News & Events

By Dawn Taylor, Director of Business Development

When you awake and prepare to face another day on the job, do you dread the idea; feel good or somewhere in between? If you crawl into a fetal position and pray for any excuse to stay home, your head may be telling you that you have a problem with job security.

We know deep down inside when our time is up. We may deny it, but if we are smart enough to land the job, we should be able to spot a potential pink slip heading in our direction. Listed below are a few telling signs.

You are no longer part of the loop: You used to be in the know whether it was business or social. Your colleagues would invite you to the group lunches and happy hours. Now you find out about lunches at the last minute and happy hours the next day when you get wind of what a good time everyone had.

You have been told to take a “vacation”: You have not been rewarded with a vacation because you have exceeded goals or worked around the clock to complete a project. This “vacation” is recommended by an annoyed boss who would prefer not to have you around the office.

You need an attitude adjustment: On more than one occasion, the suggestion has been made that you could use a personality change. Don’t dismiss this suggestion thinking that your boss is being overly sensitive. Do you have a tendency to either insert your foot into your mouth or say the first thing on your mind? Be careful, your best friend or family members may appreciate your lack of tact, but at work everyone may not be seeing the humor. You may be about to go down in flames unless you apply for a sensitivity seminar.

New management: New management takes over with the desire to shake things up – and out. Like a new football coach hired to guide a dormant team to the Super Bowl, they want to wake up the talent and trim the fat. Are you talent or fat?

Bad review and the boss has an eye on you: A review can be a positive step in your career development. However, when the review is negative and you constantly feel the boss’ breath on your neck, you may discover that your future is being evaluated and there is no escape. If you were a prize commodity, you would never be put under the microscope in the first place.

There are signs everywhere, but there is hope only if the signs are read. You can make the U-turn only if you decide to pay attention to the many signs.

By Patty Hampton, Managing Director, Staffing Services Executive Search Consultant

Holiday office parties gone wild is not the theme we’re going for as we celebrate and say good-bye to 2010. We certainly don’t want employees snapping pictures of folks that look like they were “two sheets to the wind” that mysteriously end up on the organization’s Facebook page!

If you plan on serving unlimited amounts of alcoholic beverages be prepared to not only have naughty employees, but a few won’t be so nice when they hold YOU liable for the conduct of colleagues and coworkers. According to the U.S. Department of Labor, employers who serve alcohol at company-sponsored events may be liable if an employee chooses to drive under the influence and causes an accident.

Here are a few tips to keep your holiday office party merry:

• Communicate the outcome you want. Don’t be afraid to put a damper on a holiday party when you reiterate your organization’s policy on alcohol. Maybe last year’s office holiday party got a bit crazy so do yourself a favor; don’t repeat what you know you can prevent.
• Hold your holiday party at a restaurant. Some employees want a change in the venue. When you are in an office all day, the last thing employees want is to feel obligated to join an office holiday party that is held on the premises. If your budget allows you to hold the holiday office party off site, just do it.
• Be conscientious and thoughtful. Not everybody likes alcoholic beverages. Be sure to serve plenty of bottle water, sodas, fruit juices and other fun non-alcoholic drinks.
• Employers don’t let employees drink and drive. Hire a limo for the evening or offer free cab rides home.
• The Bartender. Employees “playing” bartender is never a good idea. Don’t allow employees to mix drinks and serve as the holiday office party bartender.
• The “After Party.” Discourage them as much as possible. I’ve seen these go terribly wrong. The roomer-mill chatter throughout the office the next day will be the only work that gets done. The after party chatters lead to office gossip and that is not how HR wants to end their year – investigating a sexual harassment claim.

Employers should always be mindful about other ways to celebrate and reward employees during the holiday season. Holiday office parties also come in the form of employees volunteering at a homeless shelter or serving in their community.

Have a safe and blessed holiday everyone!

By Dawn Taylor, Director of Business Development

This holiday season, even with the down economy and a pending government freeze, Americans will do what they’ve always done; they’ll give money to the less fortunate. Most charitable donations by individuals are made between Thanksgiving Day and New Years Eve.

