Artificial Intelligence (AI) tools aren’t reserved exclusively for Silicon Valley giants or big corporations. More than 80% of nonprofits now report that they use AI to help streamline their operations, improve communications, multiply the impact their staff can achieve, and better deliver on their mission.
In fact, small nonprofits often report high levels of AI engagement. This may be a reflection of the importance of efficiency for groups where staff members often wear multiple hats.
At the same time, many nonprofits have leveraged the powerful data analysis opportunities available through AI to help them make better decisions on where to allocate their organization’s limited resources. These insights are helping nonprofits deliver greater mission impact – even with limited budgets.
5 Ways Today’s Nonprofits Are Working Smarter with AI
Incorporating AI into your nonprofit’s workflow can help smaller teams confidently reach bigger mission goals. By using AI to automate routine tasks, your organization can free up staff bandwidth so they can devote their time to higher-value work. Consider these time-intensive tasks as you think about ways your group might benefit from using AI:
But these strategies aren’t only for larger nonprofits. Smaller groups like Austin Pets Alive! use AI for fundraising emails and social media posts – especially during critical periods. The result has been an increase in funding to help them further their mission.
At the same time, automated outreach regarding upcoming opportunities and reminders of events a volunteer has committed to participate in can be an effective way to reduce no-shows … especially during big events which require significant levels of volunteer support.
AI can deliver game-changing efficiency for nonprofits – especially for smaller groups that operate with leaner teams and smaller budgets. Streamlining tasks which may have taken many hours or days into efficient solutions can help organizations focus on executing their mission instead of becoming bogged down in day-to-day operations minutia.
Responsible AI Implementation
Stories of AI that went awry are common. As a result, it makes sense for nonprofits to take a measured approach as they begin using AI tools. While this technology can be incredibly efficient in developing first-draft materials, it’s critical to keep a human in the loop to review output and make edits.
For organizations considering the adoption of AI tools, first develop strategies to strengthen your group’s technological leadership. If your budget cannot afford full-time IT staff, brainstorm opportunities to add tech experience to your board of directors or share IT resources with other groups your nonprofit may already be allied with.
In addition to sharing tech staff, explore projects where your organization could collaborate with other nonprofits. Setting up an AI working group with other nonprofits in your area can be a smart way to accelerate your learning and develop new ways to use AI more efficiently within your organization.
If you’re looking for help in developing HR forms, training tools or checklists for your nonprofit, take advantage of your FREE 60-day trial of HR Workplace powered by Mineral. This valuable tool helps nonprofits navigate challenging HR situations and develop helpful training materials to provide better training for new staff members.
SOURCES:
“How Nonprofits Are Using AI for Greater Social Impact in 2025,” sigmaforces.com, 9/29/25
https://www.sigmaforces.com/post/nonprofits-ai-social-impact-2025
“How nonprofits use AI: The 2025 AI for Humanity Report”, Ben Matthews, 10/1/25
https://benrmatthews.com/how-nonprofits-use-ai-the-2025-ai-for-humanity-report
“AI Can’t Be Ignored: Exploring the Opportunities for Nonprofits and the Social Sector”, bridgespan.org, 7/22/25
https://www.bridgespan.org/insights/exploring-ai-opportunities-for-nonprofits-and-the-social-sector
Nonprofits across the United States are operating in an era of deep uncertainty. Funding is the lifeblood of any nonprofit. Yet, many organizations find themselves navigating a complex and unpredictable financial environment—delayed or canceled government contracts, shifting philanthropic priorities, and fewer individual donors. That mix — funding instability plus heavy dependence on traditional revenue sources like government grants and a small pool of major donors — creates real risk. Let’s dive into what’s happening, why it matters, and practical steps nonprofits can take now to become resilient and even thrive.
What’s Changed
Why dependence on “traditional” donors is now risky
Traditional donor mixes — heavy on government grants, a few major foundations, and repeat individual donors — create single-point failures. When public grants are paused or a foundation refocuses, organizations experience immediate cash shortfalls. The sector’s recent history shows these disruptions can be sudden (administrative decisions, new oversight reviews) and large (multi-million-dollar grant cancellations). That unpredictability reduces the organization’s ability to plan multi-year programs, retain staff, and invest in growth.
