May 02, 2017
Recruiting and Hiring: Get the Recipe for the Secret Sauce
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May 02, 2017
Steady Job Growth Continues in February
February proved to be another strong month for job growth with employers adding an additional 235,000 workers to their payrolls, more than the 200,000 expected. Additionally, the original 246,000 positions reported in January were revised upward to 261,000.
The unemployment rate dipped slightly to 4.7% in February, down from 4.9 percent a year earlier and the number of persons employed part time for economic reasons was little changed at 5.7 million.Both the labor force participation rate (63%) and the employment-population ratio (60%) also showed little change for the month. The number of long-term unemployed (those jobless for 27 weeks or more) was essentially unchanged at 1.8 million in February and accounted for 23.8 percent of the unemployed. Over the year, the number of long-term unemployed was down by 358,000.
Job gains occurred in construction (+58,000), professional and business services (+37,000), private educational services (+29,000), manufacturing (+28,000), health care (+27,000), and mining (+8,000) while retail trade employment edged down in February (-26,000), following a gain of 40,000 in the month prior. Employment in other major industries, including wholesale trade, transportation and warehousing, information, financial activities, leisure and hospitality, and government, showed little to no change over the month.
In February, average hourly earnings for all employees on private nonfarm payrolls increased by 6 cents to $26.09, following a 5-cent increase in January. After years of stagnant wage growth, average hourly earnings have risen by 71 cents over the year.
With the unemployment rate at levels the Federal Reserve considers to be full employment and the blockbuster report on job gains, the path is clear for the Fed to raise its benchmark interest rates next week when they meet again.
The unemployment rate dipped slightly to 4.7% in February, down from 4.9 percent a year earlier and the number of persons employed part time for economic reasons was little changed at 5.7 million.Both the labor force participation rate (63%) and the employment-population ratio (60%) also showed little change for the month. The number of long-term unemployed (those jobless for 27 weeks or more) was essentially unchanged at 1.8 million in February and accounted for 23.8 percent of the unemployed. Over the year, the number of long-term unemployed was down by 358,000.
Job gains occurred in construction (+58,000), professional and business services (+37,000), private educational services (+29,000), manufacturing (+28,000), health care (+27,000), and mining (+8,000) while retail trade employment edged down in February (-26,000), following a gain of 40,000 in the month prior. Employment in other major industries, including wholesale trade, transportation and warehousing, information, financial activities, leisure and hospitality, and government, showed little to no change over the month.
In February, average hourly earnings for all employees on private nonfarm payrolls increased by 6 cents to $26.09, following a 5-cent increase in January. After years of stagnant wage growth, average hourly earnings have risen by 71 cents over the year.
With the unemployment rate at levels the Federal Reserve considers to be full employment and the blockbuster report on job gains, the path is clear for the Fed to raise its benchmark interest rates next week when they meet again.
May 02, 2017
Making the Most of Your Staff’s Diversity
Have you ever critiqued a coworker because of their overbearing tendencies or their abrasive personality? Don’t worry… you’re not alone in your frustrations. However, learning to dissect and identify your own and others’ personality traits can actually increase work ethic and strengthen internal relationships—paving the way for a stronger organization overall.
For nonprofits, employees’ collaborative efforts are often the key element to mission advancement. But clashing personalities working toward the same goal can lead to resentment and impatience in the work place.
Learning to recognize and understand others’ personality strengths and weaknesses can help you appreciate the diverse environment you work in. Specifically, nonprofits can take advantage of their diversity when it comes to improving their employment procedures and ensuring ongoing structural soundness.
Basic working styles can often be separated into 4 general categories:
Whichever working style team members possess doesn’t really matter by itself. What most affects a nonprofit’s success is the compilation of strengths your team brings to the table and your team’s ability to successfully work together as a cohesive unit. As long as you understand and utilize everyone’s unique abilities, pertinent to your team’s progress, your nonprofit will continue to flourish.
For nonprofits, employees’ collaborative efforts are often the key element to mission advancement. But clashing personalities working toward the same goal can lead to resentment and impatience in the work place.
Learning to recognize and understand others’ personality strengths and weaknesses can help you appreciate the diverse environment you work in. Specifically, nonprofits can take advantage of their diversity when it comes to improving their employment procedures and ensuring ongoing structural soundness.
Basic working styles can often be separated into 4 general categories:
- Learning—Learners are the researchers. Unable to quench their thirst for knowledge, learners are constantly looking for the root of current and potential problems. For instance, with regard to your organization’s employment practices, learners can help analyze the strengths and weaknesses of your workforce, analyze how better documentation and standardized hiring practices can lead to a stronger, more long-term labor force.
- Loving—These individuals are known for their relationship building abilities. They tend to show empathy and kindness towards others and understand how to approach difficult situations with grace. Spreading optimism throughout the office can help your nonprofit maintain a “glass-half-full” outlook on everyday work problems. Internal positivity and support alleviates stress during unanticipated budget or employee loss—providing you with a sense of security and consistency.
- Doing—Doers are known to execute and accomplish set goals. They thrive on lists, deadlines, and projects. For example, by utilizing this focus and attention to detail, nonprofits can analyze and restructure their training and continued education opportunities—leading to greater time efficiency and overall HR effectiveness.
- Leading—Leaders create and persuade by providing your employees with the tools to succeed. Able to paint a picture of their visions, using innovation and passion, leaders are able to easily rally support behind their ideas. Great leaders inspire employees to constantly push themselves and take calculated chances to further your nonprofits’ mission. With each leader setting the bar even higher for the next, your nonprofit will be on track for upward mobility and constant procedural refinement.
Whichever working style team members possess doesn’t really matter by itself. What most affects a nonprofit’s success is the compilation of strengths your team brings to the table and your team’s ability to successfully work together as a cohesive unit. As long as you understand and utilize everyone’s unique abilities, pertinent to your team’s progress, your nonprofit will continue to flourish.
May 02, 2017
[Podcast] Board Recruitment
Through the Noise recently spoke with Jeff De Cagna, Executive Advisor at Foresight First LLC, to discuss the way you think about board recruitment, management, and collaboration. Listen below or check out the full library of podcasts here.
Podcast Description: This podcast discusses how nonprofit organizations might be missing a crucial opportunity for growth and relevance by underutilizing their boards. Jeff De Cagna is an author, speaker and advisor for associations and non-profit organizations across North America and around the world with decades of experience under his belt.
Foresight First LLC is a governing orientation that provides actionable insights on plausible futures by challenging association and non-profit boards to deal productively with the past so they can focus their attention on the future and pursue the generative work of transformation. To learn more about Foresight First LLC, visit their website at www.foresightfirst.io.
To stay up-to-date on the latest best practice tips and cost-saving ideas just for nonprofits, sign up for UST’s monthly eNews: http://www.chooseust.org/
Podcast Description: This podcast discusses how nonprofit organizations might be missing a crucial opportunity for growth and relevance by underutilizing their boards. Jeff De Cagna is an author, speaker and advisor for associations and non-profit organizations across North America and around the world with decades of experience under his belt.
Foresight First LLC is a governing orientation that provides actionable insights on plausible futures by challenging association and non-profit boards to deal productively with the past so they can focus their attention on the future and pursue the generative work of transformation. To learn more about Foresight First LLC, visit their website at www.foresightfirst.io.
To stay up-to-date on the latest best practice tips and cost-saving ideas just for nonprofits, sign up for UST’s monthly eNews: http://www.chooseust.org/
May 01, 2017
Webinar Recording: Build a Great Safety Program
Make your “___ Days Accident Free” sign happy.
