basis” rule still applies. In some cases, the employee may be working from home during the bad weather days. If state laws permit employers to do so, employers may deduct from the exempt employees’ accrued paid time off balances to resolve the issues related to “salary basis” compliance. The employer should ensure, however, that these employees have not done any work from home during the office closure prior to deducting time from the accrued paid time off bank balances.

If an employee is on Family and Medical Leave Act (FMLA) leave, do those “bad weather days” count against the employee’s 12-week allotment of time off?

The FMLA regulations are silent about bad weather office closures. However, the regulations do allow for situations when the employer’s business stops operating for a period of time and employees are not expected to come to work (plants closing for a few weeks to retool, mandatory company-wide summer vacation, etc.). In that case, the week the business is closed and no employees are reporting to work would not count against the employee’s FMLA leave entitlement. If the business is closed for a shorter period of time, the general thinking is that the FMLA regulations relating to holidays would likely apply. Under those rules, if the business is closed for a day or two during a week in which the employee is on FMLA leave, then the entire week would count against the employee’s FMLA leave entitlement. If, however, the employee is on intermittent FMLA leave, then only the days that the business is closed and the employee is expected to be at work would count against the leave entitlement.

How do we handle attendance issues where the office is open but public transportation is not available due to the weather and employees cannot come to work?

If the business remains open but employees cannot get to work because of the weather, employers will need to consider their own attendance policies and practices in determining what flexibility to give employees as it relates to attendance. Employers may encourage employees to car pool or assist them in establishing alternative methods of transportation to get to work.

Under the FLSA rules as they relate to pay, however, employers do not need to pay nonexempt employees if they perform no work. For exempt employees, if the business remains open but an employee cannot get to work because of the weather, an employer can deduct an exempt employee’s salary for a full day’s absence taken for personal reasons without jeopardizing the employee’s exempt status. Employers cannot, however, deduct an exempt employee’s salary for less than a full-day absence without jeopardizing the employee’s exempt status.

Does a company have to allow employees to work from home (exempt or nonexempt) if the office is closed due to bad weather?

No, the employer does not need to allow employee to work from home, regardless of their FLSA status (exempt or nonexempt). The employer can make those decisions based upon the work that can be done remotely and based on the needs of the business. The employer should have clearly communicated policies and expectations regarding working from home during office closures.

Be Prepared

The bottom line is that every employer should think about the needs of the business, its financial resources, and employees’ needs and have plans in place to manage business issues due to inclement weather. Thinking through what the wage and hour laws require and developing your policies and then applying them consistently and fairly with all employees can reap huge dividends in employee loyalty and retention.

Sometimes the hardest part of being a nonprofit isn’t fulfilling your organization’s mission — sometimes it’s just making sure there are enough supplies for everyone to use to get their jobs done. Luckily for you, there are lots of organizations that help nonprofits meet the needs of those they serve by providing free or reduced cost items.

Although we always suggest starting your search for free or reduced cost supplies and services by talking to state and national associations (check out our 80+ association partners here), sometimes you need more.

Looking for extra technology resources?

Check out Techsoup, Google for Nonprofits, Microsoft’s Technology for Good program, the Salesforce Foundation, and Citrix, all of which provide free or discounted tech services to nonprofits.

Looking for financial management help?

Check out The Wallace Foundation, which offers helpful resources on planning, monitoring, operations, and governance.

Also check out 501Commons, which has assembled a vast library of tools & best practices for nonprofits, and the Nonprofits Assistance Fund which was specifically created with the goal of helping other nonprofits thrive.

Want to help your employees achieve their professional dev elopment goals?

The Stanford Social Innovation Review makes select webinars for professional development available for free. And, since the Review is constantly adding new things, they offer a great way to continuously access up-to-date information and resources.

Need nonperishables like apparel, books, toys, personal care products, or office and school supplies?

Good360 has been helping connect companies with nonprofits that need inventory that the retailer has found to be slow-moving, obsolete, and seasonal since 1983. Now, Good360 is considered the nonprofit leader in product philanthropy and distributes goods on behalf of America’s top brands.

Still need more?

Other sites like Grassroots.org, which provides information about free resources to help charities, provide a wide array of resources in one place from team collaboration tools to project tools to marketing and administrative tools. Similarly, the Foundation Center provides a resource called the “Nonprofit Startup Map” which localizes links to state resources on a state-by-state U.S. map.

Want more free resources? Run a quick Google Search for the term “free resources for nonprofits” and see what you come up with!

The very idea of a for-profit company existing without a reserve operating budget would send investors running for the hills. So why is it that there is so much pressure on nonprofit organizations to scrape by without even a hint of a reserve operating budget?

Despite the pressure to constantly face their imminent demise, the smartest nonprofits—the ones that are best positioned to make a long-term impact on their mission—carefully build and manage a healthy operating fund, as well as an ample operating reserve fund. By protecting their organizational finances against sudden or dramatic cash flow changes, these organizations can continue to provide services in the toughest times.

Having a healthy operating budget provides your nonprofit with a more solid base by setting aside unrestricted net asset balances and investing them in the organization’s programs. The greater this reserve, the greater your organization’s ability to grow current programs and promote your mission.

The operating reserve portion—the portion set aside for emergencies and unforeseen circumstances that negatively affect your financial operations—protects your employees and your mission in the direst of circumstances.

Unfortunately, there isn’t one set benchmark for how much money a healthy nonprofit should have set aside as an operating reserve budget.
 

To help your organization determine a healthy reserve fund, we’ve gathered the following resources from across the web.

The Importance of Operating Reserves for Nonprofits- Read the article here.

Nonprofit Operating Reserves and Policy Examples- Visit the webpage here.

Maintaining Nonprofit Operating Reserves- Download the whitepaper here.

Reserves Planning: A step-by-step approach for nonprofit organizations- Download the whitepaper here.
 

For more information on strong financial management for your nonprofit, we suggest these resources.

Budgeting “Best Practice” Tips for Nonprofits- Download the PDF here.

Financial Management- Visit the National Council of Nonprofits financial management resource list here.

Terms Of Use

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.

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.