The reason for this is obvious. This is the time of year when many of us are reminded how fortunate we still are. No matter the motivation, now is when Americans reach for their checkbooks and do what they can to help those who are struggling. And with dollars being stretched tighter than ever, it is imperative that charitable donors make sure their gifts go not just to any charity, but to an exceptional charity.

Not all charities are created equal, and while most mean well, not all are run well. If you want to make sure your charitable contribution brings you the most bang for your buck, here are some helpful hints to guide your giving.

Make sure your charity is efficient and effective. Charities have an obligation to their donors. Look for charities that are able to allocate at least 75 percent of their operating expenses directly to their charitable programs.

Look for good leaders. Good organizations are often a by-product of good leadership. In a congested marketplace with many redundant charities, those that succeed are usually led by exceptional management.

Give locally. Look for local groups in your community. They’re easier to research and you are able to see the direct impact your support has on charity. Ask your friends and neighbors in your community what groups they prefer to donate to.

Never give over the phone. Be wary of fundraisers who pressure you to make contributions over the phone. Never divulge your credit card information to someone soliciting you via the phone. Instead, ask the fundraiser to send written information about the charity they represent. Once you feel comfortable, send the organization a check directly in the mail, or give through their website.

Most of our country’s most disadvantage people are at risk more than any other time in recent memory. The best way we can help them is to make smart charitable decisions this holiday season.

By Patty Hampton, CSP, Managing Director, Staffing Services/Executive Search Consultant

When I awoke yesterday morning the first words I heard echoing from a television that I left on all night were, “Unemployment benefits are set to expire for thousands of people and close to 3 million Americans may slip into poverty.”

As I walked sluggishly passed the television, I shook my head in disgust knowing that Congress is too busy playing politics with the lives of others to give a rat’s ass about the people all across this country that are living through the nightmare of NOT having a job.

There is a wonderful line in the movie Avatar where one of the actors turns to her co-star and says, “I see you.” My heart broke into a million pieces when I listened to the words, because those three words have very sentimental meaning to the movie’s characters. When I think of these words, they invoke a wonderful authenticity that exists in all of us – the human spirit.

Close your eyes for just a minute; can you see any of the faces of the unemployed? Maybe those faces are not vivid enough for you. Let me see if I can help out. I see my niece, my cousins and friends and hundreds of job seekers that have come through the front door of our organization. I can’t imagine that anyone would want to be unemployed, but why take away the one lifeline that could help one person or a family of four from slipping into poverty? When Congress decides to put aside the political games, “I see you” could take on a new meaning for them.

If you have never been unemployed, then maybe you can’t see the faces or maybe you choose to turn a blind eye and feel nothing. Maybe you choose to remain detached because the pain of seeing what we cannot immediately “fix” is too painful to watch. However, if you have been unemployed for a week or months on end, you are not only humbled by the experience, you develop a sense of passion and compassion for others in the same bottomless experience.

Over the next few days, somebody needs to shove the three words — I see you — in front of Congress as they contemplate and debate the fate of the unemployed. If they could only imagine the faces of some of the people, maybe they will see a friend, a colleague, or a relative in the eyes of those who cannot find work because there is none to find.

Right now, the unemployed don’t need compassion, they need our prayers and they need a life preserver that will keep food on the table, shoes on a child’s feet, and money in their pockets to catch the metro train if they have to be out and about temping or knocking on the doors of our organizations to interview for a job! Yes, I said it; the unemployed are temping to make ends meet. Grabbing any work they can find.

I’ve interviewed scores of them. Recently, I interviewed an unemployed candidate with a finance background. He was a former CFO. He told me that he will be homeless in approximately two months if he doesn’t find a job. He is open to doing administrative work if necessary. So, maybe Congress needs to live a day in this man’s shoes or spend the day with my friend in Michigan who has knocked on several doors only to be turned away. She is so depressed that considering suicide is no longer a passing thought, it’s her reality.