Do all your employees want to be on the safety team? Are you turning people away from your slips, trips, and falls training? Yea, we didn’t think so.
Workplace safety is important and ongoing, yet it’s tough to get employees excited and to stay on top of safety plans, regardless of the industry you’re in. Presented by ThinkHR’s workplace trends expert Don Phin, this on-demand webinar provides insight on the many ways to revamp or create a new safety plan.
In this webinar, Don discusses:
Watch the webinar recording today: http://links.thinkhr.com/A20b09KT10W9fSn00R0C0oW
This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.
Do all your employees want to be on the safety team? Are you turning people away from your slips, trips, and falls training? Yea, we didn’t think so.
Workplace safety is important and ongoing, yet it’s tough to get employees excited and to stay on top of safety plans, regardless of the industry you’re in. Presented by ThinkHR’s workplace trends expert Don Phin, this on-demand webinar provides insight on the many ways to revamp or create a new safety plan.
In this webinar, Don discusses:
- The importance of OSHA training and regular safety inspections
- Creating and implementing a safety plan
- Getting your employees excited about safety
Watch the webinar recording today: http://links.thinkhr.com/A20b09KT10W9fSn00R0C0oW
This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.
May 01, 2017
HR Question: Employees That Are Always “On”
Question: Generally our employees are “always on”, meaning they check work emails and communicate with co-workers/supervisors via smartphones during all hours. However, some of our employees are beginning to feel overwhelmed. Any suggestions?
Answer: Although employers may see the “always on” employee as highly productive, the constant state of being readily available can leave employees feeling overwhelmed and exhausted. To combat this struggle, employers may:
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.
Answer: Although employers may see the “always on” employee as highly productive, the constant state of being readily available can leave employees feeling overwhelmed and exhausted. To combat this struggle, employers may:
- Elect to simplify the workplace and clearly outline expectations of employees during non-working hours.
- Implement more flexible workplace standards encouraging employees to take time off and teach employees how to prioritize the constant flow of work. Employees inundated with information overload will benefit from streamlined information that is easy to understand and apply.
- Teach employees how to delegate tasks and help employees learn new skills to manage their time so as to decrease the sense of a “workaholic” environment.
- Outsource tasks to free up employee time.
- Direct supervisors not to send employees emails or message employees after standard working hours so as to put employees more at ease and not feel the pressure to be "always on."
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.
February 10, 2017
5 Enviable Traits of Top Nonprofit Employer
You may think that a decent wage and working for a mission matters most to nonprofit workers, but there are key things that the best nonprofit employers do to give their staff that extra boost – helping retain them longer and providing a more satisfactory workplace.
Here are our top 5 organizational traits that make a nonprofit the best place to work:
1. Give them room to grow. Employees need to know their duties and their responsibilities are recognized, and that there is a clear path to growth. Recognizing those employees that are eager to take on more can help you craft an upward moving path for them. And remember it’s okay to ask! What do they see themselves doing? What can they offer? Letting them feel involved in their own future gives them confidence in themselves and their leaders.
2. Have mentors. The next leaders are already in our midst. Giving them the tools they need – direct from the experts – is pertinent to maintaining a strong nonprofit sector. Who’s better than leaders within your own organization to provide this? Sometimes assigning a formal mentor to an employee is necessary to build this type of relationship. Consulting with your executives and even executives at other organizations as to who they can stand by and provide career direction, might just open some doors to some true talent development.
3. Ensure a fair workplace. Limited HR staff often means nonprofits are “winging it” when it comes to applying workplace rules. But are the rules fair, and more importantly, do they follow the law? You might think closing the office for a week during Christmas is okay if you require employees to work Saturdays leading up to the holiday (this is a true story), but that would be classified as overtime and not paying them appropriately could cause a damaging lawsuit for your organization. Wrongful terminations are another big source of costly legal exposure.
4. Train your managers to be the best. Employee satisfaction often starts with having the right guidance. Training your managers to be great managers helps provide the framework for the entire organization. People often leave managers, not companies… and because good leaders aren't born (they're created), providing leadership education and management-skill training is vital to helping build the leadership an organization needs to retain employees. UST offers 200+ free online training courses for managers and employees when you join the UST Program, which is exclusive to nonprofit organizations.
5. Acknowledge they have lives outside of work. As an employer you might think your role starts and stops during the 9-5 job. But recognizing that life-work balance is important, and giving employees options like flexible hours, working from home occasionally, discounted gym memberships or sponsorship of activities like registration in a race or creating a softball team, can help foster more happiness and productivity at work. With many for-profit companies making these types of moves, it’s important to recognize how the nonprofit sector can provide equally satisfactory jobs for workers. There are all kinds of ways nonprofits make a difference for their employees. Tell us some of your ways on facebook!
Here are our top 5 organizational traits that make a nonprofit the best place to work:
1. Give them room to grow. Employees need to know their duties and their responsibilities are recognized, and that there is a clear path to growth. Recognizing those employees that are eager to take on more can help you craft an upward moving path for them. And remember it’s okay to ask! What do they see themselves doing? What can they offer? Letting them feel involved in their own future gives them confidence in themselves and their leaders.
2. Have mentors. The next leaders are already in our midst. Giving them the tools they need – direct from the experts – is pertinent to maintaining a strong nonprofit sector. Who’s better than leaders within your own organization to provide this? Sometimes assigning a formal mentor to an employee is necessary to build this type of relationship. Consulting with your executives and even executives at other organizations as to who they can stand by and provide career direction, might just open some doors to some true talent development.
3. Ensure a fair workplace. Limited HR staff often means nonprofits are “winging it” when it comes to applying workplace rules. But are the rules fair, and more importantly, do they follow the law? You might think closing the office for a week during Christmas is okay if you require employees to work Saturdays leading up to the holiday (this is a true story), but that would be classified as overtime and not paying them appropriately could cause a damaging lawsuit for your organization. Wrongful terminations are another big source of costly legal exposure.
4. Train your managers to be the best. Employee satisfaction often starts with having the right guidance. Training your managers to be great managers helps provide the framework for the entire organization. People often leave managers, not companies… and because good leaders aren't born (they're created), providing leadership education and management-skill training is vital to helping build the leadership an organization needs to retain employees. UST offers 200+ free online training courses for managers and employees when you join the UST Program, which is exclusive to nonprofit organizations.
5. Acknowledge they have lives outside of work. As an employer you might think your role starts and stops during the 9-5 job. But recognizing that life-work balance is important, and giving employees options like flexible hours, working from home occasionally, discounted gym memberships or sponsorship of activities like registration in a race or creating a softball team, can help foster more happiness and productivity at work. With many for-profit companies making these types of moves, it’s important to recognize how the nonprofit sector can provide equally satisfactory jobs for workers. There are all kinds of ways nonprofits make a difference for their employees. Tell us some of your ways on facebook!
February 07, 2017
The New Year Starts off Strong with Employment Gains
Employers added 227,000 jobs in January, exceeding economists’ expectations and marking the 76th consecutive month of job growth. This extends the record streak of job creation in the US and could reflect an economy that is approaching full employment. Both the number of unemployed persons, at 7.6 million, and the unemployment rate, at 4.8 percent, were little changed from the prior month. The labor-force participation rate – Americans who had a job or were looking for one - ticked up to 62.9 percent from 62.7 percent in December, but it is still near its lowest level since the late 1970s.
The underemployment rate – people that are unemployed plus those who work part-time – rose 0.2 percent in January. Though the rate has fallen considerably in recent years, this is its highest level since October and nearly twice the level of the official jobless rate. Long-term unemployment – Americans out of work longer than six months – remains elevated at 24.4 percent.
