Entries with Topic: HR Knowledge

Question: What are some typical examples of employee discipline? Are there any you recommend?

Answer: Discipline should reflect the severity of the behavior, attempt to correct it, and be applied consistently. You’ll want to consider how you addressed certain behaviors in the past and the precedent you want to set for the future. For instance, if you jump straight to a final warning when a certain employee is an hour late to work, but let another employee come in late regularly without so much as a written warning, you’re setting yourself up for trouble.

We generally recommend progressive discipline. This means you start small and work your way up to termination. Progressive discipline often includes these steps:

  • Oral counseling/warning(s)
  • Written warning(s)
  • Final written warning
  • Unpaid suspension—we generally don’t recommend this, as it’s likely to make the employee more disgruntled than they were before, and ultimately be more harmful than helpful, but you may find that it’s appropriate in some circumstances; be sure to keep reporting time pay in mind for non-exempt employees, depending on state law
  • Termination

At each step, make your expectations clear, notify the employee of the consequences should they fail to improve (that they’ll be one step closer to termination), and document what actions you took. The warnings you give to the employee should stick to the facts, i.e., what infraction was observed, when it occurred, and what policy or policies was violated. Opinions about the infraction should be left out, as these are easily disputed. For example, “Yesterday, you arrived 20 minutes late in violation of our attendance policy” simply states the facts, whereas “You’re always tardy and can’t be trusted to arrive on time” is likely to get pushback.

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.

A strategic plan provides a clear process of determining, documenting, and establishing the direction of a nonprofit organization.

Strategic planning for nonprofit organizations like yours is crucial, allowing you to assess where your nonprofit is at now and where you want it to go. It allows your nonprofit decision-makers to see the big picture and make the desired impact on your community.

Let’s find out more about this important process and what it can do for your nonprofit.

What Is a Strategic Plan for Nonprofits?

A strategic plan for nonprofits is a full process that allows leadership to identify key elements on a well-defined map that helps organizations define their goals for their organization and their community. It asks your nonprofit leaders to create or define goals and objectives and empowers them to make the necessary decisions to achieve them.

The Top 5 Steps for Implementing a Strategic Plan

Like all nonprofit leadership, your goal is to serve your community. It is more challenging to do so without a solid, strategic plan to guide you and your devoted team. There are some steps you can take to develop and implement a strategic plan that helps everyone in your organization stay on track to successfully support your mission.

Let’s look at the following five steps that you can use to implement a strategic plan.

1. Complete a SWOT analysis and set goals

The first step in developing and implementing a strategic plan is setting clear goals and defining the variables that help you achieve them. A SWOT is a basic technique used by all types of businesses, including nonprofit organizations, to identify processes in an organization’s strengths, weaknesses, opportunities, risks and threats to your organization. Many nonprofits rely on it to help with personnel evaluations and marketing campaign planning, in addition to standard organization-wide strategic planning.

2. Set SMART objectives

SMART objectives can be powerful tools in helping support your mission, providing landmarks to help you achieve your larger goals.

Here is what SMART objectives are and what they allow you to do:

  • Specific — Target a specific area for analysis and improvement
  • Measurable — Quantify or at least suggest an indicator of progress
  • Assignable — Specify who will do it and delegate
  • Realistic — State what results can realistically be achieved given available resources
  • Time-based — Specify the timeline for achieving results

For example, SMART goals are essential in helping nonprofits manage fundraising events and seasons, letting everyone know where your nonprofit is in terms of financial goals.

3. Establish specific tactics to support each objective

The tactics you and your team use provide help to achieve the smaller, more specific tasks that your team members achieve your nonprofit’s overarching goals, focusing on the mission, budget and SMART initiatives.

4. Reevaluate information

Strategic planning isn’t necessarily static — factors will change over time. It’s important to adjust your goals and objectives as you move through the process.

5. Keep the plan dynamic to scale with your organization

As mentioned above, circumstances change. That makes it important to keep your plan dynamic and scalable. For example, you might achieve some goals sooner than others, allowing you to redirect to hit new benchmarks on an adjusted timeline.

6. UST is here to offer support along the way.

We offer a variety of resources and tools to help your nonprofit organization on it’s journey to building a strategic plan that supports your ever-growing and evolving leadership team.