When the thousands of people wake up on December 11 and turn on the television, read the paper or listen to the radio, will they be encouraged or will they sit in silence knowing that they have to tell their loved ones that the Grinch stole their holiday spirit?

By Dawn Taylor, Director of Business Development

During my 15 plus years in the staffing industry, I have seen a variety of things that have often had me wondering why I haven’t written a screenplay or at least a book on the outrageous things that I have encountered. We all have shared stories about candidates who we thought were great when we hired them and in a few short weeks, sometimes days, these great hires show us how not so great they really are. Then we scramble to give our client organizations an explanation why we thought this candidate was the right fit. The only items we have to support our confidence about the candidate are candidate’s references.

Checking candidates’ references is one of the most important procedures in the hiring process. Checking references takes time, but it can save you a lot of headaches down the road. A negative reference could save you from hiring someone who is unqualified or has destructive tendencies. For most of us, references are just one more thing in a litany of tasks we have on any given day. The time spent on speaking to a reference regarding a candidate is often rushed. Most of us will stop listening after we have heard one or two good things about the candidate. Few of us read between the lines to find the unsaid, which are just as important as what is being said.

I’d recommend putting less weight on positive references. Most candidates can find someone to say something good about them. Some employers give positive references even to bad former employees, because they’re afraid of legal action or are tired of paying unemployment taxes. Always try to use former supervisors or senior coworkers as references. A candidate may not want you to contact their current employer but due diligence indicates that you should.

In our wonderful age of technology it is easy for a candidate to prepare a friend or colleague to act as a reference. Do your homework. Make sure you are speaking to the right people and asking the right questions to make a sound hiring decision.

By Patty Hampton, CSP, Managing Director, Staffing Services/Executive Search Consultant

We all have seen the headlines: “Nonprofit Executive Pleads Guilty to Fraud,” Nonprofit Executive Caught Red-handed,” and as our eyes scan the newspaper column, our hearts may even skip a few beats in between taking in breathes of air as we read the name of the organization and the executive’s or employee’s name. If you’re like me and you discover that it’s a small nonprofit with no more than 25 employees that got swindled, your heart might also fill up with this overwhelming sense of sadness.

I often ask myself, how does one detect fraud or know when fraud is happening? While we may be able to Google for tips, research and learn from case history, the Association of Certified Fraud Examiners (ACFE) has put out a very insightful report that examines occupational fraud and abuse in and outside of the United States.

According to ACFE, organizations typically lose five percent of their annual revenues to occupational fraud and abuse each year. The report states that executive-level fraud takes much longer to detect and high-level perpetrators cause the greatest damage in organizations.

The report is absolutely fascinating! I don’t know why I never heard of this group before today. Being the news hound that I am, they are definitely listed under my favorites Internet bookmark now. The report breaks down fraud schemes into three categories. The first is asset misappropriations, which includes schemes like misuse of an organization’s resources, falsifying expense reports, skimming cash receipts, and check forgery. Then there’s the corruption scheme. This scheme is nothing more than the employee getting what they want through bribery or extortion. The final scheme involves the financial statements of an organization, where the crook can easily “cook the books” to conceal liabilities and assets.

When we interview candidates for financial positions, we often ask probing questions about risk management and how they respond to uncovering financial statement and accounting errors. Although running a background check is a standard practice for Nonprofit Staffing Solutions, you can also make an assessment of a candidate’s savvy when it comes to financial risk management. While reading the report, I jotted down a few probing questions that I plan to add to the ones I already use. The report made me realize that not only should we ask probing questions of accounting professionals, but high-level executives that have financial oversight too.

Nonprofit executives that steal funds from the very organizations that they lead don’t necessarily think about the consequences if they are caught. I doubt very seriously if they are thinking at all. So to see in the report the high percentages of detected fraud that comes from the not-for-profit and government sectors, I was not surprised. And not only that, but the report has some interesting data on these thieves broken out by gender, age and tenure. Simply fascinating!