America added 46,000 jobs in retail trade while construction rose by 36,000 and financial activities gained 32,000 jobs. Employment in health care also continued to trend up in January with an additional 18,000 positions being filled. Employment in other major industries, including mining, manufacturing, wholesale trade, transportation and warehousing, and information and government, showed little to no change over the month.
In January, average hourly earnings rose by 3-cents, following a 6-cent increase in December. Over the year, average hourly wages have risen by 2.5 percent, a sign of continued momentum from last year.
While this is the first jobs report to be released under the Trump administration, the survey was conducted weeks before the Presidential Inauguration so no doubt all of America will be watching closely to see how the state of unemployment starts to unfold.
January 30, 2017
[Podcast] How Digital Strategy Enables Nonprofit Growth
Through the Noise interviewed Kiki L’Italien, CEO & Founder of Amplified Growth , to provide nonprofit employers the latest digital marketing tips they need to reach and engage current and potential members. Listen below or check out the full library of podcasts . Podcast Description: This podcast discusses why it’s important to understand and utilize SEO and SEM—search engine optimization and search engine marketing—when looking to amplify your nonprofit’s voice. Kiki L’Italien explains how to get to know who you are trying to reach, where they spend their time, and how to meet them where they are.
Amplified Growth is a DC-based digital marketing consultancy specializing in SEO, social media, and content strategy for associations and commercial clients. To learn more about Amplified Growth, visit their website at http://www.amplifiedgrowth.net.
January 27, 2017
Tips for Training and Welcoming New Employees
Transitioning into a new job with a new boss in an entirely new environment can be one of the biggest transitions we experience as an adult. It is often an exciting time but also comes with a blend of emotions reminiscent of the first day of school. First-time impressions are everything from both the perspective of the employer as well as the new employee. Training is a key component when welcoming new staff and can go a long way if done right. Some ways to help a new employee adjust:
1. All Inclusive Tour. The standard company tour is an essential part of a new hires first day on the job but including the unexpected such as a stroll to local hotspots - the best coffee house or favorite lunch spot - will help ease new employees’ nerves by allowing them to unwind a bit and will help in making them feel more welcome.
2. Make Connections. Meeting a dozen people in one day can be overwhelming so break down introductions over the first week and by departments. Include a cheat sheet that includes some background information on each person with names, titles and any known tidbits - favorite baseball team, hobbies, etc. This will also help to kick-start the process of building relationships.
3. Wine and Dine. Make sure new employees have lunch plans the first few days on the job. Once with you and then with other members of the team they’ll be working closely with or even with other members in the office that you think they should meet. Again this will make them feel welcome and at ease rather than sitting alone and feeling awkward.
4. Provide Resources. Have a Welcome Guide with checklists, sample documents, FAQs and a list of go-to-resources that will help new hires get acclimated before they're off and running. Things like annual reports, marketing plans, the company newsletter and internal contact numbers for tech support and human resources among others. Easy-to-digest information that isn’t over-whelming helps to ease the stress associated with the transition.
5. Make Yourself Available. When faced with a steep learning curve anyone can get frustrated so make yourself available. Starting a new position is stressful enough, so making time to check in can make all the difference in the world. A no-fail way to make an employee feel like a part of the team is by making them feel comfortable in their new environment.
There’s no debate over the nerves associated with starting a new job so the more time you devote in the beginning, the faster you’ll have an at ease team member who feels welcome and wants to stay.
January 20, 2017
Webinar Recording: It's Time to Update Your Employee Handbook
Are you dreading updating your employee handbook? You’re not alone! Most of today’s HR professionals can agree that employee handbooks can be a handful.
Presented by ThinkHR, this on-demand webinar will cover some best practices for creating an employee handbook. This one-hour presentation will go into detail about:
- Content every handbook should have plus content you might want to include and why
- How handbooks can help maintain a vibrant company culture
- New laws that impact employer policies
- How the Trump Administration may impact employer policies
Watch the webinar recording today: http://links.thinkhr.com/O0y0S9nW0100WKRC0G09eoT
This webinar offers 1 HRCI and 1 SHRM-approved credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ to sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.
January 17, 2017
HR Question: Time Off for Religious Holidays
Question: We do not give our staff floating holidays and only observe 10 holidays per year. How do we allow for staff who observe various religious holidays the time to do so, without giving them more personal time than staff who do not?
Answer: Employers are required to accommodate time off for religious practice, but are not required to pay for the time off. For employees who are nonexempt, the company should work with the employee to determine how much time off will be needed, and decide whether they will require the employee to use his or her available personal time off (PTO) before taking the unpaid time off for religious accommodation. It is important to note that although your policy needs to be applied consistently, different religions will require different amounts of accommodation. As a result, your pay practices should be consistent and aligned with the requirements of the religion. If employees requiring religious accommodation are exempt and taking partial days off, deductions may be made from their accrued paid time off banks and they must be paid their full salary according to FLSA rules.
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.
December 22, 2016
[Free Webinar] New Year, New President, New HR Challenges
President-elect Trump’s agenda for employment law is still being formulated, but one thing is certain: change is coming. Business managers and HR practitioners need to be ready, and we can help.
Presented by ThinkHR, this webinar will explore the practical impacts employers need to know now in the following areas:
Presented by ThinkHR, this webinar will explore the practical impacts employers need to know now in the following areas:
- Affordable Care Act regulations and reporting
- Immigration status verification and reporting
- Wage and hour changes EEOC enforcement and reporting activity
- Paid family leave
- And more!
When: Two dates available (Thursday, January 5th or Tuesday, January 10th at 8:30 am PDT)
Register: http://pages.thinkhr.com/HR-in-2017-Webinar.html
This webinar offers 1 HRCI and 1 SHRM professional development credit. Want access to more HR-certified webinar opportunities and a live HR hotline? Visit www.chooseust.org/thinkhr/ and sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.
December 14, 2016
7 Simple Steps to a Well-Balanced Work Life
With employees constantly striving to prove their invaluable skill sets, along with the rise of technological advances, employers are finding it more and more challenging to get their employees to slow down and take well-deserved breaks from their work responsibilities.
Often equipped with fewer resources and a smaller staff size, nonprofit employees tend to feel overworked and stressed out. Because high stress levels can lead to a domino effect of general workplace unhappiness and high turnover rates, it’s imperative that employers take the time to encourage a balance between their work and personal life.
Here are 7 best practices that will help your employees maintain a proper work/life balance:
As a supervisor, your responsibility is to make sure that your employees have the tools and positive work environment they need to efficiently work through their day-to-day tasks. Taking the time to check in with your staff and encourage a balanced lifestyle will not only help your employees stay sane, but also improve general organizational productivity and growth.
Often equipped with fewer resources and a smaller staff size, nonprofit employees tend to feel overworked and stressed out. Because high stress levels can lead to a domino effect of general workplace unhappiness and high turnover rates, it’s imperative that employers take the time to encourage a balance between their work and personal life.
Here are 7 best practices that will help your employees maintain a proper work/life balance:
- Set the example. Rather than just preaching the importance of taking time off from work, you need to take time off yourself and avoid work communications when you’re off the clock.
- Encourage vacations. Vacation days are meant to be used. In case your employees are too “busy” or nervous to take their allotted vacation time, make sure you let them know that you want them to take a relaxing break from the office.
- Have flexible work hours. If possible, allow your employees to work from home, outside or at a nearby café every now and then. You can also let them create their own work hours, rather than strictly enforcing a typical 9-5 schedule.
- Give time management tips. Provide training on the latest methods for organizing priorities or keeping track of both short term and long term tasks. This should help increase work efficiency and lessen the amount of time your employees work outside the office.
