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"Carewashing" serves as a stark illustration of the disconnect between an organization's Intended and Permitted Culture. This phenomenon occurs when a company publicly proclaims its commitment to employee well-being and care, while simultaneously allowing behaviors and norms that undermine these very principles. On the surface, carewashing organizations may appear to prioritize employee welfare. They may tout comprehensive benefits packages, wellness initiatives, and work-life balance policies. Leaders may speak eloquently about valuing their people and fostering supportive environments. These messages form the basis of the Intended Culture - the image the company wishes to project both internally and externally. However, the reality of the Permitted Culture often tells a different story. Despite the lofty rhetoric, carewashing organizations frequently fall short in actually implementing and enforcing practices that genuinely support employee well-being. The stated values of care and compassion are overshadowed by the tolerated norms of overwork, burnout, and disregard for personal boundaries. For instance, a company may proudly offer unlimited paid time off as a symbol of its commitment to work-life balance. Yet, in practice, employees who attempt to take advantage of this benefit may face implicit or explicit disapproval from managers who continue to demand constant availability and unrelenting productivity. The Permitted Culture, in this case, is one that prizes presenteeism and output over actual employee well-being. Similarly, an organization may publicly champion mental health awareness and provide resources like employee assistance programs. However, if the prevailing attitudes and behaviors within the company stigmatize vulnerability and penalize those who seek support, the intended message of care rings hollow. The Permitted Culture, shaped by the actions and inactions of leaders and peers, undermines the sincerity of the stated values. Carewashing can also manifest in the way organizations handle instances of harassment, discrimination, or misconduct. A company may have a well-crafted policy that promises a safe and inclusive workplace. But if reports of mistreatment are met with indifference, victim-blaming, or inadequate consequences for perpetrators, it reveals a Permitted Culture that tolerates harm and betrays the professed commitment to employee well-being. The gap between intention and reality in carewashing organizations breeds cynicism and erodes trust among employees. When the lived experience consistently contradicts the communicated image of care, it fosters a sense of betrayal and disillusionment. Employees may feel that their well-being is merely a PR strategy, not a genuine priority. Moreover, carewashing can have profound impacts on employee mental health, engagement, and retention. When the Permitted Culture fails to live up to the promises of the Intended Culture, it creates a psychologically draining and emotionally taxing work environment. Employees may feel unsupported, undervalued, and unable to bring their whole selves to work. This dissonance can lead to increased stress, burnout, and ultimately, turnover. To combat carewashing and align Intended and Permitted Culture, organizations must move beyond mere rhetoric and take concrete actions to embed care into their daily operations. This requires a commitment to regularly assessing the true employee experience , holding leaders accountable for modeling care-centered behaviors, and swiftly addressing any instances where the Permitted Culture diverges from the stated values. By being intentional about ensuring the Permitted Culture to reflect principles of care - such as fostering Human Relationships, upholding Human Respect, and ensuring Human Representation - organizations can bridge the gap between aspirations and reality. They can cultivate work environments where employees genuinely feel supported, valued, and empowered to thrive. Ultimately, the antidote to carewashing lies in the authentic and consistent practice of care. When organizations align their Intended and Permitted Culture around the holistic well-being of their people, they create the conditions for employees to flourish both personally and professionally. By confronting the dissonance head-on and committing to genuine care, companies can build trust, resilience, and shared success in the face of an ever-changing world of work. How the 9 Principles of Employee Care Can Prevent “Carewashing” In the quest to create workplaces where employees can truly thrive, organizations must move beyond mere lip service to well-being and commit to the authentic, consistent practice of care. This requires a deliberate effort to align the Intended Culture - the values and norms a company professes - with the Permitted Culture - the behaviors and attitudes that are actually tolerated and encouraged. The 9 Principles of Employee Care , developed by our CEO and Founder, Jessica Jaymes Purdy, offer a powerful framework for bridging this gap and embedding care into the very fabric of an organization. Human Relationships Fostering Authentic Connections: The principle of Human Relationships recognizes that social bonds and a sense of community are essential to employee well-being. To weave this into the Intended Culture, organizations can explicitly state the value of collaboration, teamwork, and mutual support. Leaders can model this by prioritizing regular check-ins, encouraging peer recognition, and creating spaces for informal connection. To ensure this translates into the Permitted Culture, managers can be trained and evaluated on their ability to build psychologically safe teams where vulnerability is welcomed, and people feel genuinely seen and heard. Fostering authentic relationships can be baked into daily routines through practices like team rituals, storytelling sessions, and opportunities for cross-functional collaboration. Human Respect Upholding Dignity for All: Human Respect calls for a workplace where every individual is treated with dignity, and diverse perspectives are not only tolerated but celebrated. To embed this into the Intended Culture, organizations can make respect a core value and clearly define what it looks like in practice. This can include policies around inclusive language, equitable treatment, and zero tolerance for discrimination. Leaders and managers can be held accountable for permitting a culture of respect by tying their performance evaluations and compensation to metrics around inclusion, psychological safety, and employee feedback. Regular training on unconscious bias, empathetic communication, and conflict resolution can equip leaders to proactively uphold a respectful environment. Human Relevance Aligning Talents and Opportunities: The principle of Human Relevance emphasizes the importance of recognizing each employee's unique skills and providing opportunities for growth and impact. Organizations can weave this into the Intended Culture by making talent development a stated priority and investing in robust learning and development programs. To ensure this comes to life in the Permitted Culture, managers can be trained how to have regular career conversations with their team members, helping them identify strengths, aspirations, and areas for development. Encouraging job crafting, where employees can shape their roles to better align with their talents and interests, can further reinforce a culture of relevance. Human Recognition Celebrating Meaningful Contributions: Human Recognition underscores the power of appreciating and rewarding employee efforts in ways that feel authentic and meaningful. Building this into the Intended Culture can involve creating a variety of recognition programs that go beyond mere tenure or output, instead celebrating behaviors that exemplify company values or make a positive impact. To truly permit a culture of recognition, leaders and managers need to provide frequent, specific, and timely praise. Highlighting employee stories and successes can be woven into regular communications and gatherings. Empowering peers to recognize each other can further democratize appreciation and make it a natural part of the everyday experience. Human Responsibility Championing Integrity and Ethics: The principle of Human Responsibility calls for a workplace where integrity, accountability, and ethical behavior are non-negotiable. Organizations can make this a pillar of their Intended Culture by clearly articulating their ethical standards, decision-making frameworks, and expectations around personal responsibility. To ensure this permeates the Permitted Culture, leaders and managers can be evaluated not just on results but on how they achieve them. Regularly discussing ethical dilemmas, sharing cautionary tales, and celebrating examples of moral courage can normalize integrity as a daily practice. Providing safe channels for employees to raise concerns and ensuring swift, consistent consequences for breaches can further reinforce a culture of responsibility. Human Routines Supporting Sustainable Ways of Working: Human Routines recognize that employee well-being is deeply tied to the daily rhythms and practices of work. Organizations can signal the importance of sustainable, healthy routines in their Intended Culture by establishing clear boundaries around work hours, communication norms, and time off. To truly permit a culture of sustainable routines, leaders and managers must model healthy habits, such as taking regular breaks, disconnecting outside of work hours, and prioritizing self-care. They must also make sure that their employees are afforded the opportunity to do the same. Encouraging team members to co-create shared agreements around communication and collaboration can empower employees to shape their own routines in a way that optimizes both productivity and well-being. Human Readiness Investing in Continuous Development: The principle of Human Readiness emphasizes the importance of equipping employees with the skills, knowledge, and resources they need to adapt and excel in an ever-changing world. Organizations can make this a cornerstone of their Intended Culture by making learning a core value and dedicating significant resources to employee development. To ensure this translates into the Permitted Culture, leaders and managers can be evaluated on their ability to grow talent and create opportunities for stretch assignments and cross-functional learning. Providing dedicated time and budget for employees to pursue development activities can further signal that continuous growth is not just encouraged but expected. Human Records Protecting Employee Privacy and Data: Human Records calls for organizations to handle employee data with the utmost care and respect for privacy. This can be woven into the Intended Culture through clear data governance policies, transparent communication around data use, and rigorous security protocols. To permit a culture of data ethics, leaders and managers can be trained on responsible data stewardship and held accountable for any breaches or misuse. Empowering employees to access and manage their own data can further reinforce a sense of trust and control. Regular audits and assessments can ensure that data practices align with stated values. Human Representation Advancing Diversity, Equity, and Inclusion: The principle of Human Representation recognizes that a truly caring workplace is one where every individual, regardless of background or identity, can see themselves reflected and valued at all levels of the organization. Building this into the Intended Culture requires a comprehensive DEI strategy that goes beyond mere numerical targets to address systemic barriers and cultivate a sense of belonging. To truly permit a culture of representation, leaders and managers can be held accountable for creating inclusive teams and advancing diverse talent. Regularly measuring and reporting on DEI metrics, coupled with transparent action plans to address gaps, can signal that representation is a genuine priority. Empowering employee resource groups and integrating DEI into every aspect of the employee lifecycle can further embed representation into the daily reality. The Power of Alignment: When Intended and Permitted Culture Converge By intentionally shaping both the Intended and Permitted Culture around the 9 Principles of Employee Care, organizations can create workplaces where care is not just a buzzword but a lived reality. When leaders and managers are equipped, empowered, and held accountable for upholding these principles, they can foster environments where employees feel seen, supported, and inspired to bring their whole selves to work. Embedding care into the cultural DNA of an organization is not a one-time initiative but an ongoing commitment. It requires regularly assessing the employee experience, openly acknowledging gaps between intent and reality, and taking swift action to course-correct. It demands a willingness to have difficult conversations, challenge long-held assumptions, and reimagine traditional ways of working. But for organizations that are willing to do this hard, necessary work, the rewards are immense. When an organization's Intended Culture aligns with its Permitted Culture something remarkable happens. It creates a workplace where the principle of care is not just an aspiration but an authentic, lived reality. This alignment unleashes a host of benefits that ripple across the organization, from the front lines to the bottom line. Cultivating Trust and Psychological Safety One of the most profound impacts of cultural alignment around care is the cultivation of trust and psychological safety. When employees experience a consistent culture where their well-being is genuinely prioritized, they feel safe to bring their whole selves to work. They trust that their unique needs and challenges will be met with empathy and support, rather than judgment or retribution. This psychological safety is the foundation for open communication, creative risk-taking, and authentic engagement. In a workplace where people feel secure, they are more likely to voice ideas, admit mistakes, and challenge the status quo. They are more willing to invest their discretionary effort and go above and beyond, knowing that their contributions will be recognized and rewarded. Enhancing Employee Well-being and Resilience When care is embedded into the fabric of