SLC Human Resources

Mar 08, 2017 9:00 am - 3:00 pm

This is a 3 part training course. The first two classes will be a training on the evidence list and the last class (workshop) will be a time to have your organization work on the materials. By signing up for this training, you must attend all three classes.

Class dates & times:

  • March 8, 2016 from 9:00-3:00 p.m.
  • March 22, 2016 from 9:00-3:00 p.m.
  • Follow-up Workshop: May 

Registration is PER organization. You may bring as many people as you'd like to attend.

$150 member organizations/$300 for non-member organizations

About the training class:

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.

For more information on the Nonprofit Organizational Credential program, Click Here.

 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.

 Facilitated by: Jenny Zachry

Jenny Zachry, SPHR (Senior Professional in Human Resources) and BoardSource Certified Governance Trainer, provides capacity building strategies to nonprofit organizations to lead the organizations to their success story.
Whether looking for organizational development, human resources assistance, or board governance direction, Jenny has the experience necessary to help nonprofit organizations succeed. Jenny began consulting full time in this field in 2011, however, her professional experience reaches back 15 years in the fields of non-profit management and Human Resources Management. Jenny has a Masters in International Administration from the University of Denver and a Bachelors of Arts in Spanish and Political Science. She is a certified Achieve Global trainer as well.

Contact Email:
Contact Name:
Brooke Dimond
Contact Phone:
Utah Nonprofits Association
Price Info:
$150 per organization/ $300 for non-member organization