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For nonprofits, maintaining strong financial health while focusing on mission delivery can feel like an impossible balance. Nonprofit outsourced accounting offers a solution that allows organizations to excel at both. By partnering with financial experts who understand the unique challenges nonprofits face, organizations can build stronger foundations for sustainable growth. Here are five crucial ways nonprofit outsourced accounting can transform your organization: 1. Build a Strong Foundation for Scaling Growing nonprofits need robust systems that can handle increased complexity and volume. Without efficient financial processes, expansion becomes unsustainable. A nonprofit outsourced accounting partner brings: Expertise in implementing proper financial controls and processes Streamlined transaction reconciliation systems Integration of modern financial management tools Reduced overhead compared to in-house accounting staff This foundation allows your leadership team to focus on mission-critical activities while ensuring financial operations run smoothly. Instead of struggling with day-to-day accounting, your team can dedicate their valuable time to serving your community and advancing your cause. 2. Enable Data-Driven Decision Making Modern nonprofit leadership requires quick, informed decisions based on accurate financial data. When internal teams juggle accounting responsibilities alongside their primary roles, critical financial reporting often faces delays. By implementing nonprofit outsourced accounting solutions, organizations gain: Real-time access to financial information Faster, more accurate reporting Clear visibility into organizational financial health Reduced bottlenecks in financial processes These improvements enable leadership to make strategic decisions with confidence, knowing they have current and accurate financial insights at their fingertips. 3. Establish Objective Financial Oversight Nonprofit outsourced accounting partners provide more than just technical expertise – they offer an objective third-party perspective that can strengthen organizational resilience. This becomes particularly valuable during: Leadership transitions Major operational changes Strategic planning initiatives Budget alignment reviews Having an independent expert ensures your financial systems maintain continuity despite organizational changes, while providing additional assurance to board members and donors about financial stewardship. 4. Access Strategic Financial Guidance Many nonprofits can't justify a full-time CFO, but still need high-level financial expertise. A nonprofit outsourced accounting partnership provides flexible access to strategic financial thinking without the overhead of a full-time executive. This relationship delivers: Strategic financial planning support Mission-aligned budgeting expertise Long-term financial sustainability guidance Customized solutions for your organization's unique needs This strategic partnership helps organizations balance immediate operational needs with long-term financial goals while maintaining focus on their mission. 5. Leverage Advanced Technology and Security Modern nonprofit financial management requires sophisticated technology and robust security measures. Professional nonprofit outsourced accounting partners bring: Updated financial software and systems Enhanced security protocols Integrated payment and reporting solutions Streamlined processes for greater efficiency These technological advantages help organizations reduce risk while improving operational efficiency, allowing more resources to flow toward mission delivery. Making the Right Choice for Your Organization Selecting the right nonprofit outsourced accounting partner is crucial for organizational success. Look for partners who understand the unique challenges nonprofits face and can provide customized solutions that align with your mission and goals. The right partner will help strengthen your financial foundation while providing the strategic insights needed for sustainable growth. Contact us today.

Why do some nonprofits continue to grow, while others stagnate, or even contract? In many cases, the reasons that drive nonprofit growth trends involve fundamental strategies that span departments, programs, and functions. In this post, we’ll discuss three of the most common reasons for stagnant growth. Reason # 1: Not keeping up with changing member needs. From our experience, the most common obstacle to a nonprofit association’s growth is the failure to monitor and adapt to changing member needs. Many nonprofits have years, or even decades, of experience meeting member needs, and have developed a variety of programming, services, and products to meet them. That track record can also be a double-edged sword: inertia can cause an organization to continue offering programs and services even as they become less and less relevant to members. This is why the most successful organizations monitor member needs and preferences on an ongoing basis. These insights allow them to adjust current programs, discontinue ones that no longer meet member needs, and develop new offerings in response to emerging opportunities. There are various effective methods of tracking changing member needs, including analysis of historical data, focus groups, member surveys and polls, specialized task forces and more. To translate data on member needs into actionable insights, one commonly-used approach is to create member personas . These are a shorthand way of characterizing the behaviors and attitudes shared by major categories of individuals within your membership. A typical persona includes some demographic information (such as job title, typical years in the industry, etc.) and some psychographics (attitudes about your organization or other key topics, price sensitivity, career aspirations, etc.). The value of these personas is that you can use them to effectively target and market to different segments of your membership, and develop tools and resources relevant to particular segments. Reason # 2: Out-of-date or ineffective technology. Another major factor driving nonprofit growth trends is when an organization falls behind in using technology to serve its members. This can result in slower and less efficient business processes that can ultimately lead to poorer member satisfaction. It can also have a negative effect on the overall brand of the organization, making it seem stodgy or behind the times, and thus harming its appeal to the younger individuals it needs to bring in as new members. To cite one powerful example, the social media landscape continues to evolve rapidly, with platforms gaining and losing ground in their popularity, often according to the user’s age. Currently, LinkedIn continues to dominate the field in terms of more senior professionals in most industries. Still, it remains to be seen how the social media preferences of the younger segments of the workforce will continue to evolve. For now, the safest bet is to assume that you’ll need a continued presence on LinkedIn and Facebook — but keep your eyes open for emerging trends, especially among your younger members.  