an organization's culture, it has a profound impact on employee well-being. In a workplace where Human Relationships are nurtured, Human Respect is upheld, and Human Routines are encouraged, employees feel seen, valued, and supported holistically. They are better equipped to manage stress, maintain work-life harmony, and prioritize self-care. This focus on well-being is not just a feel-good initiative; it has tangible business outcomes. Research consistently shows that employees who feel physically, mentally, and emotionally well are more engaged, productive, and resilient. They are better able to navigate change, bounce back from setbacks, and bring their best selves to work each day. Driving Innovation and Agility n a culture where care is truly lived, employees feel empowered to take ownership, experiment, and learn. When Human Relevance is championed, and people are encouraged to leverage their unique strengths, they are more likely to bring forward novel ideas and approaches. When Human Responsibility is upheld, and people feel accountable for their actions, they are more proactive in identifying and solving problems. This culture of innovation and agility is crucial in an era of constant disruption. Organizations that can harness the full potential of their people, encouraging them to adapt, create, and collaborate, are better positioned to seize opportunities and navigate uncertainties. By aligning around care, they create an environment where innovation isn't just a buzzword but a daily practice. Attracting and Retaining Top Talent In a world where the fight for talent is fierce, a culture of genuine care can be a powerful differentiator. When an organization's external employer brand and internal employee experience align around the 9 Principles of Employee Care, it becomes a magnet for top performers who are seeking more than just a paycheck. Candidates are increasingly looking for workplaces where they can bring their whole selves, grow both personally and professionally, and contribute to something meaningful. By consistently living out a culture of care, organizations can attract diverse, high-caliber talent that shares their values and vision. Moreover, when employees experience a positive, supportive culture day in and day out, they are more likely to stay and grow with the organization. In a culture of care, retention becomes less about perks and more about the deep sense of belonging, purpose, and mutual commitment that employees feel. Amplifying Brand and Reputation In an era of radical transparency, an organization's culture is increasingly visible to the outside world. Customers, partners, and stakeholders are looking beyond products and services to the values and behaviors that define a company. A culture that consistently lives out its commitment to care can be a powerful brand amplifier, building trust, loyalty, and advocacy. When an organization's actions align with its professed values, it builds credibility and reputation. Stakeholders can see that the company isn't just paying lip service to employee well-being but is actually walking the talk. This authenticity can foster deeper, more enduring relationships with all stakeholders, from customers to investors to communities. Realizing Sustainable Performance Ultimately, aligning Intended and Permitted Culture around care is about creating the conditions for sustainable, long-term performance. When employees feel cared for and empowered, they are more engaged, creative, and productive. When teams feel psychologically safe and connected, they collaborate more effectively and navigate conflicts more constructively. When leaders feel accountable for upholding a culture of care, they make decisions that balance short-term gains with long-term well-being. This holistic, human-centered approach to performance is what distinguishes great organizations from merely good ones. By putting people first and consistently living out their values, they create a virtuous cycle of trust, innovation, and results. They build resilience in the face of adversity, agility in the face of change, and purpose in the face of uncertainty. Contact us today to evaluate your organization's culture, ability to deliver on the 9 Principles of Employee Care, and to get the help you need to align your intended and permitted cultures.

Mental health and wellbeing in the workplace have gained increasing attention in recent years, and for good reason. The personal and professional impact of poor mental health can be profound, affecting individuals, teams, and entire organizations. In this article, we'll explore why mental health and wellbeing matter in the workplace, the role culture plays, and strategies employers can implement to foster mentally healthy workplaces. Why Mental Health and Wellbeing Matter at Work Mental health is an integral part of overall wellbeing and is closely tied to physical health, relationships, and job performance. When employees struggle with mental health issues like depression, anxiety, or burnout, it can lead to decreased productivity, increased absenteeism, higher turnover rates, and strained relationships with colleagues. On an individual level, poor mental health takes a significant personal toll. It can diminish quality of life, self-esteem, and the ability to thrive both in and outside of work. Professionally, it can impede career growth, engagement, and job satisfaction. From an organizational standpoint, promoting employee wellbeing is not only the right thing to do - it makes good business sense. Research shows that mentally healthy workplaces benefit from higher productivity, creativity, and retention rates. Supporting employee mental health is a wise investment. The Impact of Workplace Culture An organization's culture can make or break employee mental health and wellbeing. Toxic work environments characterized by extreme pressure, lack of support, poor communication, or bullying can be incredibly damaging. They create stress, erode trust, and make people feel unsafe speaking up about mental health concerns. In contrast, workplace cultures that prioritize employee wellbeing, psychological safety, and open communication lay the foundation for people to thrive. When employees feel valued, supported in setting boundaries, and able to bring their whole selves to work, it fosters engagement and enables people to do their best work. Strategies for Mentally Healthy Workplaces So how can organizations create work environments that promote mental wellness? There are a number of effective strategies to consider: Make mental health a leadership priority. Senior leaders and managers need to drive the conversation, model healthy behaviors, and allocate resources to mental health initiatives. When leaders are open about their own struggles and actively champion mental health, it sets the tone for the entire organization. Provide robust benefits and resources. Comprehensive mental health coverage, employee assistance programs, stress management workshops, and access to counseling services are some key offerings that make a difference. Critically, organizations need to actively promote these resources and make them easy to use confidentially. Train managers to support employee wellbeing. Managers are on the front lines and play a huge role in employee mental health. Equip them with the knowledge and skills to have supportive conversations, spot signs of struggle, make appropriate workplace accommodations, and connect people to resources. Implement flexible and inclusive policies. Flexible scheduling, generous paid time off, and inclusive leave policies for mental health reasons go a long way. The key is making sure people actually feel safe and supported using these benefits. Foster an open, supportive culture. Create opportunities for connection and dialogue around mental health - whether through employee resource groups, lunch and learns, storytelling events, or leadership communications. The more normal it becomes to talk about these issues, the less stigma there will be. Assessing Mental Health at Your Organization For organizations looking to better understand and meet employee mental health needs, it's important to take stock of your current workplace culture and employee experience. Some key questions to ask include: Do employees feel psychologically safe and supported? Are workloads manageable? Do people feel empowered to disconnect and take time off? What is the attitude towards mental health issues? Is there stigma or a culture of openness? Are managers equipped to support employee wellbeing? Do employees know what mental health resources are available? Do they feel comfortable accessing them? How is the company responding to societal issues and stressors impacting employee mental health? Gathering this input - ideally through anonymous surveys, focus groups, and 1:1 conversations - provides a roadmap for where to focus wellbeing efforts. It's also important to track key metrics over time, like EAP and mental health benefit utilization, turnover rates, and employee engagement scores. Supporting Mental Health Through the 9 Principles of Employee Care The 9 Principles of Employee Care , developed by CEO and Founder of FIC Human Resource Partners Jessica Jaymes Purdy, provide a powerful framework for supporting employees as whole human beings. Here's how the principles can be applied to foster better workplace mental health: Cultivate Human Relationships: Strong, supportive relationships are the foundation of psychological safety and wellbeing at work. Organizations should intentionally create opportunities for authentic human connection, whether through team-building activities, ERGs for mental health, mentoring programs, or simply encouraging people to bring their whole selves to work. The more employees feel genuinely cared for and supported by their colleagues and leaders, the more comfortable they'll be speaking openly about mental health. Uphold Human Respect: An environment of respect is essential for mental wellness. Every employee, regardless of their position or background, deserves to have their mental health needs valued and prioritized. This means actively working to eliminate stigma, discrimination, and barriers to access. It means using inclusive language, providing accommodations equitably, and ensuring that mental health policies and benefits serve the needs of BIPOC, LGBTQ+, disabled, and other marginalized employees. Recognize Human Relevance: Cookie cutter approaches to mental health fail to recognize human relevance - the fact that each employee has unique needs, experiences, and contextual factors that impact their wellbeing. Organizations must take the time to understand what matters to each person, what kind of support would be most meaningful, and how their personal circumstances (e.g. mental health conditions, caregiving responsibilities, cultural background) inform their needs. Leaders should check in with their teams regularly and ensure people feel seen as individuals. Show Human Recognition: To create a culture that truly values mental health, organizations need to reinforce supportive behaviors. Publicly recognize employees, managers, and leaders who go above and beyond to champion mental wellness - whether they organized a mindfulness workshop, shared their personal story, or supported a colleague through a tough time. Celebrate teams that embrace healthy practices like setting clear boundaries or taking mental health days. These shoutouts show that the organization walks the walk when it comes to prioritizing wellbeing. Encourage Human Responsibility: Employees need to feel empowered and encouraged to take responsibility for their own mental health. While organizations must provide accommodations and support, individuals are experts on their own needs and will be the drivers of their own wellness practices. Employers should provide ample education on mental health hygiene and coping strategies, and then trust employees to identify and utilize what works best for them. The goal is personal agency, not paternalism. Enable Human Routines: Predictable, health-promoting routines are vital for mental wellness. Organizations can enable human routines through policies like set work hours, meeting-free days, designated break times, and minimum PTO usage. Encouraging employees to establish their own personal routines, whether it's a daily meditation practice, midday walks, or family dinners, is also key. The more that supportive routines are built into the fabric of the workplace, the easier it will be for people to prioritize mental health. Provide Human Readiness: To set employees up for success when it comes to managing their mental health, robust education and skill-building is a must. This could include resilience workshops, stress management training, mental health first aid courses, or lunch-and-learns on topics like healthy communication or boundary setting. The key is ensuring these offerings are relevant, engaging, and accessible to all. Providing self-guided mental health resources like apps, videos, and articles also allows people to upskill at their own pace. Use Human Records Ethically: Data can be a powerful tool for understanding patterns in employee mental health needs and measuring the impact of wellbeing initiatives over time. However, it's critical that any data related to individuals' mental health information be collected, stored, and utilized ethically and confidentially. Anonymous employee surveys, aggregate EAP or benefits data, and company-wide engagement metrics can all point to areas of strength and opportunity. The key is using human records to better support people, never to target or penalize. Ensure diverse Human Representation: Employees need to see themselves represented in the leaders, decision-makers, and advocates shaping mental health strategy and practices. This means actively working to ensure diversity across dimensions like race, gender, LGBTQ+ identity, disability status, and age at all levels of the organization, and especially among those responsible for wellbeing initiatives. Diverse representation helps ensure that mental health resources and policies will be inclusive, relevant, and effective for all employees. Contact us today to learn how our Nuance Culture Survey and Nuance Culture Consulting teams can help you assess the mental health and wellbeing of your employees, develop programs and policies to foster a culture that ensures the mental health and wellbeing of your employees.