- Develop personal relationships. Ask your employees about any upcoming trips they may have or what’s new with them. Having consistent conversations with your team will help you gauge whether or not they’re feeling burnt out or overwhelmed at work.
- Implement interactive breaks. Whether it’s a quick game of charades or a weekly company lunch, set up fun breaks throughout each month so that your employees have something to look forward to.
- Ask for suggestions. No one knows what employees want more than employees themselves. Request feedback on what methods help them stay de-stressed and happy. They’ll appreciate your thoughtfulness and will respond positively when you implement their ideas.
As a supervisor, your responsibility is to make sure that your employees have the tools and positive work environment they need to efficiently work through their day-to-day tasks. Taking the time to check in with your staff and encourage a balanced lifestyle will not only help your employees stay sane, but also improve general organizational productivity and growth.
December 06, 2016
HR Question: Handling Employee Requests for Steep Pay Increases
Question: One of my best employees is asking for a raise because he found salary data on the internet that he believes shows he is underpaid. How should I handle that conversation? I don’t want to lose him, but I doubt he is that underpaid.
Answer: Handling this type of discussion on such a sensitive subject can be difficult, but it is also an excellent opening for a frank conversation with that employee about his professional needs while you get direct feedback about his view of his job and the company. We recommend this approach:
During the course of these types of conversations, although compensation may be mentioned as the presenting problem, often the issue is really not that: You could find that the issues are more about the job itself, development opportunities, career goals, or other considerations. Consider the complete picture and be prepared to have a career development discussion with the employee about where he currently fits in the organization, what additional skills he may need to move his career in the direction he wants it to go, or other considerations.
The keys to these types of conversations are to treat the employee with respect and not dismiss his concerns without a good discussion of all of the relevant factors. Assure the employee that you value and respect his contributions to the business and want to do all you can as his manager to help him be productive and feel good about his contributions to the business.
This Q & A was provided by ThinkHR, powering the UST HR Workplace—a cloud-based HR platform provided to UST members at no additional cost. If you’re a 501(c)(3) nonprofit, get your toughest HR questions answered by signing up for a free 30-day trial
Answer: Handling this type of discussion on such a sensitive subject can be difficult, but it is also an excellent opening for a frank conversation with that employee about his professional needs while you get direct feedback about his view of his job and the company. We recommend this approach:
- Involve the employee’s manager in the discussion and have him/her lead the conversation with the employee.
- Treat his concerns with respect and schedule time with him to discuss his issues. He may have been searching the internet for jobs as well as salary information.
- Let him know that he is valuable to the company and you want to hear his concerns and review the salary data that he has compiled.
- Prior to that meeting, review your company’s reason for paying the employee at his current salary. The compensation rates are probably due to a number of factors, including your compensation survey data, your internal company compensation strategy, and his performance level. For example, your company’s strategy might be to pay below market level because your benefits or time off plans are so rich.
- If you are satisfied that you are paying him the proper compensation for this job that is aligned with all of the internal company equity considerations, then think about how you will present that information to him during the course of the conversation. If you believe that there may be some valid concerns about his level of compensation, discuss those concerns in advance with your boss and Human Resources and consider what may be done to ensure his compensation is adequate.
- Try not to minimize the salary data that he is bringing to you to discuss. The information on the internet can be very broad, general and tied to a job title (that could be very different that what the employee is actually doing in your company) where the data your company uses is probably carefully matched to the industry and the specific job description’s duties and responsibilities.
- You can point out that general compensation surveys can be misleading and may not consider the total compensation package being offered, especially if you have more specific information that you can share with him about how his total compensation package was derived.
During the course of these types of conversations, although compensation may be mentioned as the presenting problem, often the issue is really not that: You could find that the issues are more about the job itself, development opportunities, career goals, or other considerations. Consider the complete picture and be prepared to have a career development discussion with the employee about where he currently fits in the organization, what additional skills he may need to move his career in the direction he wants it to go, or other considerations.
The keys to these types of conversations are to treat the employee with respect and not dismiss his concerns without a good discussion of all of the relevant factors. Assure the employee that you value and respect his contributions to the business and want to do all you can as his manager to help him be productive and feel good about his contributions to the business.
This Q & A was provided by ThinkHR, powering the UST HR Workplace—a cloud-based HR platform provided to UST members at no additional cost. If you’re a 501(c)(3) nonprofit, get your toughest HR questions answered by signing up for a free 30-day trial
December 02, 2016
Effective Executive Onboarding
Organizations can spend several months and significant resources searching for and interviewing a new executive leader. Yet, after the position is filled, the onboarding process often does not receive the same level of effort and energy as the hiring process which leaves new leaders vulnerable - a costly risk for any organization but more so for a nonprofit whose funds are already limited.
All organizations should dedicate considerable thought and resources to managing the transitions of their senior leaders. When hiring and readying top executives, having a strong onboarding program can help improve the odds of success and longevity for those individuals. Onboarding should be well-organized and tailored to your senior team so that new leaders know exactly what is expected of them and what they can expect in the weeks to come.
Onboarding programs should be systematic and essential, not organic. Having a transition timeline and Welcome Guide with checklists, sample documents, FAQs and phased transition plans provides a roadmap for the onboarding experience. Core topics should include unique aspects of the organization, company culture, team building and legal matters. Preparing easy-to-digest information that is packaged into short segments allows new leaders to personally identify the areas in which they desire additional, more in depth training.
We can’t say enough how critical planning is in equipping new leaders to successfully fulfill all expectations of them in their new roles. You can make your onboarding curriculum indispensable by leveraging the experience and wisdom of past leaders who can provide real guidance to incoming staff. Taking them on a personal tour of your organization, allows them to acquire a holistic perspective on your nonprofit and an introduction to board members as well as key partners is pivotal early on so a personal connection to the organization starts to manifest well before any first official meetings.
Don’t wait to see if a new leader can succeed with little to no preparation or support and don’t ask them to attend generic onboarding sessions such as Leadership 101. They have to view the process as an essential element and not a throwaway task. Instead, zero in on your particular culture and the processes driving your organization and be sure to offer ongoing opportunities for learning and engagement during the executive’s first year.
Onboarding can often times be overwhelming and intense regardless of the size of your organization. Taking the time to develop a structured onboarding plan helps to ease the stress associated with transition and helps to ensure that your next nonprofit leader will have the tools necessary to succeed and continue the legacy you’ve already built.
November 29, 2016
Tips for Handling Employee Pay Issues Caused by Mother Nature
Although warmer weather is on the way for most organizations across the U.S. it's always the right season to think about how to handle employee relations and pay issues that arise when your organization is forced to close due to inclement weather.
What should an employer do? Pay employees to stay at home? After all, in most cases, they are not at work through no fault of their own. Many businesses, however, do not have the financial resources to pay employees not to work. What follows are the rules regarding paying employees who miss work due to Mother Nature, along with some practical tips. From an employee relations perspective, the more generous you can afford to be to your employees who are suffering as a result of a weather-related disaster, the better. Employees (and their families) do pay attention to how they are treated, and a little extra time off and compassion for individual circumstances can go a long way towards enhancing employee loyalty.
If the company has no power and sends employees home for the day, should they be paid? And does it matter if the employee is exempt or nonexempt?
In general, there are two sets of rules for paying employees depending upon their classification under the Fair Labor Standards Act (FLSA) as it relates to eligibility for overtime. With nonexempt employees (those eligible for overtime pay), there is no obligation under federal or state law to pay for time not worked. However, under certain state laws, employers may have an obligation to compensate nonexempt employees under call-in/reporting pay laws, especially if the employees were not advised that they should not report to work and were denied work upon arrival at the workplace.