Reason # 3: Outdated membership structure. In many industries, nonprofit associations occasionally need to revisit their membership structure. Drivers for this strategy can range from economic downturns (whether broad or more industry- or region-specific), consolidation in the industry, new competing organizations or platforms that are siphoning off members, or other factors. Each association faces its own combination of factors, and no single solution is appropriate in all cases. To cite a well-known example, several years ago, the American Society of Association Executives (ASAE) initiated a major change to its membership structure, introducing a hybrid model for associations and Association Management Companies (AMCs). Under its new model, associations, and AMCs could pay a single flat annual fee determined by staff size, and individual employees could choose to opt-in to join ASAE. The change was carefully considered, planned, and implemented, and today the new structure has become the new normal for the organization. Of course, such a change is a complex, high-stakes decision and can’t be taken lightly or achieved quickly. But if your membership numbers have been experiencing problems for some time — for example, even before the pandemic and its devastating effect on meetings and conferences — it may be worth reevaluating your membership structure. Keep your eyes on the prize Nonprofit growth trends have faced unprecedented challenges and pressures. Likely, your association’s board is already reviewing revenue and membership numbers and exploring options. But if not, it may be worth doing some initial exploration of various responses — including changes to your membership structure, as noted above, or strategic alliances with other organizations. Sustained growth has never been easy, but the current environment makes it a greater challenge than ever. Fortunately, by keeping an up-to-date understanding of member needs and preferences, maintaining an effective technology profile, and periodically reviewing your membership structure, you can help your organization make it through the tough times and strengthen on the other side. Ready to help your organization navigate challenges and achieve sustained growth? Contact Vault today  to learn how we can support your success!

Increasing Diversity Overtime The AICPA formed the Minority Initiatives Committee in 1969 to increase diversity in the CPA profession. Their goal was to provide opportunities and promote the hiring of qualified minority accounting students.  As a result, the number of minority CPAs climbed from 150 to 1,000 in ten years. Although a significant increase, minority CPAs only accounted for 2% of the industry. Today, minorities only represent 4.3% of the accounting profession and African-Americans make up 3% of the new hire population for CPA firms.  This means that within 40 years, the African-American percentage in the accounting profession only rose by 2%. Recruiting Accounting Students The CPA journal surveyed undergraduate African American students and found the combination of a more captivating introductory accounting course combined with personally knowing an accountant could potentially stimulate more interest in the profession.  For many colleges, majors are not declared until students arrive on campus. Offering high school accounting courses or more exciting and captivating introductory accounting courses could contribute to a higher percentage of minorities majoring in accounting. It might also prove beneficial for firms to send minority employees to college campuses to serve as role models and even mentors to undergraduate students. A Generational Profession A similar idea was mentioned in another article posted by the CPA Journal .  This article spoke about how the CPA profession is considered a generational profession. Most current CPAs have a family member who is or was a CPA.  Since minorities have always made up a small, single-digit percentage of the accounting profession, and since this profession is generational, it makes sense that the number of minorities within the accounting profession remains low.  Since minority groups do not receive the same exposure to the accounting profession from their personal life, it is up to accounting firms to create this exposure during their undergraduate tenure. The CPA Exam The exam dropout rate might also contribute to the low number of minorities in the accounting profession.  After sitting for just one exam, 12% of Caucasian exam candidates, 24.5% of Hispanic candidates, and 32% of African-American candidates drop out. One reason for this high dropout rate could be the cost of the CPA exam process. Some of the most advertised review courses are priced around $3,000.  One exam alone costs hundreds of dollars. The candidate must repay this fee if they fail the exam. Lack of mentors along with the high cost of the exam process might contribute to the high dropout rate. Next Steps In order to stimulate a desire to both major in accounting and become a CPA, students need to be provided with exposure in the classroom, mentorship, and financial resources.  Introductory accounting courses should be offered in high schools and advertised more heavily in the first year of college. Firms can partner with both high schools and colleges to begin a mentorship program for potential candidates with mentors helping CPA candidates see the big picture. Candidates facing financial hardships could choose to work at firms that reimburse employees for CPA expenses. Looking to make a career change? Check out our jobs portal for openings.