We at FIC Human Resource Partners are thrilled to see a trusted business media source like Inc. Magazine addressing the topic of permitted organizational cultures in their recent article titled " Want to Know How to Change a Company's Culture? Science Says First Focus on the Things Employees Are Allowed to Get Away With. " As culture consultants, we have recognized the importance of understanding the relationship between both intended and permitted cultures from our inception, at a time when few others in our field were discussing it. Our comprehensive consulting services have always gathered nuanced insights into intended and permitted cultures, not just at the macro-organizational level, but also misalignment of microcultures such as divisions, regions, cities, branches, departments and even individual teams. The Inc. article provides a great starting point for this crucial conversation. But having been involved in the work of identifying, understanding, and aligning permitted cultures with intended cultures for as long as we have, we know just how much more involved the process really is. Our Insights into Intended and Permitted Cultures An organization's intended culture refers to the explicitly communicated behaviors, values and expectations that leadership wants their culture to consist of.  These Intended culture elements are meant to shape the way employees approach their work, peer interactions, and manager-employee relationships. Intended culture is essentially the company's governing intentions for its culture. In contrast, the permitted culture is the organic, implicitly accepted reality of what day-to-day behaviors and interactions between colleagues and leaders are actually allowed. The permitted culture arises from what is tolerated in practice across the organization, even if certain elements conflict with the intended culture communicated in official policies and leadership proclamations. Misalignment between intended and permitted cultures can significantly impact employee wellbeing, performance, business opportunities and innovation. Examples of intended/permitted culture misalignments include: Intending a "speak up" culture of openness to feedback, but permitting managers to penalize employees who raise legitimate concerns. Intending to foster collaboration but permitting a cutthroat competitive environment of information hoarding. Intending to drive quality but permitting schedule pressures to force compromises on product standards. Intending to promote based on merit but permitting favoritism and a culture of managing up. Macro and microcultures also play a key role here. The macro-culture refers to the overall culture across an organization, whereas micro-cultures exist at levels like divisions, branches, and teams. Just as an ecosystem contains various micro-habitats, an organizational macro-culture contains many micro-cultures. Maintaining alignment of permitted cultures with intended cultures requires recognizing differences across micro-cultures and identifying the unique requirements necessary to align them with the organization's intended cultural values. We’ve Developed Culture Models to Better Understand Your Workplace Culture At FIC, we understand organizational culture is multifaceted and nuanced. Effectively aligning permitted cultures with intended cultures requires leveraging multiple models concurrently to develop a holistic understanding. While existing models provided a starting point, they were never designed to be used in an integrated fashion for the detailed cultural insights we aim to provide our clients. This led us to develop our own proprietary models and methods, such as the SIO Culture Model , The 9 Principles of Employee Care , and our Safety Culture Framework. The SIO Culture Model Our holistic view of organizational culture encompassing: Social Culture: Examines how employees experience and feel within the culture. Focuses on identity, diversity, equity, inclusion, belonging, authenticity, and psychological safety. Ideological Culture: Examines the values, principles, hierarchy, authority, communication, priorities, efficiency, and collaboration that underlie decision-making and organizational priorities. Operational Culture: Examines how work gets done and the outcomes of the organization's values, principles and priorities. Covers innovation, productivity, agility, ethics, community, and wellbeing. The 9 Principles of Employee Care Our framework for empowering employees by meeting core human needs at work: Human Relationships : Cultivating meaningful connections and fostering a sense of camaraderie among employees, encouraging collaboration and teamwork. Human Respect: Promoting a culture of respect and dignity, acknowledging, and appreciating the unique perspectives, backgrounds, and experiences of every employee. Human Relevance: Recognizing and valuing the individual skills, talents, and contributions of employees, creating opportunities for growth and development. Human Recognition: Implementing effective recognition and rewards programs to celebrate employee achievements and contributions, fostering a culture of appreciation and gratitude. Human Responsibility:   Encouraging accountability and ethical behavior, nurturing a culture of trust and integrity within the organization. Human Routines: Designing work processes and routines that prioritize employee well-being, promote work-life balance, and mitigate burnout. Human Readiness: Providing employees with the necessary skills, resources, and support to excel in their roles, fostering a culture of continuous learning and adaptability. Human Records: Ensuring ethical, accurate, and transparent record-keeping and use practices, protecting employee data and privacy, and maintaining fair and consistent HR policies. Human Representation:   Promoting diversity, equity, and inclusion at all levels of the organization, ensuring that every employee feels represented and valued. Safety Culture Framework Our model for fostering a robust safety culture across four key dimensions: Organizational Commitment: The extent to which safety is prioritized and integrated into overall strategy, goals and values. Management and Communication: How safety is managed and communicated at the facility level. Practices and Performance: The integration of safety into daily operations and practices within departments. Individual Understanding and Adherence: The safety knowledge, skills and behaviors of each employee. Culture Measurement Is Necessary to Align Permitted Cultures with Intended Cultures Aligning Permitted cultures with Intended cultures requires understanding your culture at every level and across the entire employee lifecycle. That's why we've developed a suite of powerful diagnostic tools building upon our core culture frameworks: Organizational Culture Quality Assessment (OCQA): Our comprehensive annual survey provides an employee-based, holistic view of your culture across social, ideological and operational dimensions. Leveraging our SIO Culture Model, the OCQA surfaces permitted culture realities and macro-micro misalignments. Employee Care Survey:  A targeted annual assessment benchmarking your culture against our 9 Principles. Administered anonymously, the survey gathers candid employee feedback to identify experience gaps across groups and monitor year-over-year progress. Engagement and Pulse Surveys: Augmented with key questions from our OCQA, Employee Care, Safety Culture, and Mattering Surveys, these enable tracking of cultural metrics tied to employee engagement. Pulse surveys provide quick progress checks on initiatives and emerging trends between annual assessments. Quality of Hire Survey: This survey gathers crucial insights from both managers and new hires at the 90-day and 6-month marks. It assesses recruitment effectiveness, onboarding, role alignment and support to optimize hiring and nourish long-term employee success. Exit Survey: Our Exit Survey combines standard exit questions with elements of our OCQA and Employee Care surveys. Contrasted with onboarding insights, this illuminates cultural factors behind turnover to focus retention efforts. Linking data across these tools provides powerful clarity on your cultural health, culture alignments, and employee experience throughout their journey. The result - holistic, actionable insights to embed cultural best practices for sustainable success. Aligning Permitted Cultures with Intended Cultures Requires Expert Guidance Assessing culture is just the starting point – aligning your permitted culture with your intended culture requires an experienced guide. Our Nuance Culture Consulting brings together all our proprietary tools and models with a comprehensive change management approach. Leveraging our AIDE framework (Assess, Interview, Develop, Engage), we partner with you closely to: Assess:   Shifting cultures requires precision. That’s why we administer a comprehensive culture assessment survey that combines our Organizational Culture Quality Assessment, Employee Care, Safety Culture, and Mattering surveys. This comprehensive survey dives deep into your organization’s culture, examining the Social, Ideological, and Operational dimensions of the SIO Model and your ability to deliver on the 9 Principles of Employee Care. The result? A roadmap that reveals misalignments, inclusion barriers, and untapped potential. Consider it your cultural GPS. Interview:   Numbers only tell part of the story. Our approach goes beyond data. We engage in extensive qualitative interviews—from leadership, where we seek to understand your intended culture, to employees where we seek to dive deeper into the context and realities behind the trends and misalignments identified in the comprehensive culture survey. We listen, learn, and uncover the nuances that matter leading to actionable recommendations. Develop:   Turning insights into impact—that’s our sweet spot. We craft focused action plans that address microculture misalignments bringing them into alignment with the intended culture. From policy enhancements to training and development, we’re all about creating a level playing field. As each microculture comes into alignment with your intended culture you will see culture improvement at the macro-organizational level. Engage:   Transformation isn’t a solo act. Our team works with you to implement culture improvements. We oversee the rollout of initiatives through project management, tracking engagement levels, and gathering continuous feedback via pulse surveys. But it doesn’t stop there. We provide ongoing support for your culture working teams, facilitating training and coaching. With targeted offerings like DEI strategy, pay equity audits, and accessibility reviews, we meet you where you are on your culture journey. Our consultants work with you every step of the way to align your permitted cultures with your intended culture. This hands-on collaborative process cements lasting culture improvements tied directly to your strategic goals. And yes, progress is quantified—we follow up with annual organizational culture assessments. The Takeaway Organizational culture is not a "set it and forget it" proposition. It requires active stewardship, human-centric design, and a nuanced approach to uncovering and aligning the intended and permitted cultural realities.  Nor does culture improvement happen on its own. It requires deep understanding, intentional and informed effort.  Organizational culture must be managed and nurtured. At FIC Human Resources Partners, culture is our passion and our craft. With models like SIO and the 9 Principles of Employee Care, diagnostics like OCQA, and our proven AIDE consulting framework, we stand ready to be your partners in building an aligned culture that empowers your people and drives your success. Contact us for help aligning your permitted culture with your intended culture.