How to Succeed in the Current Environment
1) Treat revenue like a portfolio — diversify intentionally: Think of funding as you would an investment portfolio. Add revenue streams with different risk profiles: individual recurring giving, small-dollar acquisition, foundation grants, corporate partnerships, earned income (program fees, social enterprise), and reserves/investment income. Evidence shows diversified revenue mixes improve fiscal stability and long-term outcomes. Start by mapping your current mix and assigning a risk score to each stream (likelihood of disruption × impact).
Something to Test: Run a 12-month vulnerability test (what happens if one major grant is cut?) and set a goal to reduce any single revenue source to no more than X% of budget over 2–3 years.
2) Build stronger recurring individual giving: Small recurring gifts are lower-risk and scalable. Programs that convert one-time donors into monthly supporters increase predictability and community ownership. With digital tools, acquisition costs have become more manageable; focus on stewardship and clear impact reporting to lower churn.
Something to Test: Launch a “join the monthly supporters” campaign tied to a clear project, and measure lifetime value vs. acquisition cost.
3) Invest in earned-income or social-enterprise pilots: Some nonprofits have insulated operations by creating fee-based services or products (training, admissions, contracted services) that align with their mission. These shouldn’t replace philanthropy but can provide flexible cash and reduce sensitivity to grant cycles. Pilot small, measure contribution margins, and be disciplined about treating earned income like a business line.
Something to Test: Identify one service you already offer that could be packaged and sold to schools, businesses, or municipalities.
4) Deepen foundation and corporate relationships strategically: Foundations and corporate partners are more likely to underwrite innovation, capacity building, or multi-year initiatives if you can show data, measurable outcomes, and partnership value. Move beyond transactional asks — offer co-branded programs, employee engagement, or reporting dashboards that demonstrate ROI for partners.
Something to Test: Create a one-page “partner value” packet that shows outcomes, recognition opportunities, and concrete engagement options.
5) Strengthen financial operations: reserves, cash forecasting, and scenario planning: Operating reserves, rolling cash forecasts, and a “budget under three scenarios” approach (best, baseline, stress) are essential. Reserves give breathing room when grants are delayed; forecasts reduce surprises and help you make staffing decisions earlier.
Something to Test: Build a 90-day cash forecast, set a modest reserve target (e.g., 3–6 months of operating expenses), and run one stress scenario with leadership and the board.
6) Advocate — and plan for policy risk: When federal or state policy changes threaten funding streams, coordinated advocacy — with state associations, coalitions, and legal partners — can blunt or reverse harmful moves. At the same time, keep contingency plans ready: cross-trained staff, contract language that limits exposure, and alternative suppliers/partners.
Something to Test: Join a state or national nonprofit association if you’ve not already, and make sure you receive policy alerts.
7) Communicate impact with data — make donors part of the solution: Clear, frequent, and data-driven communication helps donors see why stability matters and encourages renewal. Share short impact metrics, client stories, and how flexible dollars are used — flexible funding is often the most valuable in times of stress.
Something to Test: Create a one-page impact snapshot you can email monthly to major donors and post on social.
A realistic timeline and mindset
Resilience is built gradually; a mix of “quick wins” (recurring giving campaigns, cash forecasts) and medium-term shifts (earned income pilots, diversified major-donor cultivation) can help change your risk profile in 6–24 months. Expect some experimentation and measurement — some pilots will succeed while others will teach important lessons.
Final thoughts
Dependence on traditional donors and predictable government awards worked when those systems were stable. Today, political shifts and changing philanthropic dynamics demand a different approach: purposeful diversification, tighter financial discipline, stronger donor relationships, and readiness to pivot. Nonprofits that treat funding like a managed portfolio — while staying true to mission and community — will be best-positioned to keep delivering results even when policy or markets turn turbulent.
Question: We have several employees who seldom speak up during meetings. How can we encourage them?
Answer: Employees may be hesitant to speak up during meetings for a variety of reasons. They might not know whether they should or how much time they can take. They might need a few moments to gather their thoughts before responding to new information. They might feel speaking up isn’t worth it or worry about saying the wrong thing. Here are a few ways to address those issues and encourage greater participation:
These small actions can make a big difference in building a meeting culture where everyone feels comfortable contributing.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
It’s no secret that volunteers form the backbone of many nonprofits. While the need for nonprofit volunteers remains a constant, the expectations of those volunteers have significantly evolved.
