Hiring an Employee: Decoding the Various Letters and Numbers in HR Forms

W’s, D’s, 9’s, 4’s and even dashes—what do all these mean and how is a person to keep them straight?

If you’re in charge of HR at your nonprofit, chances are you have encountered a combination of these hieroglyphics at some point in your career. Whether it’s hiring employees or processing independent contractors, there is a lot to learn.

The biggest area of inquiry I receive from nonprofit employers centers around hiring employees. “What forms does my new employee need to complete?”

For the State of California, remember these forms, and have a supply on-hand. They include:

1. DE4: California Employee’s Withholding Certificate. All employees must complete this California tax withholding form if they want different federal and state tax withholding. If not, the same federal withholding claimed on their W4 will be applied to state withholding as well. Keep the form in the employee’s personnel file.

2. Form I-9: Employee Eligibility Verification. U.S. Citizenship and Immigration Services (USCIS, formerly known as the INS) requires employers to use this form to verify that every employee they hire is eligible to work in the United States. You are not required to file this form with USCIS, but you are required to retain it for three years in the event an inspection needs to take place.

Note that completed I-9 forms should be kept in a separate folder for all employees — not in each employee’s personnel file.

3. DE34: New Employees Report. This form must be completed and submitted by the employer within 20 days of hire. If you use a payroll company to process your paychecks, they may file this form for you. Check with your provider to confirm.

4. IRS Form W4: Employee’s Withholding Allowance Certificate. Using this form, employees tell you how many allowances they are claiming for tax purposes, so that you can withhold the correct amount of tax from their paychecks. You do not need to submit this to the IRS-simply keep it in an employees’ personnel file. Remember to ask an employee to fill out a new W4 each year they want to change their allowances.

Of course, there are many more things an employee must be given upon hire, such as pamphlets, policies, notices and more. But being aware of the above forms will give you confidence that your new employee is on his/her way to a successful (and legal) employment relationship.

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NTEN’s list of 5 free tools for planning an event

I’m shocked by is how few good sources of information there are about technology for small non-profits.   Let’s imagine that you’re in charge of a huge fund-raising event.  You’ve got loads of work to do and people to coordinate.  You know that there are better tools out there than binders and a spreadsheet, but you could spend days searching for them.  Who can blame you when you throw your hands up and get out the three-hole punch?

The Mission Edge Information practice area would like to make it easier for non-profits to choose a few good tools for everything they do.  In the weeks to come, I’ll be trying to post more and more information about how you can use technology wisely.  In the meantime, here’s a link to an article I liked:

 

NTEN’s list of 5 Free tools for planning an event.

I love free, lightweight apps for things like this, particularly since an event is a situation where you likely working with volunteers.

What are your favorite tools for getting work done?

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A Little Team Fun in the Newsroom

Justin and Rachel posing in the KPBS newsroom while visiting Investigative Newsource:

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The Erosion of Trust

[Originally a guest post on Renee Herrell's Blog]

Trust is eroding.  Public figures are more public than they ever have been, due to the expanding nature of social media and the news cycles.  Everything they do is shared, documented, questioned, discussed.  And they’re lying. Blatantly.

I’m not talking about political rhetoric or grand, un-achievable promises.  I’m talking about specific actions that are knowingly and willingly taken in order to protect ego, power, and money.

“I have never taken performance enhancing drugs.”
Thanks, Lance.  Thanks, Bonds.  So much for pro-athlete role models.

“Your money is safe with us, we have sufficient capital to guarantee all deposits.”
Thanks, bankers.

“I did not cheat on my spouse.”
Thanks, well, a ton of politicians and celebrities.  At least they probably (hopefully) weren’t role models.

Want to bring it closer to home?

“The California State Parks system is broke. Please donate!”
Or, not.

“We raised $7.5 billion to rebuild Haiti.”
Or, not.

It’s not philanthropy’s fault (mostly), but I can’t see how it’s not going to affect our sector.  This is a worrying trend for nonprofits as they struggle to build relationships with funders, and with each other.  Erosion is a slow process, but this phase of distrust is being propelled to a new level.

What’s your budget?  “$800,000.”
How many kids did you help last year?  “247.”
How many volunteers do you have?  “173.”

Really?  Should I believe you?  Why?

What you say is no longer going to be taken at face value.  Your audience may even assume that you aren’t telling the truth.  The more people accept – and believe – that public figures are blatantly lying, the more pervasive that assumption will be.  If a senator or state governor can lie, certainly the head of a state agency could be lying – or a small local agency.  There are more watchdogs showing up (like our local voiceofsandiego.org), more data-wonks (follow @p2173).  Your data will be questioned or ignored.  Maybe that’s the way it should be, but it isn’t going to make the job of bringing donors to your cause any easier.

So in the face of this trend, what’s an organization to do? Try to be as transparent, open, communicative, and responsive as possible.  Be honest and try to avoid spin.  Publish what you do in a way that an independent party could see and understand that you are doing what you say you are doing.

And stop lying.  Please.

 

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Why Social Media Matters

Despite a poor economy, 2012 proved to be a big year for online giving.

Creating and nurturing a strong integrated social media campaign is critical to the growth of any organization!

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Stop Talking About Impact!

Yes, you read that right: I’m tired of talking about impact.  You might find that surprising from somebody that loves data.  But stronger than my love for data is my desire for efficiency.  And discussions of impact seem to oppose efficiency.  They’re exhausting, and often devoid of results.

I’m not saying valid measures of impact aren’t the holy grail.  I’m just saying that if you spend all your time chasing the holy grail, you’ll spend too much of your time talking about myth.

But I’d rather talk about outputs.  They’re meaningful and actionable.

A couple of recent interactions really got me thinking about impact discussions.  Boards and funders seem happy to sit around forever asking, “What’s our impact?” Which leads to extra vision and strategy sessions, confusing abstract financial chatter, disagreements, schisms, and lack of cohesion – and most importantly, absence of a plan.

(Chuckle: ask yourself what the impact is of discussing impact in your organization.)

“Can we show the money being spent is causing kids to graduate from high school?” “…saving a rainforest?” “…ending homelessness?” “…changing the world?”

No, you probably can’t.  It just ain’t gonna happen, except for a very few, very good-sized organizations with phenomenal data and money to spend on controlled experiments and tracking.

Why? Because you can’t talk about impact without knowing your outcomes.  And you can’t talk about outcomes without knowing your outputs.  And in my experience, very few organizations are reliably tracking their outputs, let alone a qualified output.  Plenty struggle to just track the inputs.

How many kids came through your doors?  Workshops given and attended?  Meals served?

Until you can answer those questions consistently, stop talking about impact.  It’s too far.  You can’t jump straight from your inputs to impact, there’s some significant hurdles in between.
(Inputs -> Outputs -> Outcomes -> Impact)

So let’s start talking about outputs.  How many X did Y?  Is X our target market, and does Y serve our mission?  What did each one cost us?  If all that looks good, maybe you can talk about qualified outputs: How many X got something out of Y?  Then build a plan to increase those ratios.

Get your data to show what you do.  Then get your data to show what you do well.  Then do more of it.

If you do that, you’re producing outcomes and having impact.  But you didn’t have to talk about it.

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