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.
Question: While working, an employee assaulted his coworker in our California workplace. May the injured employee pursue a workers’ compensation claim?
Answer: Yes. An employee who is assaulted at work by a coworker may elect to file a workers’ compensation claim. However, he or she may also file an internal complaint, report the assault to the police, or pursue a civil lawsuit. Whether the workers’ compensation claim (or any other claim) will be successful depends upon the facts. For example, was the injured employee the initial physical aggressor? According to California Law, at Cal. Labor Code § 3600(a)(7), employers are not liable under the state’s workers’ compensation law for an injury that arises out of an altercation in which the injured employee is the initial physical aggressor.
Regardless, after an injury occurred in the workplace, California employers must:
It is not for the employer to determine whether the injury will be covered under its workers’ compensation insurance. Rather, the claims administrator will determine whether the injury is covered.
Another issue worth mentioning is that California employers are required to abide by a duty of care in the workplace. According to Cal. Labor Code § 6401, “[e]very employer shall furnish and use safety devices and safeguards, and shall adopt and use practices, means, methods, operations, and processes which are reasonably adequate to render such employment and place of employment safe and healthful. Every employer shall do every other thing reasonably necessary to protect the life, safety, and health of employees.” Violations of this duty incur significant monetary damages.
Read more about workers’ compensation and the process on the State of California, Department of Industrial Relations’ website. Read more about workplace assaults and Cal/OSHA Guidelines for Workplace Security.
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.
Did you know that the California Legislature enacted a number of new bills that became effective in 2018?
Watch Ethos Human Capital Solutions webinar on the new employment laws enacted by the California Legislature and how they will impact your business in 2018. Also, the webinar discusses legal cases that have been or will be decided by the courts and will affect CA employers.
You can download the recorded presentation which covers new laws affecting:
Learn from Lindy Duffy of Ethos Human Capital Solutions and Marla Merhab Robinson, Esp. with Merhab Robinson, Jackson & Clarkson about these changes and what you’ll need to know and do to stay in compliance.
This webinar series is part of UST’s efforts to educate the nonprofit sector. For more learning opportunities, tips and legal updates just for nonprofits, sign up for our monthly e-News today!
Question: What can we do to be better prepared to respond to an active shooter in the workplace?
Answer: Unfortunately, we live in an environment that requires all employers to think about, prepare for, and take appropriate actions to ensure the safety of all employees in active shooter or other emergency situations. Therefore, it is important for employers to offer employees both training and action plans. Most security experts, including the Federal Bureau of Investigation (FBI) and U.S. Department of Homeland Security (DHS) stress the following key points in response to active shooter preparedness:
Whenever possible, create your emergency action plans with assistance from local law enforcement authorities. The plan should include all of the following:
In all cases, preparing and having a plan for an active shooter or other emergency will help both employees and managers better prepare for dealing with such a high-stress situation. We also recommend preparing your plan in coordination with law enforcement to ensure best practices.
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.
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.
In order for diversity to be a part of a nonprofit organization, it must start at the top. To achieve real and sustainable change in terms of racial equity toward those we serve, we must reflect that standard. According to a survey done by The Nonprofit Quarterly, CEO’s are concerned with the composition of their boards. BoardSource completed a study that compared racial diversity on nonprofit boards in 1993 and 2010. Results showed little to no change in Caucasian dominance. In 1993, 14% of members were persons of color; by 2010 there was a slight increase bringing it to 16%. With that in mind, nonprofit organizations need to take the necessary steps to ensure that their organization is an example of acceptance and diversity.
Here are the 5 steps your organization can take to achieve board diversity:
1) Leadership must lead or it won’t happen
The primary goal is that the CEO and Board Chair share a commitment to an appropriate racial makeup—they must hold one another accountable for actions toward the goal. They should be visible leaders and spokespersons for achieving diversity by educating the sector and lobbying for organizational change.
2) Be intentional — make your claim
An organization’s values and mission must be clearly articulated and visible on all outlets, including their website— providing a clear picture on where the organization stands.
3) Create a baseline
First, conduct an assessment of your board’s demographics. Then, based on the results, identify the vision going forward. With this assessment, you can establish a measurable goal to increase racial diversity within your board.