Understanding Qualitative vs. Quantitative Research To appreciate the value of qualitative research, it's essential to understand how it differs from quantitative approaches. Quantitative research gathers data from various sources to provide a numbers-focused understanding of specific topics. This type of research proves invaluable for high-stakes business decisions, helping organizations answer concrete questions about trends, costs, and numerical impacts. Quantitative research can effectively answer questions such as: Was there a trend in our retention rate over the last five years? What does it cost our organization to service the needs of a member for one year? What happened to total membership figures the last time we increased dues? Qualitative research, on the other hand, delves into the "how" and "why" behind the numbers. Rather than focusing solely on statistics, it aims to gain a holistic view of a topic through respondents' perspectives and experiences. This approach excels at answering questions about member views, understanding of benefits, and preferences regarding various organizational offerings. Common Qualitative Research Methods Focus Groups Most people are familiar with the focus group concept, where researchers assemble 8-10 participants to share insights about a given product or topic. A skilled moderator guides them through a structured discussion, carefully gathering insights into aspects that matter most to the organization commissioning the research. Group dynamics can significantly impact both process and results. While participants may generate innovative ideas that build upon each other, time constraints require careful management to ensure all crucial topics receive adequate attention. A skilled moderator proves essential in maintaining productive discussion flow while keeping the conversation focused on key objectives. In-Depth Interviews (IDIs) In-depth interviews offer a more intimate approach to qualitative research, typically involving one-on-one conversations between a subject matter expert and the interviewer. These sessions can combine specific yes-or-no questions with open-ended queries, providing a comprehensive view of how participants perceive various topics. IDIs can also take the form of dyads or triads, involving two or three participants respectively. These variations maintain the depth of traditional IDIs while incorporating some of the dynamic interaction found in focus groups, offering a unique hybrid approach to gathering insights. Bulletin Board Focus Groups This modern approach adapts traditional focus group methodology to an electronic environment. Participants engage in discussions through digital platforms, with various configuration options available to suit specific research needs. Organizations can choose between interactive communication, where participants see and respond to others' comments in real-time, or blind communication, where responses remain hidden until individual comments are completed. Implementation Considerations The In-House vs. External Research Debate While conducting research internally might seem cost-effective, organizations should carefully consider the potential drawbacks. Internal teams often unconsciously confirm existing beliefs, potentially missing crucial insights that fresh eyes might catch. External researchers typically elicit more candid responses from participants and bring valuable objectivity to the process. Real-World Impact: A Case Study The American Heart Association's dietary initiative demonstrates the power of combined research approaches. This multi-year study incorporated various qualitative and quantitative methods, including an online community, quick polls, discussion topics, and behavior diaries. Through careful analysis of both baseline and follow-up surveys, researchers identified critical challenges that needed addressing before broader implementation. The study's comprehensive approach yielded such valuable insights that it secured funding for two additional years of research, allowing for further refinement of the program's targeting and content strategies. Best Practices for Success Organizations seeking qualitative research insights should resist the urge to jump immediately into focus groups or other familiar methods. Instead, start by clearly defining research objectives and considering all available approaches. This thoughtful planning ensures the selected methodology aligns with organizational goals while maximizing the value of invested resources. The key to successful qualitative research lies in selecting the right combination of methods for your specific needs. Whether conducted independently or in conjunction with quantitative research, qualitative approaches provide crucial insights that can drive organizational success and inform strategic decisions. For expert guidance on your qualitative research initiatives, contact Vault Consulting at info@vaultconsulting.com .