These pay obligations vary by state. With respect to salaried exempt employees who must be paid on a “salary basis” under the FLSA, employers may not make salary deductions for absences that result from an employer’s partial-week closing of operations, including closings due to weather-related emergencies or disasters. The bottom line is that exempt employees must be paid their full salary if they perform any work in a workweek and only miss work time due to the employer’s closure of operations. Closures for a full workweek need not be paid if no work is performed.
Are these rules different if the company can tell the employee not to come to work the next day?
For nonexempt employees, if they are told in advance not to come to work and the employees stay home, then the employer is under no obligation to pay them for the time off. The employer and the employee can choose to use accrued paid time off to compensate the employee for the missed workdays.
For exempt employees, the “salary basis” rule still applies. In some cases, the employee may be working from home during the bad weather days. If state laws permit employers to do so, employers may deduct from the exempt employees’ accrued paid time off balances to resolve the issues related to “salary basis” compliance. The employer should ensure, however, that these employees have not done any work from home during the office closure prior to deducting time from the accrued paid time off bank balances.
If an employee is on Family and Medical Leave Act (FMLA) leave, do those “bad weather days” count against the employee’s 12-week allotment of time off?
The FMLA regulations are silent about bad weather office closures. However, the regulations do allow for situations when the employer’s business stops operating for a period of time and employees are not expected to come to work (plants closing for a few weeks to retool, mandatory company-wide summer vacation, etc.). In that case, the week the business is closed and no employees are reporting to work would not count against the employee’s FMLA leave entitlement. If the business is closed for a shorter period of time, the general thinking is that the FMLA regulations relating to holidays would likely apply. Under those rules, if the business is closed for a day or two during a week in which the employee is on FMLA leave, then the entire week would count against the employee’s FMLA leave entitlement. If, however, the employee is on intermittent FMLA leave, then only the days that the business is closed and the employee is expected to be at work would count against the leave entitlement.
How do we handle attendance issues where the office is open but public transportation is not available due to the weather and employees cannot come to work?
If the business remains open but employees cannot get to work because of the weather, employers will need to consider their own attendance policies and practices in determining what flexibility to give employees as it relates to attendance. Employers may encourage employees to car pool or assist them in establishing alternative methods of transportation to get to work.
Under the FLSA rules as they relate to pay, however, employers do not need to pay nonexempt employees if they perform no work. For exempt employees, if the business remains open but an employee cannot get to work because of the weather, an employer can deduct an exempt employee’s salary for a full day’s absence taken for personal reasons without jeopardizing the employee’s exempt status. Employers cannot, however, deduct an exempt employee’s salary for less than a full-day absence without jeopardizing the employee’s exempt status.
Does a company have to allow employees to work from home (exempt or nonexempt) if the office is closed due to bad weather?
No, the employer does not need to allow employee to work from home, regardless of their FLSA status (exempt or nonexempt). The employer can make those decisions based upon the work that can be done remotely and based on the needs of the business. The employer should have clearly communicated policies and expectations regarding working from home during office closures.
Be Prepared
The bottom line is that every employer should think about the needs of the business, its financial resources, and employees’ needs and have plans in place to manage business issues due to inclement weather. Thinking through what the wage and hour laws require and developing your policies and then applying them consistently and fairly with all employees can reap huge dividends in employee loyalty and retention.
What should an employer do? Pay employees to stay at home? After all, in most cases, they are not at work through no fault of their own. Many businesses, however, do not have the financial resources to pay employees not to work. What follows are the rules regarding paying employees who miss work due to Mother Nature, along with some practical tips. From an employee relations perspective, the more generous you can afford to be to your employees who are suffering as a result of a weather-related disaster, the better. Employees (and their families) do pay attention to how they are treated, and a little extra time off and compassion for individual circumstances can go a long way towards enhancing employee loyalty.
If the company has no power and sends employees home for the day, should they be paid? And does it matter if the employee is exempt or nonexempt?
In general, there are two sets of rules for paying employees depending upon their classification under the Fair Labor Standards Act (FLSA) as it relates to eligibility for overtime. With nonexempt employees (those eligible for overtime pay), there is no obligation under federal or state law to pay for time not worked. However, under certain state laws, employers may have an obligation to compensate nonexempt employees under call-in/reporting pay laws, especially if the employees were not advised that they should not report to work and were denied work upon arrival at the workplace.
These pay obligations vary by state. With respect to salaried exempt employees who must be paid on a “salary basis” under the FLSA, employers may not make salary deductions for absences that result from an employer’s partial-week closing of operations, including closings due to weather-related emergencies or disasters. The bottom line is that exempt employees must be paid their full salary if they perform any work in a workweek and only miss work time due to the employer’s closure of operations. Closures for a full workweek need not be paid if no work is performed.
Are these rules different if the company can tell the employee not to come to work the next day?
For nonexempt employees, if they are told in advance not to come to work and the employees stay home, then the employer is under no obligation to pay them for the time off. The employer and the employee can choose to use accrued paid time off to compensate the employee for the missed workdays.
For exempt employees, the “salary basis” rule still applies. In some cases, the employee may be working from home during the bad weather days. If state laws permit employers to do so, employers may deduct from the exempt employees’ accrued paid time off balances to resolve the issues related to “salary basis” compliance. The employer should ensure, however, that these employees have not done any work from home during the office closure prior to deducting time from the accrued paid time off bank balances.
If an employee is on Family and Medical Leave Act (FMLA) leave, do those “bad weather days” count against the employee’s 12-week allotment of time off?
The FMLA regulations are silent about bad weather office closures. However, the regulations do allow for situations when the employer’s business stops operating for a period of time and employees are not expected to come to work (plants closing for a few weeks to retool, mandatory company-wide summer vacation, etc.). In that case, the week the business is closed and no employees are reporting to work would not count against the employee’s FMLA leave entitlement. If the business is closed for a shorter period of time, the general thinking is that the FMLA regulations relating to holidays would likely apply. Under those rules, if the business is closed for a day or two during a week in which the employee is on FMLA leave, then the entire week would count against the employee’s FMLA leave entitlement. If, however, the employee is on intermittent FMLA leave, then only the days that the business is closed and the employee is expected to be at work would count against the leave entitlement.
How do we handle attendance issues where the office is open but public transportation is not available due to the weather and employees cannot come to work?
If the business remains open but employees cannot get to work because of the weather, employers will need to consider their own attendance policies and practices in determining what flexibility to give employees as it relates to attendance. Employers may encourage employees to car pool or assist them in establishing alternative methods of transportation to get to work.
Under the FLSA rules as they relate to pay, however, employers do not need to pay nonexempt employees if they perform no work. For exempt employees, if the business remains open but an employee cannot get to work because of the weather, an employer can deduct an exempt employee’s salary for a full day’s absence taken for personal reasons without jeopardizing the employee’s exempt status. Employers cannot, however, deduct an exempt employee’s salary for less than a full-day absence without jeopardizing the employee’s exempt status.
Does a company have to allow employees to work from home (exempt or nonexempt) if the office is closed due to bad weather?
No, the employer does not need to allow employee to work from home, regardless of their FLSA status (exempt or nonexempt). The employer can make those decisions based upon the work that can be done remotely and based on the needs of the business. The employer should have clearly communicated policies and expectations regarding working from home during office closures.
Be Prepared
The bottom line is that every employer should think about the needs of the business, its financial resources, and employees’ needs and have plans in place to manage business issues due to inclement weather. Thinking through what the wage and hour laws require and developing your policies and then applying them consistently and fairly with all employees can reap huge dividends in employee loyalty and retention.
