Engaged employees mean lower turnover and more productivity, as well as results that directly affect your mission.

But finding and hiring highly engaged employees is difficult. You might ask – How can an employee be “engaged” before they’re even hired? Well, the highly engaged employee is often a person who simply leans in that direction in all parts of their life. That’s why finding them is so important for your nonprofit – because it’s easier to help an engaged employee thrive than to try to build one from the ground up.

Here are some signs of a motivated personality when you’re looking at hiring, or even internal development:

1. They don’t expect their organization or their leaders to provide all the stimulation in their workday or their job. They seek out new opportunities to engage in their job on their own. Complaining about a former manager or job not providing enough work satisfaction in an interview can be a red flag that they didn’t take that extra step to engage themselves at their previous job.

2. They know their performance speaks for itself, and they’re not worried about what their organization can give them, but rather about what they can give to their organization. They have a low sense of entitlement. (Although rewarding and recognizing them is important to keeping them engaged!)

3. They help inspire others to love your mission, including clients and volunteers.  They can’t help but be excited about what they’re doing and that translates to others.

4. They are engaged despite the conditions around them. Even if their last job wasn’t perfect, they found ways to be engaged. And even motivation in other places of their life can show an “engaged” personality – like running a 5k to help a local dog shelter. Your job is simply to foster this engagement at work.

5. They enjoy shaping their own outcomes – and the outcomes of your organization. Being a voice in the direction of your organization, whether it’s something small like finding a better way to file invoices, or more strategic like new ideas for an annual campaign, they will feel happiest when they can give something to your organization.

6. They like to stretch the limits. This can be uncomfortable for leaders, but allowing engaged employees to think outside of the box can lead to some amazing results. And sometimes listening and showing you are truly interested in their input, even if it doesn’t get used in the end, shows that this behavior is not only welcome, it’s appreciated – and it should be!

Q: How does an employer go about using the Employee Assistance Program (EAP) to address an employee’s performance problems that may be related to issues outside of work?

A: The employer should contact the Employee Assistance Program (EAP) directly and request a review of the process for making referrals. In general, during the implementation process, the EAP provides the contracting employer with that information so that employees and employers have a clear understanding of the services the EAP can offer employees and the process by which the employer can make referrals to the service. This service typically includes employer assistance so that employers may communicate directly with the EAP counselor to provide a “heads up” to the counselor regarding the performance issue and obtain guidance for handling the discussion with the employee. Then the employer can have the performance discussion and refer the employee to the EAP as part of the action plan for performance improvement. Discussions between the employee and the EAP are confidential, and the employer should not expect feedback from the EAP regarding those discussions.

While the employer can make the referral, it is ultimately an employee’s choice whether or not to contact and work with the EAP. If the employee chooses not to seek help or address the issue that led to the referral in the first place and performance does not improve, then the employer should follow its progressive disciplinary process, including corrective action up to and including termination of employment.

Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.

While a substantial paycheck may entice a job candidate to seek employment at a particular nonprofit, an organization’s reputation for ethical procedures and workplace culture can be just as persuasive. An ethical workplace provides a fair and harmonious environment for every worker, promoting equal opportunity, honesty and open communication. Specifically for leaders, developing and adhering to ethical values in the office is key to helping employees determine what type of behaviors are expected of them.

Here are a few ways you can maintain an ethical culture at work:
 

• Communicate ethical priorities through training, meetings and ongoing encouragement—From the get-go, it’s imperative to train your employees on the fundamental values of your organization. Explain why ethical behavior is a priority, and how to effectively carry out ethical action. Give them realistic examples of potentially tough decisions, and equip them with the knowledge and tools they need to make the ethical choice.
• Lead by example and be consistent with your follow-through—Your employees can readily identify inconsistency or unfair treatment. Rather than merely telling them how to act, show them that you not only support ethical behavior, but practice it on a day to day basis. This includes addressing bad decisions, and brainstorming ways to improve ethical practice.
• Hire employees with a similar ethical compass—Being upfront with your nonprofit’s ethical culture during the recruitment process can help you determine best-fit candidates. More often than not, employees will have a difficult time upholding ethical priorities if they do not agree with them. Hiring individuals with the same morals can lead to an easier transition and will further strengthen your nonprofit’s ethical foundation.

Because nonprofits are often small organizations working in a small sector, their reputations are precious. Creating and implementing a strong ethical culture where employees maintain integrity will improve internal morale and help the overall business grow.

Learn more about how to encourage strong ethics within a work environment here.