If you’re looking for a cost effective workforce solution for your nonprofit, submit a FREE Cost Analysis and one of our consultants will be in touch with you.

 

SOURCES

https://www.investopedia.com/financial-edge/0612/the-importance-of-strategic-planning.aspx

https://nonprofithub.org/why-most-swot-analyses-stink-2/

Nonprofit Strategic Planning: Ultimate Guide + 7 Examples

With the rise of remote work, more and more companies are forced to rely on virtual teams to get things done. Teamwork is one of the most essential aspects of any organization but remote-first employers are experiencing a unique set of challenges when it comes to creating effective collaboration and team building. Many organizations are recognizing the importance of team building exercises, especially when managing a remote workforce.

Without regular face-to-face interaction, remote workers can feel isolated and disconnected from their colleagues—making team building a crucial aspect of driving long-term success within your organization. Here, we explore the benefits of team building for remote teams, along with some practical strategies to help keep your remote team connected and engaged.

In this blog post, we will explore the benefits of team building exercises for remote teams and how they help to improve team dynamics, communication, and productivity.

1. Build Trust and Camaraderie: Trust is essential for any team to work efficiently, and virtual team building activities are an excellent way to help build trust among team members. Engaging in activities that make teams feel connected and trusted are just one of the essential elements of a well-functioning remote team. You can start with simple icebreaker activities like virtual coffee breaks or a weekly happy hour where team members can bond and get to know each other. Remember, when team members build trust, they are more likely to collaborate effectively and communicate openly.

2. Effective Collaboration: Team building modules that involve collaboration tasks among remote workers lead to efficient and productive teamwork. Remote teams need to learn how to work together, share ideas, and give timely feedback, which is essential to overcome the challenges of working from different time zones. Activities like virtual brainstorming, problem-solving, and discussion forums help to get the juices flowing and sharpen collaboration skills.

3. Reduce Isolation: Remote employees can feel disconnected, leading to isolation, which is bad for overall morale. By providing an avenue for team engagement, remote team members are less likely to experience feelings of loneliness, stress or burnout. Virtual team-building activities like fitness challenges, healthy cooking competitions, or book clubs can help keep remote workers energized and connected to their teams.

4. Encouraging Creativity: Remote teams often face creative challenges due to the geographical and cultural differences among team members. Team building exercises that promote creativity can help address these challenges by providing a creative outlet for team members. Virtual brainstorming sessions, online group discussions, and creative projects can help inspire creativity and encourage out-of-the-box thinking among remote team members.

5. Improved Communication: One of the most common challenges remote teams face is communication breakdown. However, virtual team building exercises not only promote communication but also provide opportunities for team members to get to know each other personally. Virtual team building exercises such as Virtual Scavenger Hunts, Remote Happy Hours, and Online Game Tournaments are excellent ways to bring together remote workers and help them bond on a personal level.

6. Increased Productivity and Job Satisfaction: Remote employees who are engaged and motivated are more productive and satisfied at work. Virtual team building activities can help fix this problem by creating a sense of community and shared purpose among your remote staff and when team members feel connected and engaged, they are more likely to be motivated about their work.

7. Building a Stronger Team: Finally, the ultimate goal of team building exercises is to create a stronger, more cohesive team. By engaging in virtual team building activities, remote workers can develop a shared sense of responsibility and accountability towards the team’s success. When team members perceive themselves as part of a team, they are more likely to support each other, be more engaged in their work and contribute positively towards the team’s goals.

Just because team building with remote workers can be challenging doesn’t mean it should be neglected. In fact, it’s more important now than ever. By implementing virtual team building activities, you can boost communication, productivity, and overall job satisfaction. This, in turn, contributes to a well-connected and efficient remote team, leading to the success of your organization. Don’t let remote work hinder your team’s potential – prioritize team building for your remote teams.

High employee turnover can be a major challenge for nonprofit organizations. When employees leave, it requires significant resources to train and orient new staff, leading to disruption in day-to-day operations. High turnover can also lead to an organizational culture of instability—reducing morale and weakening relationships with volunteers and donors.

Nonprofit organizations must take steps now to reduce turnover rates and retain their valued employees. Discover the latest trends in tackling high turnover rates and learn what you can do to ensure your workforce is engaged and driving your mission forward in this on-demand recording.
 