In the past, many nonprofits focused on encouraging donations or bringing in volunteers to serve as the labor needed to pull off big events. But today’s volunteer – whether they’re new to the workforce and just starting their career or a seasoned professional looking to add meaning to their retirement – is often looking for more.
New volunteers are interested in more flexible project-based options. They’re driven by values. And they expect digital connections.
How can your nonprofit deliver emotional fulfillment and career opportunities for new volunteers?
In today’s world, volunteers want to participate on their terms. They’re looking for options such as:
It doesn’t matter whether a volunteer is a Millennial, Gen Z, or even a recently retired professional. In general, they’re all looking for ways they can help make the world a better place.
Reconsidering how your organization structures volunteer opportunities and communicates with these valued team members can give your group the advantage of retaining more volunteers, instead of treading water through constant rounds of volunteer recruitment.
How can your nonprofit meet new volunteers where they are now?
Reworking your organization’s volunteer opportunities to better align with the goals of new volunteers is a smart first move. The next step is letting potential volunteers know about the opportunities available through your nonprofit. That means proactively meeting people where they are now.
This might be an ideal opportunity for a volunteer with a marketing background. They could develop copy and graphics in advance, which your staff would then approve and post. This gives the volunteer a compelling position that aligns with their skills and helps remove some of the workload from staff members.
Their first-hand experience can bring new insights to your nonprofit. At the same time, they might grow to become key members of your organization because they’ll have the empathy that comes from living through the challenges your nonprofit wants to solve.
Encourage established volunteers to bring family members to events where they can see how the volunteer makes a difference to your organization. Consider building “Next Generation” volunteer opportunities, which might allow younger volunteers (or even parents of volunteers) to work together on smaller projects or events.
Think of creative ways your nonprofit could offer one-day volunteer sessions, which might double as corporate team-building events. Be sure to request names and contact information of these volunteers to send them a special thank you for their time, and then to invite them to participate in future volunteer opportunities. Once they’ve given time to your organization, these volunteers may be significantly more likely to become ongoing members of your volunteer team.
Customizing your volunteer experience to the goals of today’s volunteer can be a smart strategy to help your nonprofit build a stable team of enthusiastic volunteers who are dedicated to executing your mission. At the same time, flexible volunteer options that help people feel like they’re making a genuine difference can also help your nonprofit attract today’s new volunteer.
If you’d like more ideas on how your organization can build an effective onboarding program for new volunteers, take advantage of HR Workplace powered by Mineral. It’s free for 60 days and gives your nonprofit full access to a wide range of tools to help get your new volunteers off to a great start.
NOTE: The link above would go to HR Workplace page at: https://www.chooseust.org/ust-hr-workplace/
SOURCES:
“20 Strategies For Recruiting The Next Generation Of Nonprofit Volunteers,” forbes.com, 6/11/24
“17 Effective Volunteer Recruitment Strategies,” VolunteerHub.com, 8/16/24
The nonprofit sector has always been fueled by people—passionate staff, dedicated volunteers, and community champions who show up to make a difference. Yet many nonprofits are struggling to keep those people motivated and engaged amid ongoing political upheaval. Making the situation even more complex? Burnout is on the rise, workforce shortages continue to strain capacity, volunteerism is declining and growing financial pressures from funding cuts.
Reduced AmeriCorps allocations and tightened grant opportunities are forcing many nonprofits to do more with less. For nonprofit employees, this often translates into heavier workloads, fewer resources, and uncertainty about job security. For volunteers, it can mean fewer support systems or structured roles. These financial realities are reshaping how nonprofits think about the future of work, pushing them to explore new models of retention, engagement, and sustainability—even with fewer resources.
Another major concern for nonprofits is turnover… it’s costly for any organization, but for nonprofit organizations, the stakes are even higher. When a nonprofit loses a skilled employee, it’s not just a matter of lost productivity and the costs associated with it. It can disrupt critical programs, weaken relationships with donors and community partners, and dilute institutional knowledge gained over the years. Not to mention that turnover can directly impact a nonprofit’s ability to deliver on its mission.
While all of these financial pressures make it harder to deliver programs, nonprofits across the country are working to ensure consistent, high-quality service and sustainable growth. Now is the time to rethink how your nonprofit structures work, retains talent, and engages supporters to sustain its mission.