After reading through more than 80 pages, my brain was numb but I was still excited about the subject matter and what we should be doing as HR professionals that have recruiting responsibilities. Of course, we have a responsibility to perform due diligence on all candidates, especially those placed in accounting roles and executive level positions. But we also have to train ourselves by reading fraud reports and cases that will help us learn and identify red flags so we can take precautions to prevent and/or limit financial risks to our organizations. ACFE’s report gives some really good insight into the behavioral red flags that may help us all be better fraud detectives and limit losses for our organization. Our organizations are counting on us to be proactive, diligent and accountable when we interview and run background checks on candidates that we hire or recommend for hire.

As an HR/staffing professional, I know there are times when you wish you had a crystal ball on all candidates. Knowing that this is a wish that will never be granted, we can take proactive steps like reading the ACFE report. We have a responsibility to ensure anti-fraud controls and related best practices are in place. The report has a wonderful fraud prevention checklist that should not be missed. Check it out, it begins on page 80.

By Mac Smith, Marketing Manager

It was bound to happen sooner or later and finally it did. An employer tossed an employee for a posting on Facebook and possible legal action may be on the horizon.

In case you missed it, the National Labor Relations Board filed a complaint against an organization in Connecticut this week for firing an employee after she criticized her supervisor on her Facebook page. According to NLRB the actions of this lady’s employer violate the National Labor Relations Act which states workers are federally protected from being punished for complaining about working conditions.

The full story may be more complicated than just an issue concerning social media. According to The New York Times the employer is claiming that the sacked employee was tossed for a history of insubordination. I hope they have the paperwork to back their statement up. This firing was of a union employee.

After word of the complaint went public the entire social media world started “trending,” “going viral,” and “chattering” about the actions for the NLRB. The human resources and legal communities also began their head slapping and pulling out social media opinions and policies for possible meetings with little red pens.

But wait, before you begin editing your social media policies. (Because everyone has one, right?) The Facebooker in question that was fired for violating an organizational policy that prohibits employees from depicting the organization “in any way” on social media.

Did it happen? Did a bell go off in your head? The organization’s policy says that employees cannot describe the company “in any way” on social media.

Really? How do they plan to monitor such a lame brain policy? A policy that I bet was written by a non-HR manager who probably had never heard of the First Amendment either. But let’s get back to common sense HR and learn a little something from this lawyer’s dream situation.

First, our organizations have social media policies. We have them because social media has been growing in our daily lives for five years now. We know it will be an evolving part of our work and private lives for the foreseeable future.

Second, we have a realistic policy that is an extension of our traditional employee conduct policy. Employees are always responsible for their actions, words and deeds. The policy states, in so many words, that employees should always refrain from publically demeaning their organization and co-workers. The organization has a legal right to protect is business and a responsibility to protect its other employees.

Third, there are internal policies in place to deal with employee complaints about every aspect of their job. The HR Department on a regular basis reminds employees of their rights and responsibilities. HR may even, and it is recommended, provide a little social media 101 education to help employees police their own behavior. Remember the new maxim: what goes on in Vegas stays on Facebook.

Lastly, the organization understands that water cooler talk happens – virtually and by the actual water cooler. They deal with each situation on its merits and without passion. All party’s rights are considered. Everything is documented and action is taken swiftly and with the necessary amounts of transparency and privacy.

In other words, good old fashion human resources should be able to prevent these types of public confrontations – no matter if something has been tweeted or posted.

By Mac Smith, Marketing & Special Events Manager

I see them float through the office all day long – background checks. Don’t want to send a convicted felon to a client for a temp assignment. I see credit checks less often. We typically reserve these for higher-level direct hire positions and executive searches and even then they can be rare. I do, however, know of other organizations that run them for a majority of positions and use them heavily in the hiring process. I’ve also heard the pros and cons behind their use. Industry best practices say that they can be used but only as a part of the overall assessment process except in places like Oregon where in many cases employers are prohibited from running them. Other states have tried to follow their lead, but lobbying makes enacting legislation tough.