In this session, we’ll explore:

  • The retention techniques utilized by your nonprofit peers
  • How to identify and address the root causes of turnover
  • Ways to engage and develop your workforce that foster job longevity

Upcoming UST Live Webinars: This webinar series was designed to equip nonprofits with the strategies and resources they need to survive (and thrive) in a constantly evolving environment. Be on the lookout for our September UST Live panel when we’ll discuss how having a diverse workforce—with individuals from different generations—can lead to a more productive and innovative work culture that will help nonprofit employers achieve their mission-driven goals.  

In recent years, the general workforce has been through a lot. They’ve faced discrimination, income loss, job insecurity, benefits insecurity, as well as a host of other professional, financial and personal problems. So, while it’s true that they’re seeking the best income they can achieve for their skills and talents, there is a lot to be said for offering an exceptional employee experience. What that means will vary by organization, of course, but there are a few basics you could offer that might make the difference in attracting best-fit staff.

Design Nonprofit Work to Enrich Their Lives in Meaningful Ways

While seeking creative ways to entice and engage talent, take some cues from the employee experiences offered by other employers (many of whom are nonprofits or social enterprises). For example, amp up your one-on-one manager-employee meetings—it’s an all-enterprise opportunity. Make it employee-driven with topics including current projects all the way to achievements toward career goals. Here are some ideas to whet your appetite for potential employee experiences:

  • Workshops, seminars, in-house training. Some organizations combine online tutorials for position-specific skill-building with in-person team-building activities.
  • Organizational goal updates. Overall transparency and communication that keeps everyone informed of your nonprofit’s achievements will keep staff engaged.
  • Real-time feedback. If you make feedback a regular part of the program, employees will come to expect notes on performance so they can rapidly adjust to stay on-track with career goals and participation toward organizational achievements.
  • Share gratitude and appreciation. Make note of how everyone contributes and recognize it. And then, celebrate quarterly. Present a list of awards that recognize all your staff has done for the organization and celebrate achievements such as anniversary dates.
  • Paid time off to volunteer. You’ve attracted workers who want to contribute to the greater good. Let them choose a cause, and then let them contribute without losing a paycheck.
  • Cross-training programs. Create a mentoring program and offer a broad-spectrum training program in which everyone has the opportunity to teach and learn something. It could be high-level communication skills, financial lessons or creative ad design.
  • Flexibility and innovative investment. Work-life balance no longer means separating the two. Whether it’s work-from-home or flexible scheduling, find ways to help your staff build bridges between their work and their personal lives. Work-from-home policies do more than provide a positive employee experience — it can prepare your organization for events that require sudden massive adaptation. You may need to invest in appropriate internet access, computer technology, phone systems and more to facilitate success. These will serve your needs now and could one day save your nonprofit.

Hold the Ladder

Prior to the events of 2020, Millennials were expected to make up 75% of the workforce by 2025. While they’ll continue to dominate the workforce for the next few years, you should expect other generations to seek work as they attempt to recoup financial losses and prepare for the future. Millennials, as a demographic, have generally expressed an interest in opportunities to build skills as part of an employment package. According to Gallup, more than half of this demographic rated it as “extremely important” when applying for a job. With many industries recovering — or not — from chaotic fluctuations in the business world, this expectation has only expanded in the workforce. They feel vulnerable. You can assuage their fears.

Imagine being handed a career roadmap — a clear, documented path that shows how you can advance through the company. When you create a customized plan for each employee, you show that you’re willing and happy to invest in that person’s future. This nurturing effort is rare and will build rapport quickly, as workers see that you’re really living up to your promoted employer brand. They will share this with their friends, and word will spread that you’re doing something rare and impressive for your staff members.

Welcome Them to a Spectacular Workspace

From their first day at work, employees need to feel that they’ve found something special. How do you welcome new staff members? Is there a company-wide announcement, even by email? Robust onboarding for new employees will go a long way to ensuring a full commitment to your organization. Sometimes, especially in smaller nonprofits, the crush of work can overwhelm attempts at welcoming and training new-hires. Don’t ignore your responsibility to prepare workers adequately for their jobs. This includes temp-to-perm workers. A strong onboarding program will go a long way to ensuring retention, especially when you pair new-hires with veteran workers as personal and professional mentors.