Looking Ahead
The future of nonprofit work isn’t about returning to the “old normal.” It’s about building systems that sustain both people and missions in an era of financial uncertainty. As nonprofits continue adapting to these new challenges, many are looking for opportunities to strengthen their teams and reimage how work gets done. Hybrid and flexible work models can help organizations do more with less—offering employees the autonomy they need to balance demanding workloads while staying connected to their mission. At the same time, upskilling allows valuable employees the opportunity to develop current skill sets so they can continue to advance within the organization. And while volunteer engagement is also evolving, organizations who haven’t already, can introduce virtual or skills-based opportunities that allow people to contribute their time and expertise in other meaningful ways.
By embracing innovation and prioritizing their people, nonprofits can build more resilient, adaptive workplaces—ready to meet both today’s challenges and tomorrow’s possibilities.
Doing More with Less: Hybrid Work
Hybrid models allow organizations to expand their talent pool, reduce turnover, and offer employees a healthier work–life balance—all critical benefits when budgets are tight.
In fact, while some nonprofits have returned to fully in-person operations, it might be worth reconsidering whether a hybrid approach could better serve both their budgets—and their teams. Amid ongoing funding cuts, hybrid work becomes more than just a convenience—it’s a strategic tool for sustainability. Organizations can reduce overhead costs like rent, utilities, and office supplies, freeing up funds for mission-critical programs and services. And, while limited funding can make it challenging to invest in the technology, training, and infrastructure needed to support hybrid work, forward-thinking nonprofits are finding creative solutions to make it possible—such as leveraging low-cost collaboration tools or forming partnerships to share resources.
By reducing reliance on in-person placements and embracing flexible hybrid solutions, nonprofits can continue to support staff and volunteers through uncertainty while continuing to deliver critical programs and driving long-term impact.
Upskilling and Career Growth
Though professional development is often the first line item cut when funding is uncertain, some organizations are tackling this by tapping into free learning platforms, peer-to-peer mentorships, or collaborative training programs with other nonprofits.
With funding cuts impacting the size of the nonprofit workforce, retaining top performers is more important than ever. It’s not just about keeping those people in place—it’s about helping them grow. Nonprofits that provide professional development opportunities are better positioned to retain staff for the long term. Upskilling opportunities—whether through management training, digital literacy programs, or cross-departmental learning—can increase program efficiency, fill critical skill gaps without adding new positions, and boost morale.
Upskilling doesn’t have to be expensive, but it does have to be intentional. Prioritizing learning and growth, even in small ways, can transform how employees see their role within the mission—turning everyday challenges into opportunities for innovation, engagement, and long-term sustainability.
The New Volunteer Model
Volunteerism is also evolving but nonprofits can continue advancing their mission by adjusting their approach to what the typical volunteer opportunity looks like. Many people can’t commit in the same way but they still want to contribute. In 2026, nonprofits can experiment with:
It’s true that funding cuts reduce the ability to invest in volunteer coordinators and support programs, which risks making it even harder to keep volunteers engaged. The organizations that will succeed are those that adjust and recognize the volunteer role as vital to sustainability and prioritize engagement—even with lean resources. Next year try tracking volunteer contributions to demonstrate program capacity and attract additional supporters or even more funding partners.
While funding cuts will continue to impact staffing, training, and volunteer support—they’re also pushing nonprofits to be innovative in how they work, lead, and engage communities.
By embracing hybrid models, investing in growth, and reimagining volunteer engagement, nonprofits can turn today’s challenges into opportunities for resilience. The sector’s greatest asset will always be its people. And with the right strategies in place, nonprofits can find balance—ensuring staff and volunteers remain inspired to create impact in the communities that need it most.
UST Workforce Solutions supports over 2,200 nonprofits just like yours. To learn more about UST’s HR and savings solutions, complete your no-obligation savings analysis today.
Question: Are we permitted to ask applicants about their immigration status?
Answer: No, you shouldn’t ask applicants about their immigration status—for example, whether they are a citizen, naturalized citizen, lawful permanent resident, or refugee. Asking about applicants’ immigration status (or any protected class) could lead to discrimination claims in the following ways:
You are allowed to ask questions about an applicant’s lawful ability to work in the United States or their potential need for sponsorship. For example, you could ask, “Are you legally authorized to work in the United States?” or “Do you now or will you in the future require employer sponsorship?”.