In order to minimize costly hourly employee turnover, there are 10 things you can do, writes Mel Kleiman on his Humetrics blog:
 

1. Hire tough (so you can manage easy).
2. Let every new employee know why their job is important.
3. Avoid the mindset that it is “only an entry-level job” (in both the new employee’s mind and in your own mind).
4. Pay the highest wages you can afford. (When you can pay more, then you can expect and get more.)
5. Give a pay raise as soon as the new employee deserves one (not on a time schedule, but on a productivity/ learning schedule).
6. Give recognition when recognition is deserved.
7. Train for process, not for speed.
8. Help the new employee make friends at work.
9. Learn to fail fast. (When you realize you made a hiring mistake, release and replace that person immediately.)
10. Make work FUN!!

Here at UST, we believe hiring the right employees is one of the top ways to reduce your organization’s overall unemployment costs. That’s why we’re committed to this blog, and giving nonprofits the tools they need to reduce turnover, reduce costs, and reduce time spent managing them!  We also want to make sure nonprofits aren’t overpaying for unemployment taxes. You can find out by filling out a (free) savings evaluation here.

It can be okay to replace a sub-par employeee[/caption]Q: Would it be permissible to transfer a long-term part-time employee who is an average to poor performer to another role and replace that position with a full-time employee?

A: Unless there is an employment contract or collective-bargaining agreement that suggests otherwise, employers do have the ability to set an employee’s work hours and job duties based on business needs. In the situation you described, you have a poor performer whom you want to transfer to another position, enhance the job, and bring in another employee to do the work. We assume that you have been addressing the current incumbent’s poor performance issues and the job that you are moving the employee into will be more in line with his or her skills and hopefully provide an opportunity for the employee to be more successful on the job. If you have not addressed your performance concerns, now is the time to do so. Explain why the change is necessary and use the opportunity to discuss the employee’s career goals and development needs. It is critical that the employee receive feedback regarding performance and behavior, as this may continue into either role and should be addressed to correct the concerns or take progressive discipline as appropriate. Have these conversations before you announce the new employee transferring into the expanded position.

The employee may have questions regarding why you are taking a part-time position and turning it into a full-time one and may suggest that he or she could be successful in the job if allowed the additional time each day to complete the duties. Be prepared to address that and provide the employee with a copy of the expanded job duties and explain why he or she is not the right fit for that job. Having a direct and respectful conversation, with specific feedback and action plans to move forward, can go a long way to making the change successful.

Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.

New employees provide fresh ideas, new skill sets, and positive thinking—all of which impacts any nonprofit’s potential growth. However, a new hire’s success rate is greatly influenced by their initial onboarding experience.

Follow these 6 simple methods to ensure a successful employee transition:
 

1. Educate everyone prior to the new hire’s start date—Encourage your new employee to learn more about the nonprofit’s history and mission objectives, either through research or conversation. In addition, notify current staff of the new employee’s background and role responsibilities so everyone is prepared for the transition.
2. Create and communicate realistic goals—Develop both short and long-term goals for your new hire. Be as clear as possible when outlining job priorities, and check in consistently to give constructive feedback on their work.
3. Assign a senior mentor—Having a senior employee, who is well versed in your nonprofit’s procedures and history, will provide your new hire with a valued resource that can further build their sense of belonging. This additional outlet will also free up some of the time you would be spending on your new employee’s training.
4. Encourage innovative thinking and listen to new ideas—Explaining correlated challenges and strategic goals to your new hire could help inspire new solutions. A new employee’s fresh perspective can help break the cycle of seemingly unavoidable problems.
5. Help them feel like they’re part of the team—Construct interactive opportunities in team meetings and planning sessions. It’s also important to have team building opportunities, enabling your staff to develop strong professional and personal relationships with one another.
6. Celebrate early wins—No matter how small the accomplishment, celebrate early wins as a form of encouragement for the new employee’s hard work. But don’t forget to celebrate the team’s work as a whole to continue the positive momentum.

Taking the time to efficiently train your new employees on your nonprofit’s culture, strategic goals, and personal role expectations will not only help new hires adjust, but also strengthen your organization as a whole.

Learn more tips about how to manage new employees here.

Q: Can executives or board members review our company payroll register upon request?

A: Yes. You may wish to inquire as to what types of compensation information they need so that you are providing the detail and data that is relevant for their review and discussion. You will want to ensure the privacy of your employees’ personal information, such as concealing Social Security numbers, garnishments, etc.

Executives typically need relevant summary compensation information for decision-making with revenue and cost considerations. Reviewing the actual intent of how the data will be used may enable you to provide a summary report without revealing data that could potentially be perceived as inappropriate to reveal.

Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.

Question: If an employee states that he or she needs to use existing Family and Medical Leave Act (FMLA) designation during the day for restroom breaks, is that something the employee can do?

Answer: More than likely the frequent use of a restroom may be a serious health condition; however, one would look to the Americans with Disabilities Act (ADA) prior to counting this time against the Family and Medical Leave Act (FMLA) entitlement.

In general, when counting bathroom time against an employee’s FMLA entitlement, only do so if the frequency and duration extends beyond the employee’s normal lunch and break periods.
 

Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.