While ping pong tables have come to seem superfluous to most employees, you still need to have an enjoyable, vibrant workplace. Think of it the way a real estate agent would “stage” a home that’s for sale. Is your workspace cluttered, filled with musty old boxes? Do your walls need a fresh coat of paint? How’s your decor? How does the building interior smell? Are the floors in good shape? Don’t dismiss esthetics. This is where people working in a physical office space will be spending a huge portion of their lives. It doesn’t have to be an amusement park, but it shouldn’t be depressing, either.

Build a Strengths-Based Organizational Culture

Now that you’ve hired a new worker, what are you doing to keep them at your nonprofit? Studies in recent years have shown that roughly half of all employees are actively looking for a new job or tracking openings online. If you’re not actively seeking to engage with your culture, it should be a priority.

According to Gallup, when employees use their personal and professional strengths, they are nearly six times more engaged, perform better at their jobs and are less likely to leave their current job. Consider using the Online Talent Assessment (formerly CliftonStrengths) to begin understanding your best-fit culture. This assessment, alone, can help you identify the hidden futurist in your office, the person most able to build team harmony, or the restorative worker who’s great at diagnosing and solving problems. There are 34 such strengths listed in this assessment, and every one of those skills could be useful to your nonprofit. 25

To really build a strengths-based culture, you’ll need to integrate strengths development throughout your nonprofit—your mission, vision, values and processes as well as your workflow and collaboration—everything should reflect a dedicated effort. So, augment that paycheck with a sense of purpose. Offer a robust menu of staff development. Use strengths assessments and have managers coach as they learn to understand and apply their newly identified strengths. Give ongoing conversational feedback rather than an annual review. Nothing is more impactful in cultivating a sense of belonging than valuing people for their skills and talents.

Be the Talk of the Town, in a Good Way

Remember that today’s workforce members are not shy about reporting publicly if they feel that a company maintains a negative or chaotic employee experience. Sites like Glassdoor provide a platform for such expression, and job seekers do review these reports when deciding on a job offer. Nearly a third of workers have declined a job offer based on negative online reviews. In a study of for-profits, those who invested in improving their employee experiences were nearly 12 times more likely to appear in Glassdoor’s Best Places to Work and more than twice as likely to be listed in Forbes’ World’s Most Innovative Companies. The same benefits could take place in your nonprofit. A positive employee experience helps staff feel empowered to do better—increasing buy-in and advocating for you as an employer. When workers are satisfied with their management, their future and their impact toward the mission of your organization, they will be more productive, consistently delivering superior performance and also recommending your organization to their acquaintances.

Encouraging Staff Innovation

Once strengths have been recognized, be sure to recognize and reward innovative thought. To improve on that, make sure your culture allows collaboration across departments for individuals who need to connect with others to draw on their expertise for the benefit of the organization, its culture, and the population it serves. Back up your support with useful technology to really make the ideas fly.

In these interesting times, today’s workforce yearns for the opportunity to contribute their creativity. With the support of HR professionals like you, they will devise solutions that bring us closer to realizing our ideals. Together — drawing from our collective strength — we can achieve the dawn of a new world society that honors Senator Kennedy’s noble dream.

This is an excerpt from UST’s eBook, “5 Ways to Shape a Durable Workplace of Inclusivity, Innovation and Trust” in collaboration with Beth Black, Writer and Editor.

In December 2022, Forbes discussed the state of workers and their feelings about remote and hybrid workplace models. Considering the demand and desire for such positions, it comes as little surprise that 87% of research respondents stated that their quality of life improved while working remotely.

Few sectors of the business landscape remain untouched by this massive change.

But what about the impact on the nonprofit workforce? Nonprofit virtual volunteering and paid workers’ feelings on this subject closely align with workers who want a hybrid or remote nonprofit model.

While the pandemic sparked a massive interest in remote, hybrid and other flexible work models, it was only a matter of time. With technology becoming increasingly more and more prevalent, workers were already prepared to follow the lead of fellow telecommuting workers, freelancers and contractors enjoying working from home or anywhere with an Internet connection.

3 Top Benefits of Hiring Remote Workers

Most nonprofit organizations launch to help a specific community or society on a larger scale. In either case, it is also important to care for the well-being of virtual nonprofit volunteers and as well as paid employees.