When it comes to non-profit and community benefit organizations, trust stands as a cornerstone of success, sustainability, and impact. These organizations, dedicated to serving the public good, rely heavily on the confidence and support of various stakeholders, from donors and volunteers to the communities they serve. FIC Human Resource Partners regularly works with non-profits and has identified insights into the multifaceted importance of trust for these organizations, exploring how it influences every aspect of their operations and effectiveness. For non-profit and community benefit organizations, trust is not just a nice-to-have asset; it is a strategic imperative that influences every aspect of their operations and impact. From fundraising and volunteer engagement to program effectiveness and long-term sustainability, trust acts as a force multiplier, enhancing an organization's ability to fulfill its mission. In an era of increasing scrutiny and competition for resources, organizations that prioritize building and maintaining trust will find themselves better positioned to navigate challenges, seize opportunities, and create lasting positive change in the communities they serve. The journey to building trust is ongoing and requires consistent effort, transparency, and a genuine commitment to ethical practices and mission fulfillment. By recognizing trust as a core value and strategic priority, non-profit and community benefit organizations can enhance their impact, ensuring that they not only survive but thrive in their noble pursuits of social good. Trust: The Foundation of Relationships Donor Trust: The Lifeblood of Non-Profits At the heart of every non-profit's ability to function lies its relationship with donors. Trust is the invisible yet powerful force that compels individuals, corporations, and foundations to part with their resources for a cause. When donors trust an organization, they are not merely giving money; they are investing in a vision and a promise of positive change. Consider the case of the American Red Cross, which faced a crisis of trust following Hurricane Katrina in 2005. Allegations of mismanagement of funds led to a significant drop in donations. The organization's subsequent efforts to rebuild trust through increased transparency and accountability demonstrate the direct link between trust and financial support. Community Trust: The Key to Effective Service For community benefit organizations, the trust of those they serve is paramount. When communities believe in an organization's mission and methods, they are more likely to participate in programs, provide crucial feedback, and become advocates for the cause. The success of community health initiatives, for instance, often hinges on trust. The Harlem Children's Zone in New York City has achieved remarkable results in education and health outcomes largely due to the deep trust it has built within the community over decades of consistent, transparent, and effective work. Funding and Sustainability The Trust-Donation Nexus Trust is not just about attracting donations; it's about sustaining them. Organizations that consistently demonstrate trustworthiness through transparent reporting, efficient use of resources, and measurable impact are more likely to retain donors and attract larger contributions over time. The GuideStar Seal of Transparency is a prime example of how trust translates into funding. Non-profits that earn this seal by providing comprehensive information about their finances and impact often report increased donations and grant opportunities. Grants and Institutional Funding For many non-profits, grants from foundations and government agencies form a significant portion of their funding. These institutions have rigorous vetting processes and ongoing reporting requirements. An organization's track record of trustworthiness, often demonstrated through financial audits, program evaluations, and governance practices, can be the deciding factor in securing these crucial funds. Volunteering and Engagement The Volunteer-Trust Relationship Volunteers are the heroes of the non-profit world, providing invaluable labor and expertise. Trust plays a dual role here: volunteers must trust the organization to use their time effectively, and organizations must trust volunteers with responsibilities that directly impact their mission. Organizations like Habitat for Humanity have built global networks of volunteers based on a foundation of trust. Their transparent model, where volunteers can see the direct impact of their work, has been key to their ability to mobilize large numbers of people for their cause. Community Involvement and Program Efficacy Trust is a precursor to genuine community involvement. When community members trust an organization, they are more likely to participate in programs, provide honest feedback, and become active partners in achieving the organization's goals. The success of micro-finance initiatives in developing countries, such as those pioneered by the Grameen Bank, hinges on trust within communities. These programs work because community members trust each other and the organizing body to honor commitments and work towards collective betterment. Reputation Management The Currency of Public Image In the non-profit sector, reputation is currency. A trustworthy reputation attracts not only donations and volunteers but also media attention, partnerships, and political support. Conversely, a breach of trust can have devastating consequences, undermining years of work in an instant. The importance of reputation is exemplified by organizations like Charity: Water, which has built its brand on radical transparency. By allowing donors to track their contributions to specific projects and see the real-world impact, they've created a model of trust that enhances their reputation and ability to attract support. Weathering Storms: Trust as a Buffer When crises occur — whether due to external factors or internal missteps — the trust an organization has built acts as a buffer. Stakeholders who trust an organization are more likely to give it the benefit of the doubt and support it through difficult times. The United Way's recovery from a financial scandal in the early 1990s demonstrates how a reservoir of trust can help an organization rebuild. Despite significant damage to its reputation, the organization's long history of community impact and subsequent transparency efforts allowed it to regain donor confidence over time. Effective Partnerships Trust as the Bedrock of Collaboration In an increasingly interconnected world, non-profits often need to collaborate with other organizations, businesses, and government entities to achieve their goals. Trust is the lubricant that makes these partnerships work smoothly. The success of global health initiatives, such as the campaign to eradicate polio, relies on trust-based partnerships between organizations like the WHO, Rotary International, and local health authorities in various countries. Without trust, such complex, multi-stakeholder efforts would be impossible to coordinate and execute. The Network Effect of Trust Organizations that consistently demonstrate trustworthiness find it easier to build and maintain networks. These networks can provide access to resources, expertise, and opportunities that significantly enhance an organization's capacity to fulfill its mission. The growth of social enterprise networks, like the Schwab Foundation for Social Entrepreneurship, illustrates how trust-based connections can amplify impact. By vetting and connecting trustworthy social entrepreneurs, these networks create ecosystems of support and innovation. Accountability and Transparency The Virtuous Cycle of Operational Integrity Trust is both an input and an output of strong accountability and transparency practices. Organizations that prioritize these values create a virtuous cycle: transparency builds trust, which in turn motivates even greater transparency. The emergence of platforms like CharityNavigator and the aforementioned GuideStar has pushed non-profits towards greater transparency. Organizations that embrace this trend often find that openness about their operations, including admitting to failures and lessons learned, actually enhances stakeholder trust. Stakeholder Confidence and Engagement When stakeholders trust an organization's decision-making processes and financial management, they are more likely to engage deeply with its mission. This engagement can take many forms, from more frequent donations to advocacy on behalf of the organization. The success of crowdfunding platforms for non-profits, such as GlobalGiving, is predicated on creating transparent connections between donors and projects. By allowing donors to choose specific projects and receive updates on their impact, these platforms build trust that encourages ongoing engagement. Program Effectiveness Trust as a Catalyst for Implementation Trust can significantly reduce friction in program implementation. When communities trust an organization, they are more likely to participate in programs, follow recommendations, and provide access to necessary resources or information. Public health campaigns, such as vaccination drives, vividly illustrate this principle. In communities where health organizations have built trust, vaccination rates tend to be higher, and misinformation is less likely to take hold. The Feedback Loop of Improvement Trustworthy organizations create environments where honest feedback is valued and acted upon. This feedback is crucial for the continuous improvement of programs and services. Organizations like Acumen Fund have built trust-based models of impact investment in developing countries. By fostering open communication with the communities they serve and the social enterprises they support, they create feedback loops that lead to more effective interventions over time. Measuring Trust: A Necessity for Growth Given the central role of trust in the success of non-profit and community benefit organizations, measuring and monitoring trust levels becomes a critical task. Here are some key approaches: Regular Stakeholder Surveys : Implementing annual or bi-annual surveys that specifically assess trust levels among different stakeholder groups (donors, volunteers, beneficiaries, partners) can provide valuable insights. Transparency Reporting : Publishing regular, comprehensive reports on financials, program outcomes, and organizational challenges demonstrates a commitment to transparency and allows stakeholders to gauge trustworthiness. Independent Audits : Regular financial and operational audits by reputable third parties provide objective assessments that can bolster stakeholder confidence. Engagement Metrics : Tracking metrics such as volunteer retention rates, donor loyalty, and community participation in programs can serve as proxy indicators for trust levels. Feedback Mechanisms : Implementing robust systems for collecting and responding to feedback, such as suggestion boxes, community meetings, or digital platforms, can help organizations stay attuned to trust issues as they arise. Social Media Sentiment Analysis : Monitoring social media conversations and sentiment around the organization can provide real-time insights into public perceptions and trust levels. Partnership Assessments : Regular check-ins with partner organizations to assess the health of collaborations can provide valuable data on trust within professional networks. FIC Human Resource Partners' Methodology Given the central role of trust in the success of non-profit and community benefit organizations, measuring and monitoring trust levels becomes a critical task. FIC Human Resource Partners’ method for quantifying trust is through the use of Trust Scores.  Similar to the Net Promoter Score (NPS) used by businesses to gauge customer loyalty and satisfaction, trust scores allow us to harness stakeholder sentiments to determine the amount of trust an organization has earned. Calculating Trust Scores Trust Scores are calculated using a formula that asks community members and other stakeholders to rate their level of trust in an organization on a scale of 0-10. The trust score can range from -100 (if all respondents are untrusting) to +100 (if all respondents are trusting). A score above 0 indicates that more people trust an organization than those who distrust it, while a negative score indicates the opposite. Weighting Trust Scores To provide a more accurate assessment of trust, it's important to recognize that different stakeholder groups may have varying levels of knowledge, experience, and perception of the organization. Simple Weighted Trust Score Calculation For simple calculation of trust scores the two key groups to consider are: Service Recipients:  Individuals who have directly benefited from the organization's programs, services, or support. Aware Individuals:  People who are aware of the organization but have not directly received services or support. To account for these differences, separate Trust Scores are calculated for each group and then combined into a Weighted Trust Score. The weighting values are: Service Recipients: 0.7 Aware Individuals: 0.3 The Weighted Trust Score is calculated as follows: Weighted Trust Score = (Service Recipient Trust Score × 0.7) + (Aware Individual Trust Score × 0.3) This weighted approach offers several benefits: It accounts for different perspectives between those who have direct experience with the organization and those who don't. It reduces the impact of extreme ratings from Aware Individuals who may have limited personal experience. It provides a more comprehensive assessment of trust in the organization. It allows for targeted improvements by identifying differences between Service Recipient and Aware Individual scores. This method of calculating trust scores is good for small, local, or new organizations that are relying primarily on small community donations.  These organizations may have several larger doners, but the small quantity of these donors makes it difficult to achieve statistically meaningful impact on overall trust.  