If you ask either of these questions, do so for all candidates and not just for those you suspect might need visa sponsorship or who may not be obviously eligible to work in the United States. You can add these questions to your job application or screening questions to ensure consistency.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Today’s nonprofits face significant levels of turmoil:
Yet now … during this time of crisis … is exactly when nonprofits should prioritize innovative solutions such as working with UST to help put their organization on more firm financial footing.
Unemployment Claims Can Be A Significant Liability For Nonprofits
Many nonprofit groups fund unemployment claims by paying into their state’s unemployment insurance system. But participating in that pool often means a nonprofit with a steady employment record may be subsidizing the higher unemployment claim experience of businesses with higher levels of employee turnover.
Instead, nonprofits could work with UST Workforce Solutions by taking advantage of the 501c3 unemployment tax alternative. Choosing that solution means the group would be responsible only for the direct costs of their own unemployment claims.
The financial difference can be substantial. Recent research placed the cost of the average unemployment claim in the U.S. at $7,070. But nonprofits working with UST averaged only $4,700 per claim during the same time period.
Continued Savings By Paying Lower Amounts For Your Nonprofit’s Claims
Especially in turbulent times, uncovering significant savings can be important for nonprofits. But working with UST isn’t just about one-time savings. Take the issue of benefit overpayment within the state pools as an example.
From July 1, 2021, through June 30, 2024, the U.S. Bureau of Labor Statistics reports 13.97% of state unemployment fund claims were paid in error. What was the result? Companies overpaid $4,715,000,000 in unemployment claims.
Unfortunately, the impact of unemployment claims isn’t just an issue for big corporations. Nonprofits shoulder a big portion of these costs.
In 2024 alone, UST worked with 89 nonprofits to audit their unique unemployment liability situations. The result was $1,921,886 in potential savings across those 89 organizations. That’s an average of $21,594 savings for each group.
Another key to ongoing savings is the expertise available to each UST member. It’s common sense that not all unemployment claims are valid. In fact, some experts point to nationwide “protestable” claim rates as high as 43%.
But where do you turn if you want to protest a former employee’s unemployment claim? After all, most nonprofit staff wear many hats. But “unemployment claim expert” usually isn’t one of them.
As a member of UST, you’re assigned a state-specific claims representative for each claim. These experts are well-versed in the latest unemployment laws and claims filing protocols. This knowledge brings results because UST program participants win 86% of their protestable unemployment claims.
The combination of unemployment claim savings and expertise has helped more than 2,200 nonprofits take better control of the cost of their unemployment claims. Take a look at the case study featuring a summer camp with many seasonal employees to learn more about the advantages.
Unemployment Reserve Funds Can Become An Asset For Your Nonprofit
If your nonprofit doesn’t pay into your state’s unemployment insurance fund, where does the money come from if you need to pay a claim? UST makes it easy by helping your group build an unemployment reserve fund.
With more than 40 years of experience in helping nonprofits strategically cut costs on their unemployment claims, UST understands how to set up unemployment reserves so organizations don’t run into challenges when they switch over to their program.
Because groups are building reserves based on their unemployment history – rather than the potentially higher unemployment track records of other companies – the money needed to fund these reserves is generally much lower than the nonprofit would pay into their state unemployment fund each year.
Then, as time goes on and a nonprofit successfully manages their unemployment claims, that reserve fund continues to grow. Eventually, many groups find that their unemployment reserves need only modest contributions each year. This saves the nonprofit money by significantly reducing the amount they pay to fund their reserves.
At the same time, their unemployment reserves are an asset for the nonprofit. During challenging times such as COVID, many UST members were able to tap into their unemployment reserves which helped them continue funding important programs so their organization could confidently bridge the financial difficulty.
Want to learn more about the factors that led other nonprofits to work with UST? Take a look at this case study featuring an organization working with senior citizens to see the group’s initial concerns and the factors that convinced them to give UST a try.
Building Long-Term Financial Health By Embracing Change
Most nonprofit leaders would agree that organizations who successfully survive times of turmoil do so by adapting to their new environment. Groups who keep following the same path … never changing their approach in light of evolving circumstances … often don’t fare as well.
Today’s challenging nonprofit circumstances make reinforcing your organization’s financial picture more important than ever. Making the most of innovative approaches that can deliver initial savings – paired with building valuable reserves over time – could be a key to creating long-term financial stability for your group.
But most importantly, the time to start is now. If you’re interested in learning more about the money your nonprofit could save by working with UST, go to chooseust.org/savings to request your Free Savings Analysis today.