Today’s advances in technology and the nature of many job positions mean that it is easier than ever to perform daily work tasks from home. As long as employees have a reliable Internet connection and all the equipment and information they need, why not allow them to choose where they work from?

Let’s explore some benefits of nonprofits hiring remote employees to ease your mind about this increasingly embraced workplace model.

1. Happier and More Satisfied Employees

Employee satisfaction is important to your business, especially in a time of uncertainty for business owners and workers. Remote workplace models frequently lead to happier, less stressful workers.

The flexibility of remote work allows employees to skip long commutes, expensive fuel prices and time away from family—fostering a better work-life balance in a way that suits them and benefits productivity and profitability for your nonprofit.

2. Improved Employee Retention and Recruitment

Employees and job candidates want more options and freedom to serve employers better. They will seek out employers or stick with them if a flexible work model is available.

By remaining inflexible with your workplace model, you risk losing excellent employees. Simultaneously, top candidates will wait for the right opportunity to suit their needs and goals, bypassing your company if you refuse to consider remote or hybrid options. Keep in mind that 63% of millennial workers want to work for a company with a flexible work schedule. Best of all, remote workers are 50% less likely to resign.

Another benefit to your company is that you can cast a broader search net—considering candidates from all over the country who will relocate for the right company and conditions.

3. Increased Productivity from Your Workforce

In late 2022, Forbes reported that 29% of remote workers feel that they are more productive, while 53% report having greater focus. However, many employers who were fine with remote work while it was essential during the pandemic are now wondering how effective it is, how productive remote employees are and if the effect will persist as the novelty wears off.

Studies have shown that remote work facilitates productivity due to fewer workplace distractions, more peace of mind, no lost time during commutes and the ability for workers to better focus. Employees don’t have to deal with the white noise and chatter that permeates many office environments. They can create a quiet, controlled space in their home and not get caught up in conversations or spontaneous meetings.

Finally, employees can work from home during bad weather such as an ice storm, make up time before or after work to attend an appointment, or take a partial day off if they feel sick.

Considerations Your Nonprofit Should Keep in Mind When Hiring Remote Workers

Like anything you do to support your business, you need to consider some key factors when hiring remote workers or implementing a remote workplace policy.

Here are some things to keep in mind:

  • Allow for customized remote work arrangements for each employee.
  • Invest in the necessary technology that allows remote workers to thrive with few complications.
  • Create opportunities to connect with your remote employees—scheduling weekly meetings or regular calls to check in—to avoid feelings of isolation.
  • Set work time and productivity standards at the outset, and ensure each remote employee understands and agrees to the terms.

Sources

https://www.forbes.com/sites/lucianapaulise/2022/12/08/the-2022-status-of-remote-work-and-top-future-predictions/?sh=1c7e204c1310

https://www.flexjobs.com/blog/post/nonprofit-organizations-with-flexible-jobs-v2/

https://www.alliedtelecom.net/5-ways-nonprofits-can-benefit-offering-remote-work-options/

https://www.forbes.com/sites/glebtsipursky/2022/11/03/workers-are-less-productive-working-remotely-at-least-thats-what-their-bosses-think/?sh=6e759664286a

 https://www.councilofnonprofits.org/tools-resources/remote-workers-and-telecommuting-practices-nonprofits

As a nonprofit employer, you have a responsibility to create a safe and inclusive workplace for your employees. However, incidents of racially insensitive comments can still occur. Whether it’s intentional or unintentional, it is important to address it in a manner that is professional and effective. Below are some effective ways for nonprofit leaders to deal with racially insensitive comments made in the workplace.

1. Address the issue immediately: When a racially insensitive comment is made in the workplace, it’s important to address it immediately. Do not ignore it or hope that it will go away. Take the necessary steps to address the issue head-on. Talk to the person who made the comment and explain why it was insensitive and inappropriate. Approach the situation with empathy and a willingness to educate the individual on why their actions were hurtful. By addressing the issue immediately, you are letting the rest of your employees know that discriminatory behavior will not be tolerated in the workplace.

2. Document the incident: It’s important to document any incident of racially insensitive comments made in the workplace. This documentation should include the date of the incident, what was said, and any actions taken to address the issue. This will protect your organization if legal action is taken and serve as a reminder of what was said and done if the individual in question repeats their behavior.