The independent score can still be useful in predicting the likelihood of recurring or increased donations among this group but may not yet reflect an accurate assessment of trust on a wider scale. Robust Weighted Trust Score Calculation For a robust Trust Score Calculation there are three key groups to consider are: Service Recipients:  Individuals who have directly benefited from the organization's programs, services, or support. Organizational Funders: Organizations and individuals who offer financial support through grants, donations, and sponsorships. Aware Individuals:  People who are aware of the organization but have not directly received services or support. To account for these differences, separate Trust Scores are calculated for each group and then combined into a Weighted Trust Score. The weighting values are: Service Recipients: 0.4 Organizational Funders: 0.4 Aware Individuals: 0.2 The Weighted Trust Score is calculated as follows: Weighted Trust Score = (Service Recipient Trust Score × 0.4) + (Organizational Funder Trust Score × 0.4) + (Aware Individual Trust Score × 0.2) This weighted approach has the additional benefit of reflecting the importance of both service recipients and funders to the organization's success and sustainability. The balanced weight between Service Recipients and Organizational Funders reflects the importance of having the trust of these two groups. Without trust among funders, the organization cannot secure the financial resources necessary to fund its mission and programs. If service recipients don't trust an organization, they will stop utilizing its services and may begin spreading detrimental sentiments throughout the community. This can ultimately impact the organization's ability to raise funds and engage the public meaningfully. The inclusion of Aware Individuals (with a weight of 0.2) ensures that public perception is also factored into the overall trust score, albeit with less emphasis than the two primary stakeholder groups. By using this weighted approach, established nonprofits with a significant number of Organizational funders can gain a nuanced understanding of their trust levels across the various stakeholder groups. This insight can guide strategic decision-making, help prioritize trust-building efforts, and ensure a balanced focus on maintaining strong relationships with both those they serve and those who support their work financially. Understanding Trust Scores Negative Trust Scores When a nonprofit's trust score dips into negative territory, it can have severe consequences for the organization's reputation, funding, and ability to carry out its mission. Understanding the causes and implications of negative trust scores is crucial for nonprofits to address issues and rebuild trust effectively. Causes of Negative Trust Scores Lack of Transparency and Accountability: Failure to openly communicate about fund usage, decision-making processes, and impact measurement can erode trust. Misuse of Funds or Resources:  Any perceived misuse of donations, grants, or resources for purposes outside the stated mission can severely damage trust. Failure to Deliver on Promises or Meet Expectations: Not providing promised services, falling short of announced goals, or failing to meet quality standards can break trust. Negative Publicity or Scandals:  High-profile scandals or controversies can quickly erode trust, even if the organization is not directly at fault. Impact of Negative Trust Scores Loss of Donor Support: Donors are less likely to continue financial support as trust erodes. Difficulty Attracting Volunteers and Staff: Organizations may struggle to attract and retain qualified personnel. Reputational Damage:  Negative perceptions can spread quickly, especially in the age of social media. Decreased Ability to Serve Constituents:  As resources and support dwindle, the organization's ability to advance its mission is diminished. The Effort Required to Rebuild Trust The level of effort required to rebuild trust depends on the severity of the negative trust score: -1 to -24:  Trust has been somewhat eroded but not severely damaged. Proactive steps over several months can likely restore trust. -25 to -49:  Trust has been significantly damaged. Rebuilding will require a concerted effort over 6-12 months or more, with full transparency and decisive action. -50 to -74:  Trust has been severely undermined. Recovery will likely take several years and may require fundamental shifts in the organization's culture, leadership, and operations. -75 to -100:  There has been a complete breakdown of trust. Rebuilding will require a herculean effort over several years, potentially involving a complete overhaul of leadership, mission, and operations. Positive Trust Scores A positive trust score indicates that a nonprofit has earned the confidence and support of its stakeholders, positioning it for sustained success in advancing its mission. Understanding the implications of positive trust scores can help organizations leverage this asset effectively. Implications of Positive Trust Scores Increased Donor Loyalty and Support:  High trust scores often lead to stronger, lasting relationships with donors, including consistent giving and larger contributions. Enhanced Ability to Attract New Supporters:  A positive trust score can serve as a powerful marketing tool, attracting new donors, volunteers, and community partners. Greater Resilience in Times of Crisis:  Organizations with a strong foundation of trust are better positioned to weather challenges such as economic downturns or leadership transitions. Increased Influence and Impact: Trusted nonprofits often have a greater voice in shaping public discourse and policy related to their mission. Strategies for Maintaining and Building Trust Prioritize Transparency:  Regularly share information about financials, decision-making processes, and impact. Demonstrate Accountability:  Maintain robust internal controls, audits, and oversight mechanisms. Engage Stakeholders Authentically:  Actively seek input and involvement from donors, volunteers, and served communities. Communicate Impact: Consistently share stories, data, and examples that illustrate the tangible difference the organization is making. Invest in Relationships:  Cultivate strong, personal connections with key stakeholders. Sustaining Trust: An Ongoing Commitment Maintaining a positive trust score requires ongoing effort and commitment. The level of effort required depends on the trust score range: +1 to +24:  Focus on consistently implementing trust-building strategies, with emphasis on transparency, accountability, and stakeholder engagement. +25 to +49:  In addition to ongoing strategies, look for opportunities to deepen relationships with key supporters and explore innovative ways to expand impact and reach. +50 to +74:  Continue to excel in all areas of trust-building while using influence and credibility to drive systemic change and collaborate with other high-performing organizations. +75 to +100:  Maintain excellence in trust-building while leveraging the organization's position to drive significant systemic change and industry leadership.

The specifics of what to include in a job offer letter will vary based on the company, the expectations for the role and details regarding the candidate. That said, it can still help to read about suggestions regarding what you should put in your job offer letter. Below are a handful of elements that can be smart to include in an offer letter regardless of the job being offered. Job title and description State the official title the candidate will hold as an employee. Provide a description of the job, including a concise overview of the job duties. Keep in mind that you do not have to list every single work duty. Simply summarize the most crucial duties and make it clear that the job duties you've included do not represent all the responsibilities of the position. Key dates Provide the expected date the candidate will begin working for your company. You can include other critical dates, like the date of a new-hire orientation meeting. You can also include an expiration date for the offer letter so the candidate knows how long they have to think about the job offer before they either accept or reject it. Including an expiration date is also a good idea because it gives you time to either negotiate with the candidate or switch gears and extend the job offer to someone else if the initial candidate turns down the job offer. Reporting structure State the name and job title of the person whom the candidate will report to directly. This will familiarize the candidate with someone in the company to whom they can turn with questions or concerns. Work schedule and location Clarify whether the position is full or part time. Include the work schedule the candidate can expect to have to adhere to, such as a start time of 8 a.m. and a stop time of 5 p.m. Also, specify the expected work location, whether it's remotely for work-from-home positions or in the office for positions that require in-person attendance. If you are offering a position that entails hybrid work, make sure you identify which days the employee will be expected to work from the office and which days they should telecommute. Be sure to also indicate whether either of these conditions is subject to change. Exempt or nonexempt classification You will need to properly classify the new hire as either exempt or nonexempt, which is a requirement mandated by federal, if not state, law. If the position is exempt, the offer letter should state that the employee is not eligible for overtime. If the position is nonexempt, the offer letter should include that the employee will be eligible for overtime as long as it is a benefit offered by the company. Take a moment to explain to candidates applying for nonexempt positions that they will need to record their work hours within your company's timekeeping system. Compensation State the pay the employee will receive and whether they can expect either an hourly wage or a salary. Include the pay frequency as well, which will typically be weekly, biweekly or semimonthly. For salaried employees, you can include both the annualized and pay period salary amounts in the job offer letter. Mention that the pay is subject to change based on various factors, such as the outcome of a performance evaluation. Additionally, describe the benefits the employee will be eligible for, like health insurance, a 401(k) plan and paid time off. You can also include applicable bonuses and commissions. At-will employment Include an at-will employment clause to emphasize to the candidate that employment can be terminated by either the employer or the employee at any time and for any legal reason. Applicable contingencies Describe the contingencies surrounding the offer, such as the need for the candidate to pass a background check, a drug test, a reference check and an employment authorization check. The offer letter should also include confidentiality or employment agreements the new hire will need to sign prior to officially becoming an employee of the company. Finally, keep in mind that there may be other state and federal regulations that will affect what you can and cannot say in an employment offer letter. Make sure you look into these, and always treat job offer letters seriously. FIC Human Resource Partners' Nuance Workforce Solutions is here to assist with your organizations' recruiting and onboarding needs. Signup for the newsletter

Human resources, employee benefits and payroll functions are separate yet intertwined, and checklists are essential to staying on top of your responsibilities for each one. Below are examples of what might be included in these checklists. Human resource management checklist HR department plan: Lays out the structure and operation of your human resources department. Recruiting and onboarding: Open positions, job descriptions, job postings, sourcing, interviewing, offer letters, hiring, employee handbook and new-hire training. Compensation: Salary or pay range for each position, expense reimbursements and incentive pay (e.g., bonuses, stock options, gifts and awards). Performance management: Employee performance evaluations, pay increases, pay adjustments, promotions, demotions, transfers and disciplinary actions. Employee development: Coaching, mentoring, individual development plans, ongoing training, cross training and succession planning. Health and safety: Ensuring that the workplace is free of health and safety hazards. Employee termination: The process for offboarding employees. HR internal controls and audit procedures. Take note of the federal, state and local laws that apply to each HR activity, including anti-discrimination regulations. Employee benefits management checklist Mandatory benefits: Workers' compensation, unemployment insurance, FMLA leave, paid sick leave and state disability insurance. Voluntary benefits: Paid and unpaid time off, health insurance, 401(k), health flexible spending account, health savings account, health reimbursement arrangement, dependent care assistance plan and commuter benefits. Eligibility and participation rules for each benefit program. Benefit enrollment for new hires, open enrollment for existing employees, and benefit continuation or termination for separated employees. Disclosures to plan participants: Summary plan descriptions, summaries of material modifications, annual funding notices, etc. Benefits compliance: Written plan document, Form 5500 reporting, 401(k) nondiscrimination testing, etc. Benefits internal controls and audit procedures. Take note of the federal, state and local laws that apply to each benefit activity, such as the ACA, IRC, ERISA, COBRA and EEO regulations. Payroll Management Checklist Timekeeping system and procedures for employees. Preprocessing payroll duties: Salaries, hourly rates, direct deposit forms, Form W-4s, state tax withholding forms, adjustments to employees' time, etc. Payroll processing for new hires, existing employees and terminated employees. Verification of gross-to-net calculations before issuing paychecks. Double-check salaries, hourly wages, overtime pay, commissions, bonuses, mandatory and voluntary deductions, expense reimbursements, etc. Payroll tax compliance: Withholding taxes from employees' wages, depositing employee and employer payroll taxes, filing payroll tax reports and processing Form W-2s. Payroll recordkeeping for nonexempt and exempt employees. Payroll reconciliation and accounting to ensure accurate payroll transactions and general ledger entries. Payroll internal controls and audit procedures. Take note of the federal, state and local laws that apply to each payroll activity, such as minimum wage, overtime, child labor, garnishment, pay stubs, final pay and tax regulations. Keep in mind that these checklists are only examples. The details of your HR, benefits and payroll checklists will depend on your unique business structure and requirements. Reach out to FIC Human Resource Partners' Nuance Workforce Solutions to help your organization manage and maintain all of its HR needs. Signup for the newsletter