November 23, 2016
[Podcast] Mergers & Acquisitions for Nonprofits
Through the Noise interviewed Melissa Panagides, Senior Manager of Management Advisory Services at BDO USA , to discuss mergers and acquisitions within the nonprofit sector. Listen below or check out the full library of podcasts here . Podcast Description: This podcast breaks down the difficult questions that surround a company acquisition and provides expert information on how to plan ahead, manage expectations, and how to support the people within organization during this difficult time.
BDO USA, LLP is known primarily as an accounting firm. The Management Advisory team supports organizations that are going through or considering change and focus on helping organizations identify the right technology for their needs by transforming their business. In addition, they help to plan and implement mergers and acquisitions for organizations across the globe. To learn more about BDO USA, visit their website at www.bdo.com.
November 18, 2016
What is the General Consensus of the Nonprofit Workplace?
Great places to work actively support their associates to do their best by honing in on employees’ skills, strengths, and interests, thus maximizing their potential for growth. Having a strategic approach to talent management and an overall commitment to workplace culture has clear benefits, namely a greater level of employee engagement that leads to a significantly lower turnover rate and higher productivity. In line with a recent Bridgespan report, the 2015 UST Nonprofit Employee Engagement & Retention Report revealed that nonprofit employees have a high level of job satisfaction and engagement—with 85% of non-supervisory respondents reporting being “Satisfied,” “Highly Satisfied” or “Extremely Satisfied.” The Bridgespan Report, which was based on a Leading Edge “Employee Engagement Survey” specific to Jewish nonprofits, showed us that there are striking similarities with nonprofit organizations in general when it comes to employee engagement regardless of sector.
Both reports show that employees are motivated first by the organizations mission. Having a clear understanding of how employees work directly contributes to advancing the company mission is key to job satisfaction and can be fostered by reinforcing a culture with mission-based accomplishments.
In descending order, the Bridgespan report listed management practices, work-life balance, advancement opportunities and good leadership as ways to keep employees engaged. This information aligns with the UST survey results that ranked job satisfaction factors as culture, flexibility, a sense of purpose in work and benefits.
It’s imperative that nonprofit organizations continue to educate themselves on the latest engagement and retention strategies. By defining your organization’s core values, communicating them regularly, establishing rewards for demonstrating them, and ensuring they are part of an employee’s experience from the interview all the way through their career will help to foster a more positive workplace culture at your nonprofit,
Want to learn more about the latest nonprofit turnover and employee engagement trends? Get your free copy of the “2015 UST Nonprofit Employee Engagement & Retention Report” today.
November 16, 2016
Ready or Not, Here Comes Change
Change can be either good or bad... but if you don’t know what is changing and when , your organization is at serious risk. UST helps nonprofits efficiently manage such risk through its industry-leading HR Workplace—a cloud-based compliance library that keeps you up-to-date on urgent regulatory changes that can impact your nonprofit’s operations.
Rather than wading through thousands of internet search results, UST participants can readily view which laws are applicable to them by utilizing the HR Workplace’s state-specific search engine. Additionally, the newly added compliance calendar automatically notifies employers of key filing deadlines at both the state and federal level.
Wouldn’t you like the confidence that comes with having the latest regulatory requirements, specific to your nonprofit, at your fingertips?
To test-drive the most popular HR tools, including the live HR hotline, employee handbook builder and compliance calendar, you can sign up for a free 30-day trial today.
If you’re a 501(c)(3) with 10+ employees, submit a free Unemployment Cost Analysis online and find out whether UST can help your nonprofit avoid costly legal fees and save significantly on administrative costs for 2017. For more information, contact a dedicated UST cost advisor at 888-249-4788.
November 09, 2016
Nonprofits Win 84% of Protestable Unemployment Claims with UST
With the expert guidance of a dedicated unemployment claims advisor, UST participants avoid missing deadlines and making significant claims overpayments.
Santa Barbara, CA (November 8, 2016) – The Unemployment Services Trust (UST) today announced that 84% of protestable unemployment claims are won by program participants—an astounding 8% increase since 2012. Because every UST member is assigned a state-specific claims representative, who’s well-versed in the latest unemployment laws and claims filing protocols, these nonprofits are able to contest avoidable claims costs and funnel their savings back into mission-driven initiatives.
501(c)(3) organizations are allowed by federal law to opt out of the state tax system, and instead pay only for the unemployment benefits claimed by former employees. Although these nonprofits no longer share in the excess costs of state taxes that subsidize for-profit employers, they must properly manage their unemployment claims to meet deadlines and avoid costly penalties. UST’s devoted claims representative helps 501(c)(3) employers stay on top of every claim by organizing documentation, protesting improper claims, and providing on-demand support.
“Managing unemployment claims can be both a confusing and draining process, especially for nonprofits that often lack the employee bandwidth to efficiently track their claims,” said Donna Groh, Executive Director of UST. “By providing our members with claims experts, who walk them through everyday best practices for managing claims from start to finish, our participants are left with a worry-free process and more cash in their pockets.”
In addition to receiving expert claims advice, UST participants possess exclusive access to a robust list of claims management resources, including 100% claims representation at hearings, audits of state charges, consultations for strategic staff planning, e-Filing capabilities, and online interactive training—all of which are designed to lower unemployment costs and alleviate paperwork burdens.
In just 4 years, the number of claims protested by UST members has increased by 5%, leading to more wins and more money for the nonprofit sector. Compared to the national average cost of an unemployment claim, UST members experience an average of 55.8% in savings per claim.
If you’re a 501(c)(3) nonprofit with 10 or more full time employees, submit a free Unemployment Cost Analysis form by November 15 to find out if UST can help reduce your unemployment liability for 2017.
November 08, 2016
Important Information about Affordable Care Act Reporting for 2016
The final forms and instructions that employers will use for 2016 reporting under the Affordable Care Act (ACA) have been released by the Internal Revenue Service (IRS). Employers that provided basic healthcare coverage on a self-funded basis in 2016 are required to report the names and social security numbers (SSNs) of all covered individuals. While this is the second year of reporting for most employers, many still struggle with the process of how to effectively report SSN’s for all covered individuals and their dependents. If you are an applicable large employer (ALE) that employed 50 or more full-time or full-time equivalent employees during the current reporting year, you must report to the IRS whether or not you did or didn’t offer healthcare coverage by completing Form 1095-C and 1094-C.
The requirement to report enrollment information on each covered individual, including dependent names and SSNs, only applies to employers that self-fund a minimum essential coverage health plan (e.g., major medical, PPO, HDHP). For an ALE, the self-funded plan enrollment information is reported in Part III of Form 1095-C while a “small” (non-ALE) employer reports the information in Part IV of Form 1095-B.
You can review a copy of the IRS proposed regulation on TIN solicitationhere.
This article was adapted from ThinkHR, powering the UST HR Workplace provided to UST members at no additional cost. Get answers to your HR questions and sign your nonprofit up for a free30-day trial.
November 04, 2016
5 Ways to Get Involved in Nonprofit Awareness Month
Did you know that nonprofits comprise more than 10% of all private sector employment in the country, accounting for 11.4 million employees according to the Bureau of Labor Statistics? In fact, if the nonprofit sector were a country, it would have the seventh largest economy in the world.
UST wants to honor all the nonprofits that make a difference every day, all year long—and the amazing individuals that lead them.
We know it’s not easy running a nonprofit and here at UST our sole purpose is to “help nonprofits save money in order to advance their missions.” We’re especially proud to support the efforts of our 2,000 nonprofit members and 80 national and state nonprofit association affinity partners.
