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.
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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.