Running a small business comes with its fair share of challenges. From managing day-to-day operations to attracting and retaining talented employees, small business owners have a lot on their plate. One crucial aspect that requires careful consideration is providing healthcare benefits to employees. While individual health insurance plans are an option, group health insurance plans tailored for small businesses can offer significant advantages. In this article, we will delve into group health insurance plans, exploring what small business owners should know. What is Group Health Insurance? Group health insurance is a type of insurance coverage that employers provide to a group of individuals, typically employees and their dependents. It offers a collective health coverage, pooling resources to provide comprehensive healthcare benefits to employees at a lower cost compared to individual plans. For small businesses, group health insurance can be a valuable tool to attract and retain talent. This becomes especially important in a competitive job market where employees seek not only a competitive salary but also quality benefits. How Does Group Health Insurance Work? Group health insurance works by pooling the risk and resources of a group of individuals, often employees of a company or members of an organization. Here's how it typically works: 1. Group Formation A small business or organization decides to offer group health insurance to its employees or members. The group must meet certain eligibility criteria set by the insurance provider, such as a minimum number of participants. 2. Plan Selection The business or organization works with an insurance broker or consultant to select a group health insurance plan that meets their needs. They consider important factors, such as coverage options, cost, network of healthcare providers, and compliance requirements. 3. Premiums The employer and employees share the cost of premiums. The employer typically pays a portion of the premium, while employees contribute through payroll deductions or other agreed-upon arrangements. The premium amount is determined based on factors like number of participants, age demographics, and the chosen coverage options. 4. Enrollment Once the group health insurance plan is chosen, eligible employees or group members are provided with enrollment materials. They have a specific enrollment period during which they can choose to enroll themselves and their eligible dependents in the plan. 5. Coverage and Benefits Once enrolled, participants gain access to the healthcare benefits outlined in the group health insurance plan. These benefits may include preventive care, hospitalization, prescription medications, specialist visits, and more. The specific coverage and benefits can vary depending on the plan and any additional options chosen by the employer. 6. Network of Providers Group health insurance plans often have a network of preferred healthcare providers. Participants are encouraged to seek care from providers within the network, as they have negotiated contracts and pricing agreements with the insurance carrier. However, some plans may also offer out-of-network coverage, although with higher out-of-pocket costs for participants. 7. Claims and Administration When a participant receives medical services covered by the plan, the healthcare provider submits a claim to the insurance carrier for reimbursement. The carrier processes the claim and pays the healthcare provider according to the terms of the plan. The insurance carrier also handles administrative tasks, such as member communication, customer service, and managing the plan's financial aspects. Advantages of Group Health Insurance Plans for Small Businesses There are several benefits for small businesses that use group health insurance plans. Here are some key advantages: 1. Cost Savings One of the primary benefits of group health insurance plans is cost savings. By purchasing coverage for a group of employees, small businesses can often negotiate lower premium rates. Additionally, the cost of premiums is shared between the employer and the employees, making it more affordable for everyone involved. 2. Attracting and Retaining Talent In a competitive job market, offering robust healthcare benefits can be a key factor in attracting and retaining top talent. Group health insurance plans provide employees with access to quality healthcare services, which can enhance job satisfaction and loyalty. 3. Tax Incentives Small businesses may be eligible for certain tax incentives when offering group health insurance plans to their employees. These incentives can help offset the cost of providing healthcare benefits, making it more financially viable for small business owners. Common Group Health Insurance Plans Group health insurance typically has different plan options to accommodate the diverse needs of small businesses and their employees. Here are some common types of group health insurance plans: 1. Health Maintenance Organization (HMO) Plans HMO plans require participants to choose a primary care physician (PCP) who acts as a gatekeeper for all healthcare services. Referrals from the PCP are needed to see specialists. HMO plans typically have a network of healthcare providers, and participants must receive care within the network, except in emergencies. 2. Preferred Provider Organization (PPO) Plans PPO plans offer more flexibility in choosing healthcare providers. Participants can see any provider they choose, but there are financial incentives to use in-network providers. PPO plans do not require referrals to see specialists, allowing participants to seek specialized care without prior approval. 3. Exclusive Provider Organization (EPO) Plans EPO plans are a hybrid between HMO and PPO plans. Like HMOs, EPO plans usually require participants to use in-network providers, but they do not require referrals to see specialists. However, unlike PPO plans, EPO plans generally do not provide any out-of-network coverage, except in emergencies. 4. Point of Service (POS) Plans POS plans combine features of HMO and PPO plans. Participants have the option to choose a primary care physician within the network and require referrals for specialist care. However, POS plans also offer some out-of-network coverage, but at a higher out-of-pocket cost to participants. Choosing the Right Plan Selecting the right group health insurance plan for your small business requires careful consideration. Factors like budget, the needs of your employees, and the network of healthcare providers should all be taken into account. Within each plan type, there can be variations in coverage levels, deductibles, co-pays, and other plan details. This is why you need a Professional Employer Organization to help you navigate the complexities of different plan options and make an informed decision. Conclusion Group health insurance plans can provide your small business with an effective means of offering comprehensive healthcare benefits to your employees. In today's fiercely competitive job market, your benefits package can be the deciding factor for top talent. Don't leave it to chance. Let the professionals at FIC Human Resource Partners' Nuance Workforce Solutions handle it for you. Our team of experts is here to provide you with a wide range of HR and outsourcing solutions tailored to your needs. Contact FIC Human Resource Partners today to discover how our services can fuel the success of your company. Signup for the Newsletter

Self-service platforms let employees view and manage certain HR and payroll tasks themselves, which eases pressure on the HR or payroll team. Studies show that the vast majority of employers offer self-service HR or payroll. In National Payroll Week's 2020 "Getting Paid in America" survey, 84.45% of employees said their employer provides a self-service platform that lets them access their pay and benefits information online. Some employers, especially large corporations, may need advanced HR or payroll self-service solutions. Other employers may get by with a rudimentary platform that delivers the basics. For many employers, the following five features are essential. 1. Personal information Employees can update their: Name. Marital status. Home address. Mailing address. Phone number. Email address. Emergency contacts. 2. Payroll Employees can: Add, change or discontinue direct deposit. Review paycheck information such as gross wages, tax deductions, voluntary deductions and net pay. Print pay stubs. Update tax withholding forms, including Form W-4. There may be restrictions on submitting certain state tax information, depending on the system. Print Form W-2s. Add or change voluntary deductions. 3. Employee benefits Employees can: Enroll in benefit plans during onboarding. Add or change benefit options during open enrollment. Manage benefits year-round. Access benefits notices and documents. Receive updates on critical benefits information. 4. Time and attendance Employees can: View PTO balances. Send time-off requests to managers or supervisors. View work schedules. Update work availability. Punch in and out remotely. Check timecard data. 5. Manager self-service Managers and supervisors can: Review, edit and approve timecards. Conduct scheduling tasks. Approve or deny time-off requests. Manage salary and performance reviews. Establish performance targets. Maintain employee morale via event notifications (e.g., birthdays and anniversaries). Access information on active and inactive employees. Run workforce-related reports, such as attendance, PTO accruals and labor expenses. HR and payroll self-service best practices Identify the self-service needs specific to your organization and workforce. Understand all the cost factors that go into acquiring a self-service platform. Find a technology vendor that aligns with your self-service needs. Most payroll providers include access to a self-service portal in their services, though features vary by provider. If you perform payroll in-house, make sure your HR and payroll technology is compatible with your self-service requirements. Aim for a solution that is easy to use and enables mobile access 24/7. Be aware of any limitations that come with the self-service technology. Educate employees on the benefits of using the self-service tool. This is vital to increasing utilization and stopping employees from unnecessarily relying on the HR and payroll teams. Train employees on how to use the system correctly and where to go for help. Lastly, choose a vendor that offers well-designed training resources and dependable customer service. FIC Human Resource Partners' Nuance Workforce Solutions can help your organization determine which features are most important for your HR self-service platform. Signup for the Newsletter

As your company grows and evolves, so do the human resource needs of the organization. While small businesses may be able to manage their HR functions in-house, mid-sized and larger companies often find it necessary to outsource these functions to a third-party HR provider. But how do you know when it's time to outsource your HR functions? In this article, we'll explore some of the signs that it's time to consider outsourcing. 1. Lack of HR Expertise One of the most compelling reasons to outsource HR is a lack of in-house expertise. As your company grows, you may find that your HR team is struggling to keep up with the demands of managing a larger workforce. By outsourcing, you can tap into the expertise of HR professionals who have the knowledge and experience to handle a wide range of HR functions, from recruitment and onboarding to employee relations and compliance. Outsourcing your HR functions can also provide you with access to advanced HR technologies and tools that you may not be able to afford. This can include HR software for managing employee data and performance, benefits administration software, time-tracking tools, payroll software, and compliance-tracking tools. These technologies can help streamline your HR operations and make them more efficient and effective. 2. Compliance Concerns Employment laws and regulations are constantly evolving, and it can be challenging, particularly for small businesses that do not have a dedicated HR team, to stay up-to-date with the latest changes. Regardless of the size of your business, dealing with noncompliance can lead to costly penalties and legal fees, not to mention damage to your company's reputation. When compliance issues become a challenge to manage, it could be a clear indication that outsourcing your HR functions is necessary. An experienced HR outsourcing firm can help ensure that your business stays compliant with all applicable laws and regulations, reducing the risk of costly municipal fines, state penalties, or legal action. HR outsourcing providers can also provide you with access to compliance expertise and resources. They can help you understand complex regulations and provide guidance on how to stay compliant. In addition, they may provide you with compliance-related training and tools to help you manage compliance risks more effectively. 