For Nonprofit Awareness Month, we wanted to share some ways individuals and nonprofits can boost their passions and causes, and gain awareness of all that nonprofits do, too:
- I am [Your Name] and I work for [Organization]. Our nonprofit employs [x] people and mobilize [y] volunteers in your district.
- Our missionj is to [Your Mission].
- We can be a resource for you on[Topics]. Please call on us if we can be of assistance.
- We would also like for you to be our guest at [Your Organization] when you are in the district. Please contact me or I am happy to follow up with you to see if we can schedule something.
Do you have a favorite nonprofit? Tell us on Facebook
Note: UST does not receive compensation for any links in this article, nor is it responsible for the content on any of the sites to which it links. This is purely educational folks!
UST wants to honor all the nonprofits that make a difference every day, all year long—and the amazing individuals that lead them.
We know it’s not easy running a nonprofit and here at UST our sole purpose is to “help nonprofits save money in order to advance their missions.” We’re especially proud to support the efforts of our 2,000 nonprofit members and 80 national and state nonprofit association affinity partners.
For Nonprofit Awareness Month, we wanted to share some ways individuals and nonprofits can boost their passions and causes, and gain awareness of all that nonprofits do, too:
- Share. Your state nonprofit association may have ideas on how you can support nonprofit awareness via social media. For example, the Delaware Alliance of Nonprofit Advancement’s campaign asks you to print out a flyer, take a picture of yourself holding it, and post it to social media with the hashtag #npawareDE. You can even simply share stories and images about a nonprofit you work for or volunteer with using Twitter, Facebook, Flickr and other platforms.
- Volunteer. You can get directly involved in the success of local nonprofits and share your experiences with others. Go to www.volunteermatch.org to find the type of volunteering project that works for you.
- Give. Find a charity you care about, make a donation and encourage others to give. And don’t forget, your donation is typically tax deductible! The Association of Fundraising Professionals provides these 5 P’s of Wise Giving.
- Learn. Find out 7 myths about nonprofits that you may not have known. And we’ll add one more myth: “the word nonprofit needs a hyphen…” Nope, get rid of that pesky dash!
- Advocate. You can find your elected officials online and make your cause known. Write them a letter, email or call them and take your messages and concerns to them. If you work for a nonprofit, here are some conversation guidelines courtesy of DANA:
- I am [Your Name] and I work for [Organization]. Our nonprofit employs [x] people and mobilize [y] volunteers in your district.
- Our missionj is to [Your Mission].
- We can be a resource for you on[Topics]. Please call on us if we can be of assistance.
- We would also like for you to be our guest at [Your Organization] when you are in the district. Please contact me or I am happy to follow up with you to see if we can schedule something.
Do you have a favorite nonprofit? Tell us on Facebook
Note: UST does not receive compensation for any links in this article, nor is it responsible for the content on any of the sites to which it links. This is purely educational folks!
November 04, 2016
Employers Maintain a Strong Pace of Hiring
Total nonfarm payrolls rose by 161,000 in October while the unemployment rate dipped slightly from 5 percent in September to 4.9 percent. The number of unemployed also dipped in October to 7.8 million. The revision in numbers for both August and September, reflect an additional 44,000 employment gains, bringing the monthly average over the last three months to 176,000.
Employment continued to trend up in health care (+31,000), professional and business services (+43,000), and financial activities (+14,000). Combined, these three industries have filled over 100 thousand positions this year. Employment in other major industries, including mining, construction, manufacturing, wholesale trade, retail trade, transportation and warehousing, information, leisure and hospitality, and government, changed little over the month.
The number of long-term unemployed (those jobless for 27 weeks or more) was unchanged at 2.0 million in October and accounted for 25.2 percent of the unemployed.
Average hourly earnings climbed an additional 10 cents to $25.92 with an annualized increase of 2.8 percent. Wage growth is at its strongest point right now with the employment-to-population ratio reaching 78.2 percent, a level it hasn’t reached since 2008.
Employment gains have remained steady since the recession ended providing a rise in earnings in recent years which solidifies a rate increase before the end of the year. Some, however, are suspecting that the outcome of Tuesday’s election may ultimately affect that action even further.
November 02, 2016
[On-Demand Webinar] Is Your Nonprofit Ready for the New Overtime Rule?
December 1. This is the date that employers must be in compliance with the higher Department of Labor salary threshold standard for overtime exemption. Are you ready? Presented by ThinkHR, this 60-minute webinar recording provides additional insights into employer compliance with this rule as a follow-up to the webinar conducted back in May. Learn about the common concerns employers face as well as other employment issues that this rule may cause.
By watching this webinar recording, you will learn:
- The impact these changes may have on employee benefits such as health, disability and life policies as well as 401(k) plans and paid time off programs
- Employer work rules, including overtime, tracking time and attendance and telecommuting programs
- The affect that changes in classification may have on travel pay, meal and rest breaks, and training/development time
- Employee communications tips and strategies
Throughout the presentation, ThinkHR’s compensation expert, Renee Farrell, will share examples of calculating the costs involved with the final rule, including cost of overtime versus increasing salaries, and share ideas for controlling overtime costs.
Watch the on-demand presentation here: http://bit.ly/overtime-rule-2016
Want access to a live HR hotline and additional webinar opportunities? Visit www.chooseust.org/thinkhr/ and sign up for a FREE 30-day trial of the UST HR Workplace, powered by ThinkHR.
November 01, 2016
Use It or Lose it: Nonprofit Deadline to Exercise Exemption for 2017
For most 501(c)(3) organizations with 10 or more employees, November is the month to exercise their state unemployment tax exemption for an effective date of January 1, 2017.
What does that mean? Well, by federal law, 501(c)(3)s are allowed to opt-out of paying taxes into their state unemployment tax fund, and instead only reimburse the state if and when they have an actual unemployment claim, dollar-for-dollar.
It can be a savings opportunity for many nonprofits who have lower claims than what they pay in state unemployment taxes—which are often driven up by for-profits and other companies that go out of business, as well as state fund deficits and improper payments made in error.
The Unemployment Services Trust (UST) performed more than 200 free unemployment tax savings evaluations for nonprofits with 10 or more employees in 2013, finding a total of $3,532,485.26 potential unemployment tax savings if they were to exercise their exemption and join the UST program instead.
This year, UST is aiming to identify more than $7 million in unemployment tax savings for nonprofits through free savings evaluations. But time is running out. Most states have a December 1 opt-out deadline, so UST needs all savings evaluation forms submitted before November 15th at the latest in order to meet the state deadline.
You can view your state's unemployment tax exemption deadline here: www.chooseust.org/state-unemployment-tax-opt-out-deadlines-for-nonprofits
Unfortunately, if a nonprofit misses the state deadline, they have to wait until the following year to exercise their exemption and join the Unemployment Services Trust. So if you or a nonprofit you know has not exercised their exemption, be sure to share the free savings evaluation before the November 15th deadline: www.chooseust.org/request-a-savings-quote
What does that mean? Well, by federal law, 501(c)(3)s are allowed to opt-out of paying taxes into their state unemployment tax fund, and instead only reimburse the state if and when they have an actual unemployment claim, dollar-for-dollar.
It can be a savings opportunity for many nonprofits who have lower claims than what they pay in state unemployment taxes—which are often driven up by for-profits and other companies that go out of business, as well as state fund deficits and improper payments made in error.
The Unemployment Services Trust (UST) performed more than 200 free unemployment tax savings evaluations for nonprofits with 10 or more employees in 2013, finding a total of $3,532,485.26 potential unemployment tax savings if they were to exercise their exemption and join the UST program instead.