But are industry best practices correct? SHRM is a major advocate of credit checks and gives some pretty legitimate reasons for their use. Right? Do you know what a credit bureau is or  does? Do you know how and why they were created?

We are also coming out of a major recession where a lot of credit scores took hits because of the overall market health and not due to any wrongdoing on behalf of the individual. Do we need to rethink their use entirely or just their weight in the hiring processes? Plus, did you know that a credit check could also affect someone’s credit score? I can imagine a negative effect on a person’s credit score just because they are seeking a new job. Is that fair?

My wife and I just purchased a new home in June. Before we set out on our house hunt we ran our own credit history, which you are allowed to do once a year at no cost. It floored me to see all the banks and credit card companies that had checked my credit score not to mention a few eyebrow-raising errors. Companies I had never done business with and never intended to do business with had run my credit. It felt like I had discovered an unlocked door in my home in the middle of the night. At least prospective employers ask before they run a check. Right?

This is not an answers blog but a questions blog. I’m sure each organization has its own answers. When was the last time you asked questions about your credit check process?

By Patty Hampton, CSP, Managing Director Staffing Services/Executive Search Consultant

I was disappointed when I heard from some of my colleagues, friends and family members that they had no plans to vote in the midterm elections. I’m sure you probably know a few people who made the same conscious decision.

After speaking with my brother in Michigan, who did vote, he reminded me that not only was the election a wake up call for the American people, but he was quick to remind me that some nonprofits have a vested interest in the political outcome of several elections and have for decades. Without repeating the names of some of the nonprofits that my brother shared with me, I began to validate my brother’s claims.

Through my research, I found several nonprofits that not only violate the law, but publicly flaunt and support candidates. They do so knowing that their behavior could potentially put their tax-free status at risk!

Here’s what the Internal Revenue Code states: “all section 501(c)(3) organizations are absolutely prohibited from directly or indirectly participating in, or intervening in, any political campaign on behalf of (or in opposition to) any candidate for elective public office. Contributions to political campaign funds or public statements of position (verbal or written) made on behalf of the organization in favor of or in opposition to any candidate for public office clearly violate the prohibition against political campaign activity.  Violating this prohibition may result in denial or revocation of tax-exempt status and the imposition of certain excise taxes.”

The law probably doesn’t go far enough. There is no mention about the leaders or board members of these tax-exempt organizations that engage in political activities as individuals. I guess that would be a violation of their First Amendment rights. As I read the IRS code further, it also states that they monitor whether organizations are complying with the prohibition. Really? Well, I could find evidence that some nonprofits are in direct violation of losing their tax-exempt status! My findings made me wonder just how much monitoring is actually going on and how many nonprofits are not in compliance.

The law clearly states that some activities are not prohibited. For example, it’s okay if activities are organized in such a way that it encourages people to participate in the electoral process such as voter registration drives so long as the activity is conducted in a non-partisan manner.

From what I uncovered, some nonprofits are clearly engaged in some risky behavior. Maybe the slippery slope your nonprofit might be on is not troubling to you, but it is to me. But, then again, mother always told me that life ain’t fair.

I just hope the 2012 Election will be the one time we all get off our assets and get out and vote not only because we have the constitutional right to do so, but because we need to remember that so many of us didn’t always have this right. And I’ll be damned if I would allow any organization or group of people to make decisions on my behalf that not only impact the outcome of an election, but have influence on my life and that of my children.

By Mac Smith, Marketing & Special Events Manager

When you work at a staffing firm the halls are filled with the intrigue of the hiring and firing of employees for client organizations. I’ve witnessed the counseling of dozens of clients concerning their employment actions, so when NPR fired Juan Williams last week our entire organization winced. The consensus opinion inside Nonprofit Staffing Solutions was that this dismissal was going to be a public relations nightmare.

It is never easy firing a popular member of an organization. When that person is a face of the organization for the public and membership, it is almost impossible not to make waves inside and outside the organization.