3. Time Constraints Small business owners likely wear many hats and have limited time to devote to HR functions. However, HR is a critical part of any business, and neglecting it can lead to compliance risks, employee dissatisfaction and ultimately impact the success of your business. If you're struggling to find time to manage your HR functions, it's a sign that you need to outsource your HR functions. By outsourcing your HR functions to an experienced HR outsourcing provider, you can free up time to focus on other critical aspects of your business, such as sales and marketing, product development, and customer service. An HR outsourcing provider can handle a wide range of HR functions, including recruitment and staffing, payroll processing, employee benefits administration, compliance management, and employee relations. By delegating these tasks to an experienced HR professional, you can focus on other critical aspects of your business. 4. Limited Resources Small businesses often have limited resources, including budgets and staff. Managing HR functions in-house can be a drain on these resources, as it requires a dedicated team to handle various tasks, such as recruiting, hiring, training, benefits administration, and payroll. If you discover that you don't have the resources to manage your HR functions effectively, it's a sign that you need to outsource your HR. Outsourcing your HR functions ultimately allows you to allocate more resources to core business activities like product development, customer service, and sales and marketing. 5. High Turnover Rates High employee turnover can be a significant challenge for businesses, both in terms of cost and productivity. Turnover can be caused by a variety of factors, including poor management, lack of employee engagement, inadequate compensation and benefits, and inadequate training and development. High turnover rates can be a sign that your HR functions are not meeting the needs of your employees. By outsourcing HR, you can work with professionals who have the expertise to create effective retention strategies, including employee engagement programs, training and development initiatives, and career advancement opportunities. Partnering with an HR outsourcing provider can also help you stay up-to-date with the latest HR trends and best practices related to employee retention. An experienced HR outsourcing provider can help you benchmark your retention efforts against industry standards and provide guidance on how to improve your retention rates. 6. Inefficiencies and Inconsistencies HR functions are critical to the success of any company, as they manage employee-related processes, such as recruitment, onboarding, performance management, and payroll. If these processes are not efficient, they can lead to significant problems and negatively impact your organization's overall performance. For instance, a delay in hiring due to a slow recruitment process could result in missed business opportunities. Also, inconsistent application of policies can create confusion and frustration among employees. If one employee is given a different set of benefits than another employee who has the same job title and amount of experience, it can create a perception of favoritism. If your organization is experiencing these challenges, then it may be time for you to outsource your HR functions to an experienced HR outsourcing provider. They can help manage inefficiencies within your HR processes and ensure that policies are consistently implemented across your organization. Conclusion Outsourcing HR is a smart move for companies that are struggling to manage their HR functions in-house. It can help streamline processes, ensure consistent policy implementation, provide access to expertise, and overcome resource limitations. However, it's important to carefully evaluate potential HR outsourcing providers to ensure they are a good fit for your organization's needs and culture. If you're considering outsourcing your HR functions, FIC Human Resource Partners is a great option for you, regardless of the size of your business. Our Nuance Workforce Solutions offer your organization excellent HR support and assist you in selecting the most appropriate employee benefits to foster a supportive work environment for your staff. Contact us today to learn more. Signup for the Newsletter

If You're Expecting Another "Meeting that Could Have Been an Email" Story, You're Going to be Disappointed! In a surprising turn of events during a recent meeting with a client, CEO and IDEA (Inclusion, Diversity, Equity, Accessibility) leader, Jessica Purdy, left her client in stitches when she faceplanted on her desk. While this may sound like just another humorous workplace mishap, it carries a deeper message about accessibility, accommodation, and the way we interact with one another. While it's easy to chuckle at the image of someone faceplanting on their desk, let's take a moment to reflect on the broader implications. Accessibility and accommodation are often associated with physical tools and resources, but they are also deeply rooted in the way we interact with others. Jessica's unexpected moment of gravity-defying comedy reminds us that the inclusion of people with disabilities is not limited to wheelchair ramps or screen readers – it encompasses the way we engage and support one another in the workplace. In actuality the client did not laugh because Jessica could feel the episode begin and managed to turn her camera off before her body caused her to faceplant. While she does lead with openness and vulnerability, she is also mindful of how her movement disorder can cause disruption and concern. What Actually Happened Jessica: Life is interesting, especially when living in a body with a mind of its own. Earlier today, during a client meeting, I had to turn off my camera and microphone for a few minutes. You know I never do that! Synder: Why? What happened?!?!?! Jessica: Well, throughout the day, I’ve been struggling with tight and painful muscles in my upper back, right shoulder, and neck, causing me to lean to the right. Most people probably thought I was casually leaning on the desk but in reality, I was struggling to maintain my posture. Anyway, as the meeting progressed, the muscle tightness intensified, pulling me further down and forward. Before it became apparent to the client, I turned off my camera and mic. Suddenly I found myself face down on my desk, fighting to prevent the pain from overwhelming me. Fortunately, it only lasted a few minutes. It really caught me by surprise. I’ve never experienced this kind of posture related body movement before. Normally I am just twitchy and jerky or struggle to get moving. What It Felt Like Synder: How did you feel about this happening in front of a client? Jessica: I'm glad it was a virtual meeting not an in person one. I wouldn’t have enjoyed people seeing me in that position - Well considering the people meeting in the office across from mine could see into my office, more people seeing me like that. It’s awfully embarrassing when I have an episode that noticeable, but to be seen face down on my own desk contorted and in pain?!?!?! Synder: Well, if it’s that embarrassing, why talk about it? Jessica: I share stories like this not to seek sympathy, but rather to normalize such experiences. But I think what you are trying to ask is why talk about now when I didn’t want people to see me like that when it was happening. And to answer that question, because situations like these can make others uncomfortable. People can be judgmental or unsure how to respond. And that's why we need to normalize conversations like this and also why I don't like people witnessing an episode like that. How To Respond Synder: How should they respond in a situation like that? Jessica: That depends. In that moment, there wasn't much anyone could have done. However, had they seen me, I can imagine they’d have asked, "What's wrong?" "Are you alright?" or "Do you need help?" I hear these questions a lot when my movement disorder is noticeably impactful. While these inquiries are well-intentioned, they don't necessarily accomplish much. Instead, perhaps asking, "Would you like us to pause the meeting for a few minutes?" or "Can someone share their notes with Jessi afterward, so she has a copy of anything she couldn't write down?" would have been useful ways to acknowledge the situation without causing me further embarrassment. Accessibility and Accommodation Isn’t Just About Tools and Resources We have an opportunity to redefine accessibility. It's not solely about offering tools and resources; we need to be intentional about fostering an environment where everyone feels valued and understood. My concerns about how the client might react to me faceplanting on my desk highlights the importance of creating spaces where people with disabilities can exist authentically, without fear of judgment or exclusion. When we consider accessibility as a holistic concept, it empowers us to challenge traditional norms and find innovative solutions. My unexpected faceplant can serve as a poignant reminder that accessibility and accommodation go beyond mere tools and resources. It's about fostering an inclusive culture that values every individual's unique needs and experiences. The incident also raises awareness about the need for open communication and flexibility within organizations. Sometimes, a small adjustment in our approach to work can make a significant difference for someone else. I try to embrace vulnerability in authentic ways that allows people to see me as a real person, not just a public face that masks the realities of my life. By embracing vulnerability, open communication, and a touch of humor, we can create workplaces where everyone feels seen, heard, and supported. I want to encourage everyone to embrace their own imperfections and work together to create an environment of empathy and understanding. So, let's use the story of my faceplant as a opportunity to have honest conversations about accessibility and reflect on how we can make our workplaces more accessible and accommodating for all. Signup for the Newsletter

Traditionally regarded as a back-office function, the concept of an HR department originally leaned heavily into a transactional dynamic. The focus was on managing day-to-day administrative tasks relating to recruiting interested applicants, hiring new employees, properly compensating workers who have been onboarded, managing benefits and carrying out the termination process when necessary. However, workplaces have digitized, globalized and diversified. As a result, the talent market has become more competitive as well, which has inevitably pushed HR departments into a position where they are strategically carrying out the following tasks: Developing HR strategies that align with the company's organizational goals. Serving as an advocate for the organization as well as the employees. Managing employee relations in the workplace. Promoting a healthy work environment and fostering a respectful workplace culture. Acting as a mediator between the organization and the employees. Both the transactional and strategic sides of HR are vital to the success of the organization that the HR department serves. All of this means that your HR professionals will need to hone certain skills. While the exact skills will often vary by role, let's take a closer look at four relatively common skills that HR professionals typically must have. Skill No. 1: Effective communication skills Effective communication is vital to all aspects of a business. But in HR, it is absolutely imperative, especially when it comes to talent management. HR professionals must ensure the right people are in the right jobs at the right times. This includes communicating adeptly with candidates at the recruiting and hiring stages. In addition, HR professionals are responsible for drafting a myriad of workplace policies and procedures and properly communicating them to new hires, existing employees and leaders. Skill No. 2: Relationship management skills The stronger the tie between an employer and its employees, the better for the organization. For example, strong employer-employee ties improve employee satisfaction and loyalty, which increases productivity and the bottom line. HR professionals play a critical role in establishing and nurturing the following ties: Organization-employee. Manager-employee. Employee-employee. Employee-customer. This is done by leveraging relationship management strategies, such as active listening, bias elimination, advocacy, conflict resolution and culture development. Relationship management in HR also involves knowing how to work with other departments, particularly those closely tied to the HR department, such as payroll and finance. Skill No. 3: HR-related technology skills High-performing HR professionals appreciate the role of technology in HR service delivery. Even if they have never utilized your specific HR technology, they can be trained and at least know the vital role it plays in the department's efficiency. HR professionals should be able to leverage technology in a way that boosts workforce management, planning and optimization. They should also have the ability to adapt to new technology as required by changing business needs. Skill No. 4: Business acumen skills An article published on workforceinstitute.org titled "HR's Secret Weapon? Business Acumen" points to the importance of business acumen within HR departments. The focus on business acumen is a great point because while HR professionals should have the necessary skills, how they apply those skills is what truly counts. The article says that "HR professionals may possess traditional and trending HR skillsets such as people analytics, strategic workforce planning, design thinking, consulting and stakeholder/change management." However, "it's not just about the skill you've got, it's how those skills will drive outcomes that make a difference in what matters." Business acumen, which combines knowledge and skill, is key to achieving positive HR outcomes. FIC Human Resource Partners supports HR professionals in a wide variety of ways. You can connect with our Nuance Culture Consulting, Nuance Workforce Solutions, or our Nuance Culture Academy teams to learn more about how they can help support you and your team. Signup for the Newsletter