SOURCES:
“Unemployment Insurance Benefit Payment Integrity, United States Department of Labor, 5/29/25
Nonprofit organizations form the backbone of societal change. You work tirelessly to advance your causes despite tight budget constraints. It’s crucial for your organization to implement cost-saving strategies that align with your goals and ethics. Through astute financial planning and strategic decision-making, your nonprofit can amplify its impact and extend the reach of its funding. Leveraging historical stability and pooled knowledge, such as entities like UST, your nonprofit can fortify its financial foundation amidst the ever-evolving economic landscape.
Below, we present ten actionable cost-saving strategies designed to support nonprofit leaders in their ongoing efforts to manage budgets more effectively and channel saved resources back into their mission-critical activities.
1. Streamline Operations Through Technology: In an era where digital transformation is vital, investing in technology can lead to considerable long-term savings. Automating mundane tasks reduces labor costs and increases efficiency, allowing staff to focus on more essential, mission-focused work.
2. Harness the Power of Volunteers: Volunteers are an invaluable asset to any organization. They not only bring passion and dedication, but also help save on personnel costs. However, manage volunteers responsibly to ensure their experiences are rewarding and further your cause.
3. Go Green to Save Green: Implementing eco-friendly practices goes beyond the moral benefits; it is also cost-effective. Cutting down on paper use, optimizing energy consumption, and recycling can lead to substantial savings.
4. Opt for Second-Hand Equipment: Before rushing to buy new equipment, consider purchasing quality second-hand items. Not only is this more economical and sustainable, but often you can find barely used resources at a fraction of the cost.
5. Leverage Free or Discounted Services for Nonprofits: Many companies offer discounted or even free services to nonprofits, including software subscriptions, marketing tools, and professional development resources. Take advantage of these opportunities.
6. Invest in Staff Development: While this may seem counterintuitive as a cost-saving measure, training your staff can actually reduce costs by improving efficiency and reducing turnover – both of which are costly in the long term.
7. Collaborate with Other Organizations: Forming alliances with similar nonprofits can lead to sharing of resources, joint grant applications, and mutual support, thereby reducing costs associated with events and projects.
8. Conduct Regular Financial Reviews: Assessing your financial practices regularly can help identify inefficiencies and areas for cost reduction. Keep abreast of financial management best practices and remain compliant with regulations.
9. Optimize Your Fundraising Practices: Ensure your fundraising efforts are as effective as possible by cutting unnecessary costs and using data-driven strategies. Tailor your campaigns to target the most engaged sectors of your donor base.
10. Reevaluate Your Space Needs: If remote work is sustainable, consider downsizing office space or renegotiating lease terms. This can be one of the most immediate ways to reduce fixed costs while maintaining productivity.
Taking these steps can contribute significantly to reducing expenses, but achieving optimum efficiency often requires tailored solutions. That’s where we can step in to assist you further. UST is well-versed in the unique challenges faced by nonprofit organizations and offers expert advice to help you save money, mitigate risk, and increase efficiency.
Don’t leave potential savings on the table. For a more detailed exploration of how these strategies can benefit your organization, and to discover additional, customized solutions for cost-savings, complete ourfree savings analysis. Fill out our free savings analysis form today and start charting a course towards financial sustainability for your nonprofit.
At UST, we’re committed to helping you make every dollar count, underscore your mission, and amplify the change you envision.
Question: We’re planning to close the office a few days a week to save money. Do salaried exempt employees still get their full pay during these furloughs?
Answer: Yes, salaried exempt employees must be paid their full weekly salary if they do any work during your designated seven-day workweek, including tasks as quick as checking work email or voicemail. As your goal is to save money, be sure the furlough covers the full workweek and that affected exempt employees understand they’re not to do any work while on furlough.
Nonexempt employees, however, only need to be paid for actual hours worked, so single-day or partial-week furloughs can be implemented without worrying about pay implications.
This Q&A does not constitute legal advice and does not address state or local law.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
With summer vacations coming to a close and children getting ready to go back to school within a few weeks, August may not initially appear to be the best month for hiring new employees. But it’s actually a fantastic time to attract fresh college graduates to your organization.
