Human Resources

Flexibility of hours and location is one of the most important determinants of employee satisfaction and retention. Below are resources for shifting your staff to a fully remote or hybrid model.

The Nonprofit Hiring Toolkit: How to find and hire the best talent gives a thorough outline of all stages of the hiring process, with tips for using social media to attract talent, sample interview questions, and the importance of employee agreements. The kit also has sample job descriptions for Chief Executive Officer, Chief Financial Officer, Chief Operations Officer, plus various communications, development, and program positions. (

The Society for Human Resources Management has compiled resources for Addressing Fears About Returning to the Workplace by employers handling situations where personnel express concerns about safely returning to the office after an extended period of time working remotely.

The Workforce Re-Entry Toolkit (UST) provides helpful checklists, letter templates, sample policies, and response plans designed to help nonprofit leaders prepare to re-enter the workplace. It also includes an on-demand webinar with tips for welcoming employees back to the office while maintaining compliance with state and federal COVID-19 regulations.

Workforce Re-Entry Toolkit:

Age discrimination as defined by the Equal Employment Opportunity Commission:

Get an overview of the latest federal COVID-19 relief plans – including the American Rescue Plan Act – the state budget and major legislation affecting nonprofits, and potential policy solutions that could help nonprofits during the 2021 NC legislative session.

Presenter: David Heinen, Vice President for Public Policy and Advocacy, North Carolina Center for Nonprofits

Recording length: 1 hour, 2 minutes

The COVID-19 pandemic launched essential employees into the spotlight. Suddenly, everyone from local nonprofits to massive corporations wanted to uplift these team members. For some, it was a PR tactic; for others, it was the perfect time to highlight the critical work of essential employees, often without the salaries or recognition they deserve.

There are different ways to be emotionally intelligent, and different situations call on us to be “agile” in our emotional intelligence, i.e. adapting to the social or emotional situation to solve the problem at hand. But sometimes we reach for the same responses out of habit, even when the situation begs us to rethink our approach. This type of reaction leaves people and organizations resistant and unprepared to solve the dynamic and diverse challenges that come our way.