The overall success of your new hires will likely be heavily dependent on their experiences during the onboarding process. As such, if the onboarding process of your company is incomplete or insufficient, it will show. A low-quality onboarding process will also increase the chances of new hires leaving your company in favor of your competitors. In order for the onboarding process to positively impact your company, all steps of the onboarding process must be fine-tuned and effective. Orientation is one of the onboarding steps, but before we focus on the orientation checklist, allow us to emphasize the differences between onboarding in general and orientation in particular. For starters, onboarding is a full-fledged, comprehensive process that involves multiple steps. These steps typically include orientation, training and retaining new hires as well as long-term employees, which comes down to maintaining engagement and satisfaction levels. On the other hand, orientation is all about introductions between new hires and the rest of the company. This is also when new hires become acquainted with the company's administrative policies and procedures. Alternatively, while orientation is a small step in the overall process, onboarding is the overall process. It's continuous, and most onboarding processes can last as long as one year, if not longer, but orientation is a singular event. Despite the short-lived nature of orientation, it is still very important to make sure that the orientation events are carried out properly. If your onboarding process includes an unprofessional orientation experience, the event can derail the entire onboarding process and deter new hires from staying with your company. For these reasons and many others, FIC Human Resource Partners' Nuance Recruiting can help you establish a new-hire orientation checklist. To help you and your company create a new-hire orientation checklist that is suitable for everyone involved, we have included some suggestions about what your company's orientation checklist could include. Start by introducing your company Overview of the company. Company mission, philosophy and vision. Workplace culture. Company structure and hierarchy. Warm welcome from team members. If the position is on-site, give the new hires a tour of the office. For example, show them important locations, such as: Parking areas. Kitchen. Restroom. Mailroom. News or bulletin board. Emergency exits. Relevant departments. Hand out paperwork Form W-4, for federal income tax withholding. State and local tax withholding forms, if applicable. Form I-9, to verify eligibility to work in the United States. Direct deposit form. Employee handbook. Confidentiality agreements. Acknowledgement and consent forms. Explain the benefits program and the enrollment process You'll need to let your new hires know about the benefits that they are eligible for and how to enroll in the benefits they would like to participate in through work, including: Medical insurance. Dental insurance. Vision insurance. Life insurance. Disability insurance. 401(k) plan. Flexible spending accounts. Employee assistance program. Bonus programs. Paid and unpaid leave. Wellness benefits. Workplace perks: Free snacks. Pet-friendly office. In-office coffee bar. Make sure to discuss the policies and procedures of your company Code of conduct. Regular work hours. Overtime. Anti-discrimination. Anti-harassment. Safety guidelines. Break and lunch periods. Timecard submission dates. Payroll procedures. Performance evaluations. Disciplinary process. Grievance procedures. Injury reporting. Emergency procedures. Data security. Give new hires access to relevant workstations and administrative support ID badge. Desk setup. Workstation setup. Stationery. Computers. Internet access. Email access. Employee self-service portal. Messaging applications. Videoconferencing tools. Company directory. Remember that these are only examples and suggestions of what your new-hire orientation checklist should include. The specifics will be driven by various factors that are peculiar to your company, such as the business structure, the requirements associated with the role, whether the job is on-site or remote, the benefits being offered and any legal requirements that apply to the position. FIC Human Resource Partners' Nuance Workforce Solutions can help streamline your onboarding process so newly hired employees have the best possible experience. Signup for the Newsletter

Regardless of your business' size, your employees are your greatest asset. But to find and keep qualified people, you need a high-functioning HR unit. Along with managing talent, the HR team must perform a range of strategic and administrative tasks on a daily or periodic basis. The sheer volume of these responsibilities can be overwhelming for even the most well-intentioned HR team. For many employers, a viable solution is to hire an independent HR consultant such as FIC Human Resource Partners. HR consultants have years of experience in their field. They understand their client's industry and that each business is different. This allows them to offer unique solutions to each client's HR problems. Ultimately, HR consultants seek to decrease their clients' HR burdens. Below are four ways they achieve this. 1. Reduce staffing costs Large organizations with big budgets can afford to hire a dedicated HR team that includes specialists and experts. However, small companies often have tight budgets and may struggle financially to secure a specialized HR team. An HR consultant can help fill the gap. For instance, it may be less expensive to have one internal employee handle HR administration and outsource specialized functions to an HR consultant. 2. Minimize legal risks Legal compliance is one of the main reasons employers outsource in general. The bottom line is that failure to comply with employment laws comes with governmental financial penalties, which can be steep. The FIC Human Resource Partners' Nuance Culture Consulting team or another HR consultant can determine whether your employment practices are legally compliant, and if not, they can identify the most economical ways to achieve compliance. They can perform thorough audits of your HR processes, systems, and procedures and develop best practices for you to follow. 3. Deliver expert insights HR consultants excel at leveraging their insights to guide their clients toward success. For example, they can help you: Better understand the impact of HR on related departments like payroll and finance. Align your workforce management strategy with your business and financial goals. Capitalize on market trends to improve your bottom line. Overcome HR operational challenges that impede business growth. They are pros at analyzing industry trends, forecasting HR needs and spearheading change to management efforts. 4. Assist with HR management HR responsibilities typically focus on: Recruitment. Talent management. Compensation and benefits. Training and development. Workplace safety. Compliance. An HR consultant like the FIC Human Resource Partners' Nuance Workforce Solutions team can help you adopt the appropriate policies, procedures and practices for these different HR levers, plus help manage them. Essential HR consultant qualities Not all HR consultants are created equal, so it's important to hire the most qualified fit. At a minimum, your HR consultant should have the following abilities: Strong communication skills (written and verbal). Time management. Employee management. Mentoring/coaching. Negotiation. People evaluation. Your HR consultant should also have the necessary technical skills, including a deep understanding of HR technology and its ability to make the HR function more efficient. FIC Human Resource Partners' Nuance Service Lines offer a wide range of support that includes policy and culture development, culture and employee assessment, employee life cycle management, as well as training and development services. Signup for the Newsletter

Outsourced HR services are designed to streamline functions, reduce expenses and help meet your firm's operational goals. You may hire FIC Human Resource Partners' Nuance Workforce Solutions or another third party to oversee some or all of your HR functions, including payroll processing, employee benefits administration and talent acquisition. Outsourcing is a partnership between your company and the outsourcing firm — sharing business liabilities can relieve some of your burdens in staying compliant and reducing your risks. You have the flexibility to outsource one or two tasks if that's all you need. A big advantage is leveraging the power of offering competitive employee benefits, including health insurance, 401(k) retirement plans and health savings accounts. Third-party providers often have stronger buying power, so you can offer employees more variety and more affordable benefit options. HR tasks that can be outsourced include: Attracting and developing talent as well as onboarding and retention with the help of FIC Human Resource Partners' Nuance Recruiting team. Keeping up with federal, state and local legislative and regulatory compliance for changing labor and employment laws as well as insurance claims management. Administering benefits and payroll for your remote workforce, time and attendance reporting, and new hire reporting. Cloud-based solutions support off-site access to the company. Employees can complete essential functions from their smartphones or tablets. Creating company policies for employee relations tasks. Develop a customized employee handbook — company policies, procedures, benefits and training — so employees know what's expected of them. Handling your Family and Medical Leave Act-related workload, making sure leave is administered properly and in compliance with applicable rules and regulations. Generating custom reporting on employee data, expense management, timekeeping, labor management and forecasting. Offering employee counseling, such as helping your staff access mental health services, as well as programs to promote attendance, productivity and morale. How do you know if it's right for you? Some scenarios that may lead to outsourcing HR include: You want access to technology that is too expensive or complex to run on your own. You feel that you're spending a disproportionate amount of time on HR tasks. You have liability exposure. Your HR functions are spread among employees in several departments. Your firm isn't large enough to have an in-house HR team and your staff is having trouble properly balancing hiring tasks and employee management. How does outsourcing reduce costs? Frees up time and resources. Lowers health expenses. Reduces HR expenses. Reduces turnover. Helps generate higher revenue growth. An outsourcer can review your talent acquisition strategy, offer a streamlined and integrated applicant tracking system, and assist in developing targeted job descriptions. Finding the right partner can help identify areas of concern and help you take the steps needed to stay on track — missteps can cost you a lot in fines and levies. Give us a call today. FIC Human Resource Partners' Nuance Workforce Solutions can provide quality HR support to your organization regardless of size, and help you determine the best benefit offers to achieve the culture of support your employees deserve. Signup for the Newsletter

Core value statements anchor every aspect of a business. They’re a set of commonly held beliefs and commitments. And what you want is for your values to become the deeply ingrained principle and fabric that guide employee behavior and company decisions and actions. At their best, they are true reflections of what your company believes — and management and employees are willing to live by. FIC Human Resource Partners' Nuance Culture Surveys can help HR evaluate your firm’s culture and finding out what can work for it. Focus, consistency and discipline will emanate from the values, reflecting through the leaders in your company who then instill the same resolve and focus in their teams. When your company’s leaders are aligned with its culture as infused in your company values, it makes everyone’s job easier. It makes employee engagement easy to handle, finding good leaders and hiring people who will continue building a great culture around the leaders and employees. The key to bringing company values front and center is to convert them into specific behavioral examples. By modeling and rewarding behaviors that demonstrate each value, you constantly remind employees of what the company stands for and how to better work by these principles. Observable behaviors make it easier for employers to measure and manage company standards. How to bring your company values to life? Feature your core values list on the company website and in the employee handbook, and post them in conference rooms and snack rooms. You can even have them painted on the walls throughout the office to serve as a daily reminder for the team. Hire based on values. Building a workforce that lives and works by your company values starts with hiring based on the list. You can develop a list of questions designed to assess a candidate’s character and potential fit. It will help in finding talent that shares and fulfills your values. This is crucial to building a workforce that can successfully apply company ethics to everything they do. Work and play by values. Don’t let your values sit on the wall and call it a day. Live, work and play by them on a daily basis. Align them with core value activities. Lead by example — show employees how it’s done by using company character to guide business decisions and empowering employees to do the same. Reward and promote values. Reward behaviors that demonstrate your core list. Don’t hesitate to publicly reward someone for exhibiting behaviors that are in line with your company’s character. This makes individuals feel good and pushes the rest of the company to follow suit. Your list of core values answers these questions: What is important at your company? What is unique about working there? You’ll see that you can group ideas that feature similar thoughts and find patterns in the underlying relationships. FIC Human Resource Partners' Nuance Culture Consulting Team can assist you in developing your company values, integrating them into your policy and communications, and planning culture improvement initiatives around your defined values.