Research is a core value offering for many associations, but not all research has to be in depth to be useful. Many associations are finding that quick, inexpensive membership research polls are an excellent opportunity to engage members—and they can provide a valuable gauge of key industry metrics. However, it’s important to remember that quick doesn’t mean unstrategic. To maximize the value of these quick polls, associations should follow a structured format and a clear plan for how to utilize results to achieve their goals. The Value of Taking a Pulse Brief membership surveys can take a variety of forms. Some are opinion-based, and aim to capture association members’ sentiment on key issues. Others might be based on tightly honed members-submitted sales or benchmarking data. In either case, these surveys provide timely insight into how survey respondents’ organizations compare to the industry. It’s a chance to see whether everyone is struggling with key challenges or riding the same wave of strong sales. Over time, the accumulation of historic data can identify trends. Short surveys can provide a sounding board in between the more in-depth association reporting that can drive decision-making. For associations, these brief membership research projects provide an excellent opportunity to build up engagement with a broader swath of the industry and your membership base. Because these surveys should take only a few minutes to complete, they tend to get responses from a wider audience. Not only does this provide a better data set, but it begins to build up engagement that can translate into greater participation in events and future research. Industry sentiment surveys also provide an opportunity to engage with different groups and different people at the organizations with which you may already be working. While in-depth member surveys may require input from certain industry positions, these short surveys tend to seek input from a more diverse group. This is an opportunity to take the pulse of the industry not only from the perspective of senior leadership, but also of sales reps, marketing, and mid-level positions. It’s also an opportunity to connect with customers and other partners, such as distributors or certain supply chain partners. The quick polls also provide an opportunity to engage with different groups and different people at the organizations with which you may already be working. While in-depth member surveys may require input from certain industry positions, quick polls tend to seek input from a more diverse group. This is an opportunity to take the pulse of not only senior leadership, but also sales reps, marketing, and mid-level positions. It’s also an opportunity to connect with customers and other partners, such as distributors or certain supply chain partners. How to Structure and Use Quick Membership Research Industry sentiment surveys should not demand much of your members’ time. These surveys should be no more than 10 questions, and take no more than five minutes to complete. Overall, they should require little time or cost to set up and manage. Many associations launch these as quarterly offerings before ramping up to monthly surveys. To maximize the value you receive from these short surveys, keep the following in mind: Target your questions . Although simple to set up, associations must take time to focus questions around topics that matter to your members . Your biggest key to success is knowing the main drivers of your industry, as well as your members’ successes and challenges. Keep it consistent . Trends surveys can be useful as a standalone offering, but you’ll receive even greater value once you get to the sixth or seventh iteration and are able to build off of the data history. Check hot button issues . Adding a question from time to time to dig into current challenges provides insight that can guide the creation of future event topics, articles, and other narratives. Keep it separate . These short surveys should be built as standalone research, rather than bolted onto existing reports or research, especially if it’s planned as an ongoing offering. However, industry sentiment surveys can be used to supplement a broader annual report. Build a narrative . As mentioned above, these short membership surveys present a perfect opportunity to create a narrative around the results. Because their focus is so tightly honed and timely, these types of bite-sized reports often gain traction in the press more easily than more in-depth reports. As but one example, the Electronic Components Industry Association (ECIA) has built a robust story around its monthly survey on product delivery lead times. The ECIA narrative connects this single data point across a few product lines to the challenges impacting elements of the supply chain. With this information, ECIA creates a press release that is carried by several industry publications but also ties the survey to a complete members-only sales report. Plan to Maximize Your Value As the saying goes, less is more, and that can be the case with these industry sentiment surveys. Because timeliness is central to the value of a short membership research survey, it’s important to have a set process within your association for rapidly gathering and analyzing data, comparing it to previous comparable data sets, and taking control of the narrative you wish to share. By planning in advance and using appropriate resources, you can gain tremendous value from short surveys. This is an area where Vault Consulting can help. For support in maximizing the value of your membership research initiatives, contact Vault today .