This year, UST is aiming to identify more than $7 million in unemployment tax savings for nonprofits through free savings evaluations. But time is running out. Most states have a December 1 opt-out deadline, so UST needs all savings evaluation forms submitted before November 15th at the latest in order to meet the state deadline.
You can view your state's unemployment tax exemption deadline here: www.chooseust.org/state-unemployment-tax-opt-out-deadlines-for-nonprofits
Unfortunately, if a nonprofit misses the state deadline, they have to wait until the following year to exercise their exemption and join the Unemployment Services Trust. So if you or a nonprofit you know has not exercised their exemption, be sure to share the free savings evaluation before the November 15th deadline: www.chooseust.org/request-a-savings-quote
October 29, 2016
So Your Nonprofit has Strong Leaders…Now What?
Nonprofits tend to attract strong leaders with high aspirations and an unparalleled focus. But without step-by-step workflow procedures, consistent communication or designated responsibilities, even the strongest of leaders won’t be able to improve upon their organization’s effectiveness.
Utilize these 4 methods to create a more balanced and productive workplace:
As a nonprofit leader, you have the power to portray change as a necessary evil or an ongoing opportunity. By setting a positive example and carefully managing both your nonprofit’s goals and employees, you can encourage your staff to constantly challenge themselves and broaden their skill sets—increasing overall organizational effectiveness.
Learn more about how to improve leadership and management practices here.
Utilize these 4 methods to create a more balanced and productive workplace:
- Identify both short and long-term priorities. Creating measurable goals will help your nonprofit measure progress on an annual basis, allowing you to determine where your strengths and weaknesses lie. Prioritizing these goals will keep everyone on the same page and help accomplish objectives at a more efficient pace.
- Break down communication barriers. Share your organization’s priorities with all employees whilst ensuring that their current roles contribute to each goal. Don’t forget to encourage cross-department communication to achieve faster, consistent results.
- Assign responsibilities so employees maintain ownership. Because employees spend more time and energy devoted to tasks that they’re solely responsible for, give your team members individual responsibilities that directly impact your nonprofit’s goals. This will help alleviate any confusion when employees are determining who’s in charge of what.
- Clearly define the work processes. Taking the time to carefully articulate the work procedures will improve consistency and time management. Because your employees will be fully versed in the new processes, they will make less mistakes and develop a greater confidence in their work ethic.
As a nonprofit leader, you have the power to portray change as a necessary evil or an ongoing opportunity. By setting a positive example and carefully managing both your nonprofit’s goals and employees, you can encourage your staff to constantly challenge themselves and broaden their skill sets—increasing overall organizational effectiveness.
Learn more about how to improve leadership and management practices here.
October 27, 2016
HR Question: Bonus and Employee Leave
Q: Our company provides a bonus to all employees based on overall company performance. Do we have to pay an employee who is out on a leave of absence (LOA), and would payment of the bonus impact his or her disability payments?
On the other hand, the FMLA does not require that employees on FMLA leave be allowed to accrue benefits or seniority. For example, an employee on FMLA leave might not have sufficient sales to qualify for a bonus. The employer is not required to make any special accommodation for this employee because of the FMLA. The employer must, of course, treat an employee who has used FMLA leave at least as well as other employees on paid and unpaid leave (as appropriate) are treated.
Therefore, if the bonus is based purely on the company’s performance without specific individual employee productivity metrics to qualify that employee for the bonus, then the employee on leave would be entitled to such a bonus.
The bonus would likely not impact the disability payments, but it is best to check with the specific plan documents or with the carrier to determine what, if any, impact it may have.
Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.
On the other hand, the FMLA does not require that employees on FMLA leave be allowed to accrue benefits or seniority. For example, an employee on FMLA leave might not have sufficient sales to qualify for a bonus. The employer is not required to make any special accommodation for this employee because of the FMLA. The employer must, of course, treat an employee who has used FMLA leave at least as well as other employees on paid and unpaid leave (as appropriate) are treated.
Therefore, if the bonus is based purely on the company’s performance without specific individual employee productivity metrics to qualify that employee for the bonus, then the employee on leave would be entitled to such a bonus.
The bonus would likely not impact the disability payments, but it is best to check with the specific plan documents or with the carrier to determine what, if any, impact it may have.
Question and Answer provided by ThinkHR. Learn more about how your nonprofit can gain access to their expert HR staff here.
October 27, 2016
UST Earns a 95% Satisfaction Rating from its Nonprofit Membership
Survey of 2,100 nonprofits reveals that 95 percent of UST members would recommend UST as the preferred unemployment claims management solution for 501(c)(3)s.
Santa Barbara, CA (October 27, 2016) – The Unemployment Services Trust (UST) today announced that 95 percent of its program participants would recommend UST to their fellow nonprofits for the program’s extensive cost-saving resources. Having recently added outplacement services to its list of member benefits as well as increasing education-based webinar opportunities, UST attributes this high net promoter score to its evolving customer service model.
Under federal law, 501(c)(3) employers have the exclusive ability to opt out of their state’s unemployment tax system and instead pay only for the unemployment benefits claimed by former employees. UST helps nonprofits exercise this unique tax exemption status in a safe and cost-effective manner by delivering the latest workforce solutions that ensure HR compliance, reduce cumbersome paperwork tasks and mitigate unemployment claims overpayments.
“We are constantly fine-tuning the UST program to address the sector’s current pain points and shifting needs in managing HR and unemployment liability,” said Donna Groh, Executive Director of UST. “We couldn’t be more pleased to know the vast majority of our membership is very satisfied with our service, and honored that they would recommend our program to their peers.”
UST offers an extensive list of member benefits, which includes a live HR hotline, online employee handbook builder, 100% representation at unemployment claims hearings and e-Filing capabilities—helping to streamline day-to-day tasks and keep more money in the nonprofit community.
Most nonprofits have a November 30th state deadline to opt out of the unemployment tax system for 2017. UST encourages 501(c)(3) organizations, who have yet to benchmark their unemployment costs, to submit a free Unemployment Cost Analysis form by November 15 to find out how they may benefit from the UST program.
October 25, 2016
How to Distinguish Independent Contractors vs. Employees
Performing small business payroll can be both difficult and critical to effectively avoiding the all-too-tricky claim type, “independent contractor vs employee.”
Nonprofit employers must take the time to learn the distinguishing characteristics of an employee of an organization and an independent contractor, who are self-employed individuals. If and when you make a mistake when classifying these two worker categories, not only will this mix-up lead to high penalties, but you may have to outsource for payroll assistance—costing your organization both valuable time and money.
In general, here’s how you differentiate the two workers:
- Employee – anyone who performs services and the company can control what is done
- Independent Contractor – anyone who performs services and the company only has the right to control the result of the work and not the means and methods of accomplishing the result
To avoid overpayments, rework for the employer and state, and potential investigations from the IRS, employers should use either the ABC Test or the Common Law Test to determine whether a worker is an employee or independent contractor.
Both tests are designed to readily identify the worker-employer relationship, focusing on how much control the organization has over a worker and the work accomplished. Check out both the ABC Test and Common Law Test here to ensure your nonprofit’s compliance.
This article was adapted from Equifax Workforce Solutions, UST’s dedicated unemployment claims administrator.
UST members receive exclusive access to an online claims dashboard, e-filing capabilities, a state-specific claims representative and 100% representation at unemployment claims hearings. To find out if your nonprofit qualifies for the UST program, fill out a free Savings Evaluation today or call us at 888-249-4788.
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