3. Educate your team on diversity, equity, and inclusion: One way to prevent racially insensitive comments from happening in the first place is to educate your team on diversity, equity, and inclusion. You can do this by hosting workshops, seminars, or online courses. Make sure that everyone understands the importance of cultural sensitivity and how to approach potentially sensitive topics. This will create a more inclusive workplace and reduce the likelihood of insensitive comments being made.

4. Follow up with the individual: After you’ve addressed the incident and educated the individual on the impact of their actions, it’s important to follow up with them. Check in and make sure that they understand the seriousness of their actions and have taken steps to ensure that it won’t happen again. By following up, you’ll be able to assess whether the individual has learned from their mistakes and if further disciplinary action is necessary.

5. Create a safe space for employees to report incidents: Finally, creating a safe space for employees to report incidents of racially insensitive comments or any form of harassment in the workplace is imperative. Let your employees know that they can come to you or their supervisor with any concerns and that they will be taken seriously. It’s important for employees to feel that their concerns will be addressed in a timely and effective manner.

Racially insensitive comments have no place within your nonprofit workforce. As nonprofit leaders, it’s your responsibility to create a safe and inclusive environment for all employees. By highlighting the importance of cultural diversity and inclusiveness, we can eradicate the barriers to equity that exist and together build a fairer and more equitable society. Remember to create an environment that promotes safety, inclusivity, and respect, to lead by example, to encourage education and training, and to provide your employees with an open line of communication to make your workplace free from racial bias and discrimination.

Three years after COVID spread across the globe, there is no denying that the pandemic played a pivotal role in today’s hiring challenges in multiple industries and nonprofit businesses across the country. The pandemic served as a lightning rod to bring changes that business leaders and industry experts believed were inevitable at, what seemed, some far-off point in the future.

COVID brought to light challenges such as ever-increasing skills gaps they were struggling to fill and strict budget constraints. Additionally, businesses were forced to embrace the once-unclear future of remote work after COVID.

Over the past few years, overarching trends have focused on phenomenas like the great resignation, quiet quitting, and the change that comes with fast-paced leaps in technology. During the pandemic’s peak, workers gained insights into their value, or lack thereof, to employers and since have become more likely to seek better opportunities.

Here, we will explore additional factors that will likely affect hiring after COVID for private and nonprofit businesses and the future of remote work.

Technology’s Role in the Hiring Process

The hiring process is typically long, complex and stressful for everyone involved. Busy HR professionals struggle to manage their regular day-to-day responsibilities while occasionally needing to shift over to hiring mode.

Technology continues to streamline the recruitment and hiring process. COVID played an instrumental role in the acceleration of the creation and adoption of automated recruiting, which far outpaced the originally anticipated timeline. Think about virtual interviews. While hiring managers used this technological capability pre-COVID, it has become the default first meeting environment in many cases today. It is an excellent way to meet the candidate in a comfortable setting and facilitates secondary interviews and other tools to help abbreviate and simplify the hiring process.

Whether businesses want to attract, assess, interview or onboard candidates, there are technological tools and programs to help ease and shorten the process.

Here are some technologies hiring managers increasingly rely on today.

Virtual Interviews and Hiring

No matter what anyone feels about virtual interviews and virtual hiring, these practices are here to stay, whether using Zoom, Microsoft Teams or another platform. For some businesses, remote work policies after COVID might remain the same for a long time or indefinitely.

Even if virtual interviews lack the ability to pick up on some aspects and nuances of body language and the ability to interact in real space, they are an effective tool in getting to know someone at a lower barrier of resistance.

Video interviews give everyone a chance to get to know each other better in a shorter time and without as much commitment, such as traveling for the busy, job-seeking candidate or setting up space or dealing with candidate cancellations for the hiring team. Best of all, it allows employers to search for the best candidate who may live across the country, thus saving traveling expenses while finding, vetting and hiring someone who is the right fit.

AI

Artificial intelligence (AI) has been looming on the horizon for years, but over the past several months, it has become a household name and reality to just about everyone. This technology has progressed faster than most had anticipated, and busy HR teams are now able to incorporate AI into their hiring strategies.

One way that employers and HR teams are using AI is to manage the massive influx of applications they receive due to layoffs across industries during the past year. HR teams can manage the deluge of applications and resumes and other bulk data and HR processes.