For most nonprofits, finding and nurturing sources of non-dues revenue is a perennial challenge. One of the most promising practices we’ve seen among our association and nonprofit clients involves collecting and analyzing industry data, and then sharing the resulting insights (usually at a price) with members and other interested parties. Doing so is neither simple nor easy; but when planned and executed well, the effort can not only result in recurring non-dues revenue, but can also help to increase the organization’s visibility and credibility in its industry. Your nonprofit is hopefully already recognized as an authority in your members’ industry. However, by sponsoring your own research initiative using actual data provided by your members, you could begin producing reports with a quality and scope that make it even more beneficial to members, and far more valuable than any other source. Producing a well-researched industry report isn’t easy — and that’s exactly why it’s rare and valuable to your members. As a result, it can deliver two very positive outcomes for your organization. First, your research report can help your members make better-informed business decisions and stay competitive. Second, it can generate valuable non-dues revenue for your association. In this post, we’ll share some strategic and logistical tips for generating revenue for nonprofit organizations. Five Association Research Program Best Practices 1. Let members guide the way One of the most effective methods for generating revenue for nonprofit organizations is to structure and operate your research in a way that lets members have a central role in guiding its development. In most industries, companies are constantly looking for fresh and reliable market data that will allow them to understand where they fit in their market, and insights about how their most successful competitors allocate their time and resources. For best results, be inclusive. Make sure to solicit the involvement of the major players in your industry. But at the same time, strive to create a task force that’s broadly representative of the industry as a whole. 2. Give members what they want by customizing your research More than likely, your members are constantly trying to determine how they stack up against the competition. Your reports can help them by making it easy to benchmark their company’s performance against other industry players. You can also segment your results, so they can quickly compare themselves against their closest peers. You could also create interactive online dashboards to let individual members further slice and dice their own data. 3. Consider outsourcing some or all of your research effort Some associations create benchmarking and industry surveys annually, using a combination of in-house staff and external partners. The more confidential and competitively-sensitive the data being collected, the more likely the association is to hire trusted third-party research firms to conduct the survey. Doing so can give your members greater confidence in the privacy of any data they share, and also help you avoid the potential for data leaks. 4. Be transparent about what you’re doing — but discreet about your findings Especially if you’re handling sensitive and confidential data from members, you may want to consider hiring a trusted third-party to do your research. Have your task force develop and periodically review Standard Operating Procedures (SOPs) about your research program to ensure the reports are accurate and to give your program credibility. Make sure all research participants sign the SOP. Set up secure portals for data submissions, with encryption and password logins. Restrict access to confidential data to a limited number of carefully approved staff. Establish and follow a clear data retention policy. 5. Flip the script on funding Typically, most associations conducting research programs have viewed them as cost centers, even though such research could also provide significant value for both members and the organization itself, including: attracting and retaining members promoting best practices, and creating heightened visibility through media coverage By choosing the right funding model, however, an organization can transform a research initiative into a new revenue stream. Here are some questions to consider that are key to generating revenue for nonprofit organizations: What’s your competition? Are there other existing products and data sources (including those from other associations, industry consultants, or government agencies) that can compete with your association’s research program? What revenue model makes the most sense? Options include: your association funds or subsidizes the research with little or no impact on member dues or fees participating members cover the total cost through fees or subscriptions; individual members may pay more for custom research strategic partners underwrite your research costs in exchange for recognition and visibility your association defrays program costs and generates revenue through annual subscriptions and customized research fees Can you package your report for greater relevance and appeal? Explore options like generating customized reports and/or interactive, dynamic online reports. What’s your distribution plan? You could offer your findings in forums such as webinars, conference sessions and panel discussions to spur discussion and enhance engagement of participants and subscribers. How will you promote your research products? Consider sending custom messages to different membership segments promoting your research and featuring high-level findings in press releases and membership materials. You could also market your reports to other interested parties (such as supply chain partners, consultants, government agencies and educational institutions). What’s a fair price? Determine how your research compares to alternate sources, and what value members will place on it. Based on your unique value proposition, decide how to price your program. Best of luck on your research journey In many industries, businesses are desperate for reliable intelligence that will allow them to benchmark their business against their larger competitive environment. Generally, this type of insight is available at a steep price, and one that puts it out of reach for the great majority of businesses. However, your organization is in a unique and powerful position to meet your members’ needs for market intelligence. At the same time, doing so can help you achieve considerable gains for your organization itself, including a significant source of non-dues revenue for your organization. It can also help you achieve a greater level of visibility and credibility within your industry, which in turn can help add energy around your membership and retention efforts. Want to learn more about growing your organization? Contact us at Vault today!

