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Nonprofits recognize that people are their most important asset. They utilize effective leadership and fair practices to attract and retain employees and volunteers.
Keep your employees and volunteers on the right side of the law. This training course provides nonprofit leaders with practical and actionable skills for developing high-performing agencies.
- Gain a comprehensive understanding of key employment and discrimination laws relevant to an organization’s size, and how to implement practices to follow those laws.
- Learn how to create, review, and revise an organization’s personnel handbooks, policies, and practices to ensure compliance with applicable laws.
- Gain critical insight into employee recruitment best practices, learn new methods to retain and motivate employees, and leave with a toolkit for performance appraisals that drive performance.
Facilitated by Kelly Jensen
In order to receive the Human Resources Badge, the organization must submit the following items to UNA to be reviewed:
• Independent Contractors—If your organization uses independent contractors, provide a sample/template of any Independent Contractor agreements used by your organization. Include justification as to why they are not employee positions.
• Key Volunteers—Provide a job description and a detailed explanation of key volunteer positions with justification as to why they are not employee positions.
• Job Descriptions—Provide job descriptions for each position (or group of positions) clearly stating whether the position is exempt or nonexempt. Document whether any of the position might need to be changed status-wise if the 2016 proposed salary test occurs. Ensure that job descriptions have bona fide occupational qualifications and essential functions.
• Bona Fide Occupational Qualifications (BFOQs)—For any BFOQ’s that are not blatantly obvious, provide a brief explanation as to why that qualification is necessary (e.g. anything dealing with gender, religion, etc.)
• At-Will Statement—Provide a copy of your at-will statement and explain where and how it is presented to employees.
• Training on Contracts—Provide proof of leader (board and staff) training on avoiding implied contracts. Examples of such proof may include: material from a recent training on implied contracts, training calendar, description of when, with whom and by whom such trainings take place, leadership handbook which includes guidance on implied contracts or similar proof.
• Anti-Discrimination Policies—Provide documentation of any anti-discrimination policies your organization has based on the size of your organization.
• Training on Anti-Discrimination—Provide proof of leader (board and staff) training on anti-discrimination. Examples of such proof may include: material from a recent training on anti-discrimination, training calendar, description of when, with whom and by whom such trainings take place, leadership handbook which includes guidance on anti-discrimination or similar proof.
• Employee Handbook—Provide a copy of the employee handbook.
• Handbook Acknowledgement—Document when, where and how employees have received and acknowledged receipt of employee handbook. Also note how distribution of revised handbooks are handled and acknowledged.
• Termination Policies—Provide a copy of any policies that explain your termination process.
• Termination Process—Document the organization’s process and practice of termination for employees and for volunteers.
• Employee-focused Action Plan—Provide a copy of your organization’s employee-focused action plan, including activities the organization is undertaking to improve recognition of employees, professional development and/or mission attachment.
• Salary Ranges—Provide a description of your salary ranges for all paid positions which shows how various positions are grouped together. It is not necessary to include actual salary numbers.
• Raises and Bonuses—Document how raises and bonuses are determined.
• Fringe Benefits—Provide a list of fringe benefits (excluding insurance) that are offered to employees and to volunteers. In the list, include justification of how the perk meets the IRS definition of “de minimus” benefits.
Kelly Jensen joined Employers Council in 2012 with over 13 years of experience in human resources. Prior to joining Employers Council, Kelly worked as an HR Director and Payroll Manager with Professional Management Group, a corporation specializing in revenue cycle and practice management for numerous anesthesiology groups in Utah and the western U.S. He also previously worked at JCPenney as a leave of absence specialist managing leaves relating to FMLA, workers compensation, and ADA. With approximately 140,000 employees at the time, this was a very fast-paced environment dealing with complicated types of leave. Immediately prior to joining Employers Council, Kelly worked as an HR Director in the heavy construction industry. This position required a focus on intensive recruiting, pre-employment screening, and employee relations. Kelly’s primary responsibilities with Employers Council include: answering hot-line calls from members on all HR-related topics and training. He received his BA and MBA from Brigham Young University in Provo, Utah.