Social Media

Social media has become a force in assisting hiring teams’ efforts to promote key positions quickly and effectively. Although social media has been around for several years, and hiring teams have used various platforms, it has gained a much bigger role in recruitment practices, such as promoting roles and receiving and reviewing applications.

Add to the fact that everyone has become more comfortable with social media after COVID, though younger workers were already well-versed in social media in many areas of their lives, including job-seeking.

The Role of Flexibility in the Hiring Process

Nonprofit companies and their HR departments understand that hiring after COVID has drastically changed, understanding they need to remain flexible or become more flexible with their hiring processes.

Essentially, it is vital that businesses and hiring managers consider the best strategy to attract and hire the best candidates for their business.

In part, that means adjusting the definition of a qualified or experienced candidate as recruiters struggle to hire hard-to-fill and high-volume positions. Perplexed and frustrated employers need to find ways to contend with workers’ lingering worry about COVID exposure and the tenuous financial state of the country, leaving many unemployed professionals feeling more comfortable relying on unemployment.

Employers and their hiring teams need new sourcing tactics to foster trust and bring qualified candidates back into the hiring pool. Some flexible talent acquisition strategies include examining current pay rates, compensation, embracing remote work after COVID, hybrid or remote workplace models and other incentives necessary to attract and hire quality candidates. In some situations, companies might need to consider offering sign-on bonuses for positions that were once easy to fill.

Companies need to remain flexible and open to innovation in these transitional times to show that they are progressive and willing to meet candidates where they are in today’s job market.

Here are some additional ways to add flexibility and innovation to hiring after COVID:

  • Produce interactive podcasts to support employee onboarding and training.
  • Give live office or facility tours to job seekers via video conferencing to give candidates a preview of company culture, layout and the general environment.
  • Offer tuition reimbursement to candidates and employees who want to improve their skills and knowledge for the company’s benefit.

Our UST HR Workplace offers a robust suite of practical, comprehensive HR tools and resources that can help your team focus on your nonprofit’s mission and the communities you serve. 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.

SOURCES

https://hrexecutive.com/what-will-recruitment-look-like-after-covid/

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/pros-and-cons-virtual-in-person-interviews.aspx

During the past decade, employers have become increasingly aware of the need to attend to employees’ needs that range far beyond essential compensation and benefits.

With the understanding that workers are sacrificing large chunks of their lives to commit to their respective nonprofits’ success, leaders have turned their focus to employee engagement in nonprofit organizations to ensure that employees feel recognized and valued as individuals. Knowing that highly engaged teams provide 21% more profitability, it’s a goal that is well worth the effort.

Something interesting happened to employee engagement before and after COVID-19. During the peak of the pandemic, employees were happy that their jobs were preserved and that they had income. It made it easier for employers and employees to band together for a common goal, despite working in a sudden and forced remote context.

Employees were able to find the work-life balance employers had long sought to provide. The question is, where do things go from here for nonprofits and employee engagement?

Employee Engagement in Nonprofit Organizations with a Remote Workforce

As some employees have returned to the office, many still work remotely, leaving nonprofit leadership wondering how to maintain employee engagement and morale with a dispersed workforce.

Many nonprofits are now facing challenges such as remote employees experiencing a blurred work/life balance, higher burnout and worst of all, less engagement with co-workers, the nonprofit and its mission.

Here are five tips to help you encourage greater employee engagement before and after COVID-19 restrictions.

1. Commit to regular employee recognition practices: It is a long-held truth that employees need to feel valued beyond receiving a regular paycheck and standard benefits. Employee recognition drives loyalty, engagement and mutual success. Your recognition can be as simple as sending a personalized email saying, “Thank you for your hard work!” or you might hold monthly Microsoft Teams calls acknowledging top performers, providing gift cards for restaurants or shops near their respective homes.

2. Encourage regular video calls: Whether your nonprofit uses Zoom, Microsoft Teams or another video calling platform, encourage its regular use. Schedule daily meetings that last 10-15 minutes and give everyone a chance to say good morning and give a rundown of their day to help everyone maintain engagement and offer support to each other. This practice helps provide and nurture the cohesiveness they might be missing by seeing each other organically in passing in the office.