4) Give a grand welcome
When bringing on new board members, be sure to be welcoming and that the orientation is authentic and thorough. Ownership of these processes should involve all of the current board members.
5) Move beyond the numbers
An increase in percentages of racially diverse members is only the first step. Guiding new members through the flow of communication and onto the leadership track is essential. Simply waiting and hoping that the pipeline will move members forward is an insufficient strategy.
We need to think beyond a simple checklist to create and maintain diverse board representation—it’s a long-term strategy for creating change through collaboration.
Sick employees are bad for business – plain and simple. They can wreak havoc on the workplace in many ways – spreading germs, putting additional stress on co-workers who have to pick up the slack or even creating tension amongst the team. While it might seem great to have such dedicated employees who are willing to work even when they are ill, what might be a mild case of the flu for one can land another in the hospital or worse, put multiple members of your team out for weeks.
You need an equitable sick leave policy in place that provides employees a reasonable amount of paid sick leave, allowing them the time to recover when they’re not feeling well. Additionally, having a clearly written policy that specifies the organization’s standards and what is expected of the employee will help to minimize sick leave abuse. Paid sick leave is not typically required under federal law but may be required under state law – different states have different requirements so make sure to do your research to determine what, if any, state laws are applicable to you.
By implementing a few simple guidelines, you can create a solid yet thoughtful sick day policy that helps to maintain a healthier workplace and keep your nonprofit running smoothing when someone is out. First and foremost, you need managers to not only encourage people to stay home when they are ill but to also stay home themselves when ill – leading by example is the most powerful tool managers have at their discretion.
Secondly, have a back-up plan in place for when those instances do arise so key tasks don’t go unattended for days at a time. For example, cross-train your staff so that everyone has someone who can fill in where and when needed. While this may not be an ideal situation for some, ensuring everyone understands the benefits of such a plan and knows what to expect ahead of time, can go a long way in eliminating some of the stress when the need presents itself.
Also important to keep in mind, while it’s not practical to have someone out of the office for weeks due to a general cold, it is wise to require employees who have been out with the flu and/or a fever to remain home until they’ve been symptom-free for at least 24 hours. This will ensure they are no longer contagious and getting others sick upon returning to work.
If an employer doesn’t offer sick leave, they will only accelerate health issues and the spread of illness, thereby lowering productivity and office morale. Remember, when an employee comes to work sick, it puts you and the rest of your staff in a weak environment, which can affect a nonprofit as badly as the loss of a major contributor. Being sensitive to the health of all your staff should be priority number one. To ensure you are doing everything you can is to genuinely take an interest in the health of the people working with you. Remember, a healthy workplace is a productive workplace.
No one will argue that distractions in the workplace can kill productivity – from excessive cellphone use and gossiping co-workers to internet abuse and cubicle visits. But it’s that little device, the one that is always nearby – in our pocket, on our nightstand, at the dinner table with us or atop our desk at work. That’s the one that is the biggest distraction of all and while technology helps to simplify our lives, for many employers, it’s killing productivity.
Life as we knew it a decade or so ago, no longer exist. Things have changed drastically since cellphones came into existence and more so now that our smartphones are smarter than ever before. Just last year, dscout, reported that the average cellphone user tapped, swiped, typed or clicked 2,617 times a day. That’s almost three hours a day which implies that employees are spending at least some time at work with personal devices in hand.
While we can’t avoid all distractions – emails, slack chats, meetings, the loud co-worker, we can minimize some of them and many companies are doing just that by implementing policies that either prohibit or limit cellphone use in the workplace. By removing this particular type of distraction, employers decrease the amount of time being spent on messaging apps, social media and other sites that are in no way related to their employees work. Another option being explored are “no-tech” days in which there is no email and or internal instant messaging communication happening. The idea is that there is more time for employees to just focus on pending projects or other pressing matters without the repetitive interruptions.
While neither of these measures are fool-proof, they may help in creating more productivity and better time management. For some, these tactics work, for others, not so much. Policing workers without managing their expectations can make an office feel oppressive but encouraging official breaks can be a healthier way to nudge employees to stay focused during work hours. If you want your staff to spend more time thinking about work and less time being distracted by outside sources, be the example. Then start monitoring what’s happening in your office before making any official changes to ensure you take a course of action that best suits the needs of the company and its employees.