Williams represented a part of NPR’s national brand. A political insider for decades in Washington, D.C., he knows a lot of people and has enough connections to provide him access to almost any federal agency and political personality. He was even able to obtain a one-on-one interview with former President George W. Bush for NPR. At the time this was a huge score for NPR, since the Bush administration considered the national organization to have left-leaning political tendencies and leadership.

All of this makes any dismissal of Williams difficult for NPR. But for argument’s sake, I’m going to Monday-morning-quarterback the firing. This painful past week for NPR is a learning tool for the rest of us; especially nonprofit organizations dependent upon member dues and donations. These organizations have to groom their public personas very carefully and dismissing popular personalities is very problematic for them.

I have no direct knowledge of the internal personnel issues or agreements between Williams and NPR (referring to the national organization), but any casual follower of Washington politics and NPR knows that portions of NPR’s membership and leadership have had issues with Williams. His dual role as a political commentator for Fox News where he was offering his professional and personal opinions and his role as a traditional political journalist for NPR have a tempestuous history.

So right off we have a red flag for the HR department. We have a part of the organization whose outside activities are a perceived conflict with the mission of our organization. The conflict is also a public relations issue. This is an excellent example of a situation where the HR department can lead.

First, dealing with this type of HR issue is going to require paperwork and lots of it. Is the person’s job description clear concerning performance? Does it address actions to handle negative performance? Has a set process for reviewing complaints against this person been created? What members of management are part of reviewing this person’s performance? Is management crystal clear that all complaints need to be documented and shared with the person in question?

Second, do the HR department and the PR department have a clean relationship and clear process to deal with high profile personas? Is everyone on the same page? HR should take the lead on all of these issues, especially when dealing with the PR managers. Public Relations departments work in a multicolored world with lots of possibilities and loose rules. HR departments are more black and white. There are rules and they have to be followed. HR needs to make sure parameters are set and that PR understands the reasons for the rules. All of this is most easily achieved with an internal organizational chart that leans a little bit towards HR concerning the management of staff. The slight weight in HR’s favor will help offset the possibility that management has more experience in fundraising and PR than operations and human resources.

Hopefully these internal controls can prevent the nightmare scenario that occurred at NPR last week. But still, these things happen and sometimes an organization has to cut ties with a high profile person for the good of everyone; especially for the good of the organization’s mission which is supposed to be the priority.

I’m sure all my readers know their HR 101 on firing; it should be the final chapter of an ongoing conversation. The person has been clearly told that problems exist and how to change. The statement needs to be made that a job is on the line if change does not occur. But does your management know how to fire someone? Is there an approved process at your organization right now concerning firing?

Having covered all of the above, we can now address how Williams was fired…over the phone. My hand went straight to my head when I read that NPR had terminated Williams over the phone. This is a major HR failure on NPR’s part and it turned into a PR nightmare. The failure was also exacerbated by the press conference comments of their CEO Vivian Schiller a few days later. But I’m willing to bet that the organization could have saved face if HR had a stronger hand in the dismissal of Williams.

This is the time when an HR manager can put on her Superwoman cape and swoop in to save the day! The HR manager needs to be in on the sacking meeting. The HR manager needs to help craft the press release about the sacking. The HR manager needs to help draft the memo to staff and membership concerning the sacking. And as a marketing professional, I need help from HR to talk down the CEO from going in front of the cameras. Let the head of marketing/PR walk out in front of the world, read the press release, and walk back into the building.

I believe that Schiller’s foot-in-mouth comments could have been avoided if the internal policy concerning the firing of high profile personas had more input from HR. I further believe their recommendation would have been to issue a press release and call it a day.

As I wrote in the beginning, this is all Monday-morning-quarterbacking on my part. But we would all be stupid not to learn from NPR’s mistakes. Do you have any Juan Williams’ in your organization? If so, now might be time to pull out a sheet of paper and write a memo to your CEO or executive director. Bullet point one should be “do not fire staff over the phone.”