3. Provide professional development and growth opportunities: Let remote employees know that you want them to grow with your nonprofit. Offer them the same training and educational opportunities that you would offer if they were on-site. When you are willing to invest in employees’ futures, they understand that you value them for what they do now and all that they can do in the future. Employees want to work hard when they feel that you are allowing for and creating more opportunities for their growth, advancement and eventual leadership as well as the ability to make decisions.

4. Keep everyone up to speed with consistent communication: Communication is essential in any professional setting, but it has become crucial and more complex than ever before in remote and hybrid work model contexts. For instance, prevent situations where on-site employees get important company news before remote employees. If your organization is about to experience disruptions, good or bad, wait until you can gather everyone for a video conference call to share the news and discuss the path forward.

5. Find nonprofit human resource solutions that can help: The right human resource practices can help you avoid missteps in everything from daily communication to paying unemployment taxes for 501(c)(3) nonprofits. Find solutions that help you and your team remain focused on your core mission, leaving operational matters to an outsourced nonprofit human resources solution provider.

Our UST HR Workplace can help your team focus on your nonprofit’s mission and everyone’s satisfaction and success. 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.

Sources

https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-between-employee-engagement-and-wellness/?sh=28b9903222a0

The pandemic’s surprising impact on employee engagement and enablement

Question: Lately, we’ve noticed employees using wearable devices while working. We have a policy that limits personal cell phone use at work. Can we expand that to include wearables like smartwatches?

Answer: Yes, you can expand your policy to include wearables or other smart devices that might cause distractions to your employees while they are working. Here are a few things to consider when revising your policies:

  • Focus your policy on the employee’s actions and not the technology itself. If your policy is written broadly enough to keep up with evolving technology, you won’t need to update it to account for every new kind of device.
  • Address how mobile devices may affect workplace safety, customer service, productivity, and security. Employees may be more receptive to limits on their use of personal devices if they understand the reasons for it.
  • Allow devices to be used during break and meal periods. Employees should be allowed to use their devices when they’re not working, as this time must be their own to satisfy wage and hour laws.
  • Smartwatches have health and fitness features, so there may also be reasonable accommodations implications under the Americans with Disabilities Act (ADA). For example, an employee might use a smartwatch to keep an eye on their heart rate or respiration. Learn more about the ADA on the platform.
  • You can prohibit the use of devices that may be distracting while employees are working, especially if there are safety issues. Employees can be expected to give their undivided attention to the work you pay them to perform, and if that means smart devices need to be turned off or put away, you’re entitled to make this request.
  • You should consider whether employees need to be reachable during the day for emergencies (like most parents). If your workplace doesn’t have a central line or a way for employees to be reached directly, it may be unreasonable to require that phones or devices be turned completely off.
  • While you can ask that wearable devices be turned off or put away, you may want to instead limit what employees are doing with their smart devices (e.g., texting). Many people use smartwatches for telling the time, and if their phones are also put away, they may not have another way of getting that information, which could ultimately affect productivity.
  • You could also opt to allow limited use when employees are working. For example, a non-customer-facing employee may be able to use headphones and their mobile device to listen to music while completing their work.

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.

 

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Privacy Policy

Privacy Policy and Terms of Use

UST maintains a secure site. This means that information we obtain from you in the process of enrolling is protected and cannot be viewed by others. Information about your agency is provided to our various service providers once you enroll in UST for the purpose of providing you with the best possible service. Your information will never be sold or rented to other entities that are not affiliated with UST. Agencies that are actively enrolled in UST are listed for review by other agencies, UST’s sponsors and potential participants, but no information specific to your agency can be reviewed by anyone not affiliated with UST and not otherwise engaged in providing services to you except as required by law or valid legal process.

Your use of this site and the provision of basic information constitute your consent for UST to use the information supplied.

UST may collect generic information about overall website traffic, and use other analytical information and tools to help us improve our website and provide the best possible information and service. As you browse UST’s website, cookies may also be placed on your computer so that we can better understand what information our visitors are most interested in, and to help direct you to other relevant information. These cookies do not collect personal information such as your name, email, postal address or phone number. To opt out of some of these cookies, click here. If you are a Twitter user, and prefer not to have Twitter ad content tailored to you, learn more here.

Further, our website may contain links to other sites. Anytime you connect to another website, their respective privacy policy will apply and UST is not responsible for the privacy practices of others.

This Privacy Policy and the Terms of Use for our site is subject to change.