Question: Are private employers required to give employees the day off for Veterans Day? And if employees work on Veterans Day, must they be paid at a holiday rate?
Answer: Private employers are not required to give employees the day off from work for Veterans Day. However, private employers may elect to do so for Veterans Day and/or any other holiday.
Veterans Day is a federally recognized holiday, and federal law does not:
Specifically, the federal Fair Labor Standards Act (FLSA) does not require payment for time not worked, such as vacations or holidays (federal or otherwise). These benefits are generally a matter of agreement between an employer and an employee (or the employee’s representative); thus employers may elect:
Employers must apply any workplace policy consistently and fairly to all employees.
Note: On a government contract to which the labor standards of the McNamara O’Hara Service Contract Act (SCA) apply, holiday and/or vacation fringe benefit requirements are stated in the SCA wage determinations in contracts that exceed $2,500. On a government contract to which the labor standards of the Davis-Bacon and Related Acts apply, holiday pay and/or vacation pay is required for specific classifications of workers only if the Davis-Bacon wage determination in the covered contract specifies such requirements for workers employed in those classifications.
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.
Overqualified candidates can often be challenging for nonprofits to take on—while experience, knowledge and self-sufficiency can be appealing, the potential for boredom and chances for increased turnover in the workplace can make any employer feel uneasy. While there are both benefits and downsides to hiring overqualified candidates, finding a middle ground is key to gaining the most value from these particular hires and providing work that continues to challenge them.
The “right” overqualified candidate can bring a plethora of skill sets to a nonprofit organization—experience, expertise, proficiency in basic skills, leadership potential and the ability to take on challenging projects and tasks. Unfortunately, the chance of these candidates being ruled out solely on a brief look at their resume happens more often than we think.
Often, a presumed risk among nonprofit organizations is that these candidates may become bored, unmotivated or leave the position quickly. On the bright side, overqualified candidates are likely to be able to hit the ground running. Already being equipped with the basic skills needed for the position, they likely don’t require too much hand-holding. In the long-run, this can help you save valuable time and money when it comes to onboarding.
The key to bringing on any new hire is finding the right balance. When it comes to an overqualified candidate, an employer may have concerns about training because they may have habits that are difficult to modify. On the other hand, if the candidate is educated about the culture and values of your organization during the recruitment process, they will embrace and absorb new formalities relatively quickly.
To avoid being a “life raft” or “stepping stone”, it is important to be honest and transparent with a candidate that is overqualified. Explain your concerns about the role in comparison to their experience and be upfront about your expectations. One of the most common concerns is the topic of salary. During these conversations, it’s important to touch on the candidate’s long-term career goals, including what motivated them to apply for this position and what they hope to contribute to the organization.
Last but not least, remember to keep an open mind! While a candidate may look like they are overqualified on paper, they may have a personal reason for applying to the position. They may be looking to switch into a different industry that they’re more passionate about… they may have always wanted to work for a nonprofit and it’s beneficial for you to find out whether they could be a positive addition to your team and help further strengthen your mission.
It’s no secret that people are more health conscious today than ever before. And over the last few years, business owners have gotten on board with a massive influx of corporate wellness programs being offered in the workplace. We’re talking everything from stability balls and standing desks to weight loss programs and opportunities to work from home.
It seems now, that employers are constantly looking for new ways to kick their corporate wellness programs up a notch. And the trends are getting more and more creative with companies expanding the definition of wellness through offerings that are much broader – improving the overall quality of their employees’ lives.
Some things are as easy as implementing standing desks as the standard – the kind you can move up or down so employees aren’t forced to do one activity or the other all day. While the debate continues over the health benefits, no one can argue that having the option to change your form throughout the day helps with muscle stiffness, brain fog and calorie expenditure.
Opportunities to work from home have rapidly become a hot trend but some organizations are still reluctant to let go of that much visibility. For many, it works like a well-oiled machine but for others, it ends up being one issue after another. You really have to take the time to evaluate your staff to see whether or not, they can handle that much responsibility – it’s definitely not for everyone but certainly worth doing the research.
At the top of the corporate wellness trends right now is “wellness technology”. Some companies are looking for ways to put all of that valuable information gathered by all those fitness gadgets to work. By working to keep corporate wellness offerings fresh, some employers are using Chatbots to help keep employees on track with their fitness goals.