Today’s Job Market Can Be Tough for New Graduates
Companies across the country have pulled back on their hiring plans in recent months. According to research conducted last fall by the National Association of Colleges and Employers, many companies had planned to ramp up their hiring for 2025. But when the group updated their research this spring, companies were now reporting plans to scale back their hiring instead.
This change in the job market has hit recent college graduates particularly hard. Companies which are hesitant to bring on new hires often prefer candidates with experience who require less training and bring an ability to contribute to company goals right away.
This perception may give your nonprofit an advantage in the current job market. New graduates who have struggled to land interviews with traditional companies may be extremely open to working for a nonprofit group – especially once they learn about the opportunities for skill development and career mobility.
By offering new employees a diverse range of responsibilities and the chance to develop a wide variety of skills, nonprofits can be highly attractive to recent grads who are focused on gaining valuable experience while exploring different areas of interest. In fact, this broader range of responsibilities could be critical in helping them expand their careers in the future.
More College Graduates Are Looking for Jobs During the Late Summer Months
When you combine the large number of students who typically graduate from college in May with the additional graduates coming into the job market just a few short months later during summer graduations, the result often means a larger pool of applicants competing for entry-level positions.
Many nonprofit groups have found that this situation gives them the ability to attract and hire talented new graduates who may not have considered working for a nonprofit prior to their graduation.
IMPORTANT TIP: A well-planned onboarding program can be key to setting new graduates up as successful additions to your organization. UST invites you to take advantage of the 60-Day Free Access to HR Workplace powered by Mineral for helpful training modules and other ideas to get new employees off to a great start.
Fewer Job Opportunities Mean Recent Graduates Are Now Accepting Jobs at Lower Salaries
Budgets are notoriously tight in the nonprofit sector. But thanks to today’s tight job market, many new graduates are finding themselves forced to lower their salary expectations.
The job-search firm ZipRecruiter surveyed 2025 graduates about their starting salaries for their first job. The results revealed a larger-than-normal gap between the salaries new graduates had anticipated earning for their first job and the paychecks they actually received. In fact, almost 30% of new graduates reported that they were earning less than expected.
This situation is another opportunity for nonprofit organizations. Your group may find themselves in a position to hire a “superstar” graduate who brings exceptional skills to your mission … at a salary that is more likely to fit within the parameters of a nonprofit’s limited budget.
New Graduates Often Prioritize Having A Meaningful Impact
Today’s graduates belong to a generation which is strongly motivated to make a positive impact on the world around them. As a result, they actively seek opportunities that align with their values or causes they believe in.
As a nonprofit, your group may stand out from other companies in your community because recent graduates can easily visualize how joining your organization gives them a direct avenue toward making the world a better place.
In essence, a job with your organization would ideally give a new graduate the opportunity to put the skills they learned in college to work in real-world situations that can make a big difference to a cause they’re passionate about.
Reaching Out to Future Graduates for Fall Internships and Volunteer Opportunities
If you don’t currently have a full-time position available, August and September might be ideal times to reach out to local colleges or universities about internship and volunteer activities.
Working with students can be a smart way to expand your group’s workforce at an economical cost. Your nonprofit can benefit from the extra hands and new ideas students bring to your events and projects. The student gains experience which can help them stand out from other job applicants once they graduate.
In addition, internships and volunteer activities allow you to build a pipeline of potential new employees who could join your group with a firm understanding of your mission and a dedication to making a difference through their work.
Whether you’re looking for a new full-time employee or want to fill internship positions or volunteer activities, late summer can be the perfect time to attract new college graduates to your nonprofit. With today’s highly competitive job market, you just may find yourself in a position to hire energetic college graduates who may eventually grow into your nonprofit’s future leaders.
Would you like ideas on building a benefit package that’s attractive to new graduates? You can get helpful recommendations through HR Workplace. This online resource is available at no cost for 60 days through UST.
SOURCES:
“Panicking: Why recent college grads are struggling to find jobs,” NPR.org, 7/13/25
https://www.npr.org/2025/07/13/nx-s1-5462807/college-graduates-jobs-employment-unemployment
“The Graduate Divide: Expectations vs. Reality For The Class of 2025,” ZipRecruiter.com
https://www.ziprecruiter-research.org/annual-grad-report
“4 Reasons New Grads Should Consider Working At A Nonprofit,” RippleMatch.com, 7/28/23
https://ripplematch.com/career-advice/reasons-new-grads-should-consider-working-at-a-nonprofit
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.