Then there are those forward thinking companies who are looking to bring on the latest and greatest wellness programs for their employees. For example, one organization has an in-house masseuse available to their employees while another has a built-in office sauna. Others are subsidizing DNA kits, creating nap rooms, implementing vending machines with healthy snack options or offering an on-site Happy Hour at the end of the day.
It goes without saying that the possibilities are endless. Since workplace stress has become the biggest epidemic to hit corporate America in recent years—it is worth addressing internally through some form of wellness program that will help employees regain focus and energy. When employees don’t know how to manage their stress, not only is their work affected but so are the people around them. And the benefits of making your employees’ well-being a priority are endless – it can help with retention, reduce absenteeism and workers’ compensation claims, increase productivity as well as save your organization thousands in the long run.
With the national unemployment rate steadily declining, and a substantial increase in expectations for competitive benefits and salaries, nonprofits are definitely feeling the squeeze—especially when competing against for-profit organizations for key staff members.
How can we overcome these challenges when funding support is steady at best, and often decreasing?
This webinar will teach you how to:
Join Kathy Keeley, Executive Vice President, Programs and Senior Consultant at the Georgia Center for Nonprofits, to develop a framework for effective recruitment and retention strategies in the current workforce environment.
Want access to more learning opportunities, tips and legal updates just for nonprofits, sign up for our monthly eNews today!
December marked the 87th consecutive month of job growth, adding an additional 148,000 positions during the month – bringing the total number of jobs filled in 2017 to 2.06 million. The unemployment rate remained unchanged at 4.1 percent for the third consecutive month but fell over the year by 0.74 percent, a 17-year low.
The number of persons employed part time for economic reasons was essentially unchanged at 4.9 million in December but was down by 639,000 over the year. These individuals, who would have preferred full-time employment, were working part time because their hours had been cut back or because they were unable to find a full-time job. The number of long-term unemployed remained essentially the same at 1.5 million in December but declined by 354,000 over the year.
Among the marginally attached, there were 47,000 discouraged workers in December, little changed from a year earlier. Discouraged workers are those not seeking employment opportunities because they believe there are no jobs available. The remaining 1.1 million persons marginally attached to the labor force in December had not searched for work for reasons such as school attendance or family responsibilities.
Payroll employment growth totaled 2.1 million in 2017, compared with a gain of 2.2 million in 2016. Job gains occurred in healthcare (31,000), construction (+30,000) and manufacturing (25,000), collectively creating over half a million jobs in 2017. Employment changed little for most other major industries, including food services, professional and business services, retail trade, mining, wholesale trade, transportation and warehousing, and financial activities.
The labor force participation rate, at 62.7 percent, was unchanged over the month and year. And while the employment-population ratio was also unchanged at 60.1 percent in December, it was up by 0.3 percentage point over the entire year.
Wages rose in December by 9 cents, increasing over the year by 65 cents, or 2.5 percent.
This all alludes to an economy that is healthy and likely to continue growing but we won’t know for sure for a while.
UST helps 501(c)(3)s lower their unemployment costs & maintain HR compliance, providing resources to help refocus on mission objectives.
Santa Barbara, CA (May 31, 2018) – UST, a program dedicated to helping nonprofits ensure compliance and protect assets, today announces that 70 nonprofit organizations from across the U.S. decided to join more than 2,200 of their nonprofit peers and enroll in UST’s cost-saving program.
For 35 years, UST has been helping 501(c)(3)s manage their unemployment claims in a safe, efficient manner. Whether a nonprofit is tax-rated or reimbursing, UST is here to help nonprofits manage their cash flow and streamline their day-to-day operations. Just last year, UST found $2,839,940 in potential unemployment cost savings for eligible nonprofits.
UST’s newly added members now have exclusive access to a variety of resources, ranging from a live HR hotline and job description builder to e-filing capabilities and claims hearing support. By utilizing their dedicated claims representatives, cloud-based HR resources, and outplacement services, these nonprofits can refocus their saved time and money on what matters most—achieving mission objectives.
“With more than 2,200 organizations now participating in the Trust—and growing—I have no doubt that we can continue to provide our incoming members with the tools and education they need to further advance their missions,” said Donna Groh, Executive Director of UST.
If you’re a 501(c)(3) looking for ways to help your nonprofit save money, benchmark your unemployment costs by filling out a free Unemployment Cost Analysis form today.
Question: Is recruiting via text messaging a thing?
Answer: Believe it or not, yes. Recruiting via text messaging is not only “a thing” but is a common method used by recruiters when attempting to quickly reach out to potential job candidates. According to recruiters that text candidates, text messages have a 98 percent open rate. This means that nearly all of the texts are “opened” by the user as opposed to emails, which are opened at a significantly lower rate. Additionally, the average response time for a text is only 90 seconds whereas emails can take infinitely longer — assuming the email is even opened.
Another reason that recruiters are using texts to connect is that many candidates are already employed. Therefore, recruiters are finding it is easier to communicate with an employed candidate via text because the conversation is limited to the screen of the device rather than a phone conversation which can be overheard if conducted during working hours, or worse, an email received on a work-owned device that could be viewed by the current employer.
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.
A UST partner since 1990, the Center for Non-Profits has been providing advocacy, resources and training to New Jersey nonprofit organizations since 1982 and is the only umbrella organization for all charities in the state.
Center for Non-Profit members receive a vast variety of services, resources and support that include:
One the of the Centers partners in representing grant makers, Nina Stack, President of the Council of New Jersey Grantmakers, said it best – “For those of us who work in, work for, donate to and are served by nonprofit organizations in New Jersey, we are fortunate to have the Center for Non-Profits watching our backs and protecting our independence.”
For 35 years, the Center for Non-Profits has been New Jersey’s champion and “go-to” resource for and about the non-profit community. They provide non-profits with expert guidance on management and compliance issues, professional educational opportunities through trainings and webinars, inspiration and dialogue through the state’s largest annual non-profit conference, while advocating for a strong non-profit community to leaders in government, business, philanthropy and in non-profits. Members are eligible for additional benefits and special discounts. To learn more about the Center for Non-Profits visit http://www.njnonprofits.org/.
Telecommuting has grown exponentially over the last several decades and is more popular now than ever before as employees seek to find more balance between work and their personal lives. In order to achieve, both employees and employers are reinventing what it means to go to work every day.
Technology has made it possible to work from just about anywhere and as such; many employers are providing their employees the opportunity to work remotely. According to the 2017 State of Telecommuting in the U.S. Employee Workforce Report, released earlier this year, from Global Workplace Analytics and FlexJobs, the number of workers who are telecommuting at least part –time has increased by an astronomical 115% in a decade.
Working outside of the office allows employees to have that better work-life balance and often results in more productive and engaged workers who are less stressed and more likely to stay on the job long term. Not to mention that less stressed individuals are typically healthier individuals who take fewer sick days. According to the U.S. Census Bureau, average commute times in the United States are 25.4 minutes which means workers can free up almost 4.5 hours over a 5-day work week.
Employers also see the savings from flexible scheduling – by allowing an employee to telecommute just part-time companies can save more than $11,000 a year on things like real estate space, office supplies and healthcare costs. It’s important not to forget that telecommuting is also the greenest way to work, reducing the carbon imprint for each non-commuting worker.
On the flip side, there can be challenges such as a loss of boundaries between work and home, a lack of discipline on the employees part – they become unavailable for hours at a time, don’t communicate with co-workers for extended periods or more simply put just aren’t working when they should be. Telecommuting can be disastrous for anyone who is unmotivated or disorganized and some individuals just don’t operate well in isolation. When managers lose the ability to control work and oversee timelines for these individuals things can go downhill quickly.
Remote work, like any work, isn’t for everyone and not everyone wants it. The range of flexible work options is broad so companies should consider the needs of each department and individual roles before electing to offer such a program. Also having clear guidelines and policies on what’s expected from remote workers can help to alleviate any unexpected surprises. Remote work is about working smarter, not harder, making the company and its employees, better.
UST helps 501(c)(3)s lower their unemployment costs & maintain HR compliance, providing resources to help refocus on mission objectives.
UST, a program dedicated to providing nonprofits with workforce solutions to help reduce costs and focus on their missions, today announced that their 2,200+ participating nonprofits saved more than $1.1 million dollars in human resource expenses within the last year through its value-added UST HR Workplace program.
UST HR Workplace, powered by ThinkHR, provides nonprofit professionals with the guidance they need to streamline HR procedures, maintain best practices, and ensure compliance with state laws. By providing expert HR advice, thousands of HR templates, hundreds of training courses and an award-winning online library for all workplace concerns, UST HR Workplace gives nonprofits the knowledge they need to avoid costly risks and liability issues.
“Regardless of the size of a nonprofit’s HR department, UST HR Workplace provides an invaluable sense of security—helping nonprofits save both time and money,” said Donna Groh, Executive Director of UST. “This on-demand HR service helps nonprofit HR professionals avoid costly litigation and stay up-to-date on evolving HR best practices and legal changes.”
Staying on top of the latest HR laws and educating employees on organizational policies can help mitigate volatile unemployment claims and reduce costs long-term. Last year, UST members took over 5,900 online training courses and submitted close to 1,200 HR questions. The most popular resources included Sexual Harassment Prevention for Employees training, hotline inquiries regarding compliance and compensation, the Employee Handbook Builder and downloadable HR forms and policies.
UST HR Workplace has been a go-to resource for UST’s participating nonprofit employers since its launch in 2014 and is a robust support system that helps to save time and money—offered at no additional cost to UST members.
To learn more about how nonprofits can get a free 30-day trial of UST HR Workplace, click here.
Question: An employee is claiming a hostile work environment situation. What should I do next?
Answer: Employees may use the word “hostile” without completely understanding what it means in the employment setting. Sometimes an employee will allege a “hostile work environment” simply due to a negative work experience such as being held accountable for found errors, or a feeling of unfair treatment such as not being permitted to take time away from work when others may be permitted to for a number of reasons.
Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability, or genetic information. Harassment becomes unlawful where 1) enduring the offensive conduct becomes a condition of continued employment, or 2) the conduct is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile, or abusive.
Petty slights, annoyances, and isolated incidents (unless extremely serious) will not rise to the level of illegality. To be unlawful, the conduct must create a work environment that would be intimidating, hostile, or offensive to reasonable people.
Offensive conduct may include, but is not limited to, offensive jokes, slurs, epithets or name calling, physical assaults or threats, intimidation, ridicule or mockery, insults or put-downs, offensive objects or pictures, and interference with work performance.
However, the fact that an employee has come forward with a concern is important and compels you to investigate further. Helping an employee understand the difference of experiencing a negative event and the legal term of hostile work environment is a first step in moving forward to ask very specific questions of the employee to understand the nature and scope of the situation. Depending on details, you may need to do a complete investigation and administer appropriate training or disciplinary action. Best practice is to access a third party to perform investigations to minimize any perception of bias through the process, findings, and determined action(s).
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.
What makes a workforce diverse? According to Merriam-Webster, diversity is defined as “an instance of being composed of different elements or qualities.” As a nonprofit organization, expanding diversity in the workplace can be a good way to propose fresh ideas into an otherwise stale environment, and incorporating new perspectives can help employees tackle problems from a number of different angles.
When building a diverse workplace, it’s important to implement policies that encourages employees to feel supported, protected and valued. Creating an environment where your employees can feel at ease to be themselves, regardless of their ethnicity, should be a priority when diversifying a workforce.
Adopting a new approach can be overwhelming or can even cause confusion of where to begin. Here’s a few helpful tips and resources for introducing diversity and inclusion into the workforce at your nonprofit.
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.
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.
Extended benefits are being cut across the country as average unemployment rates drop. To stay on extended benefits, the average unemployment rate for the past three months must be at least 110 percent of one of the rates from a comparable three-month period in one of the last three years. For each of the states affected, their average unemployment rate is currently lower than at any of the same three month periods in the last three years.
While the drop in unemployment rates will be a positive change for the overall economy, for the hundreds of thousands of job seekers who have already exhausted their state and federal unemployment benefits, the cuts don’t bode well.
So what do the nearly 400,000 job seekers who have been cut from extended unemployment benefits mean to the nonprofit sector?
Putting more strain on at-capacity nonprofits, the newest round of cuts will mean that more job-seekers will be turning to nonprofits for job re-training and employment support.
The newest round of unemployment cuts also means that state and nonprofit programs that lend aid to the needy will be the last place for the long-term unemployed to turn.