In today's data-driven business environment, associations must evolve beyond traditional advocacy roles to maintain their competitive edge. While advocacy remains crucial, association industry reports have emerged as a powerful tool for delivering measurable member value and establishing industry leadership. The Strategic Importance of Association Industry Reports Research consistently shows that members expect their associations to serve as authoritative sources of industry intelligence. Organizations that excel at providing market insights and trend analysis consistently demonstrate higher member retention rates and engagement levels. This positions associations as indispensable partners in their members' success. Unique Advantages of Association-Led Research Associations hold a distinctive position in the market research landscape for several compelling reasons: Direct access to industry practitioners and decision-makers Ability to collect proprietary data from member organizations Deep understanding of industry-specific challenges and opportunities Capacity to track longitudinal trends across the industry Trusted position as an objective industry authority Building an Effective Industry Report Program The key to successful association industry reports lies in striking the right balance between depth and accessibility. Here's how to create value while maintaining member participation: 1. Define the Right Scope Association industry reports can range from quarterly snapshots to comprehensive weekly analyses. The optimal frequency and depth depend on: Member resources and capacity Industry pace of change Competitive landscape Decision-making cycles 2. Ensure Data Quality Implementation of robust data collection and validation processes ensures report reliability. This includes: Standardized data submission formats Automated validation checks Clear definitions and metrics Consistent reporting timeframes 3. Deliver Actionable Insights Transform raw data into strategic intelligence by: Identifying key trends and patterns Providing context and analysis Offering benchmarking opportunities Including executive summaries and recommendations Maximizing Program Value To ensure association industry reports deliver optimal value, organizations should regularly assess their programs across several key dimensions: Data security and confidentiality Operational efficiency Member engagement levels Revenue generation potential Technological infrastructure Report format and delivery methods Regular assessment helps ensure the program evolves with member needs and industry demands, maintaining its position as a vital member benefit. Future-Proofing Your Report Program Success in association industry reports requires ongoing evolution. Consider these strategies for long-term sustainability: Implement scalable data collection systems Adopt flexible reporting technologies Maintain regular member feedback loops Monitor industry trends and emerging needs Invest in data visualization capabilities Getting Started or Improving Existing Programs Whether launching a new industry report program or enhancing an existing one, success depends on careful planning and expert implementation. Professional assessment services can help identify opportunities for improvement and ensure programs meet best practice standards. These assessments typically evaluate: Program structure and efficiency Data collection methods Analysis capabilities Security protocols Member engagement strategies Value delivery mechanisms Elevate Your Association's Industry Intelligence The landscape of association member value continues to evolve, with data-driven insights becoming increasingly central to member success. Association industry reports offer a unique opportunity to position your organization as the definitive source of industry intelligence while delivering tangible member value. Whether you're considering launching a new reporting program or seeking to enhance your existing one, the key lies in creating a sustainable system that balances member needs with operational excellence. Through careful planning, regular assessment, and strategic implementation, your association can build a reporting program that not only meets current member needs but adapts to future industry demands. Ready to strengthen your association's position as an indispensable industry resource? Consider a professional assessment to identify opportunities for growth and ensure your reporting program delivers maximum value to your members.

While "culture" may be today's buzzword, its impact on organizational success has always been fundamental. Organizations that invest in culture—their people, processes, and core values—during stable times build resilience that carries them through periods of uncertainty. A strong culture creates an environment where employees feel supported and motivated, directly impacting client satisfaction and business outcomes. Creating an Authentic Culture When developing organizational culture, looking inward rather than borrowing from other companies is crucial. While observing how other firms approach customer service, service delivery, or management styles can provide insights, culture isn't a checklist item to copy. The key lies in first clarifying your organization's unique goals, identity, and values. The Power of Shared Values Successful organizational culture requires input and buy-in from every level of the organization. Core values such as accountability, flexibility, collaboration, appreciation, and excellence should drive daily operations. When team members share a commitment to learning and growth, they naturally develop a sense of collective ownership over the culture. Beyond Perks and Benefits While office perks and financial benefits play a role in culture building, they shouldn't be the primary focus. A truly strong culture goes beyond tangible rewards to create an environment where: Employees feel aligned with company goals Team members support each other through challenges Learning and hard work receive meaningful recognition Collaboration drives innovation and success Measuring and Maintaining Culture Culture requires ongoing evaluation and adjustment. Regular engagement surveys help organizations understand how well their culture aligns with core values and employee satisfaction. These assessments should: Measure employee engagement and happiness Evaluate alignment between values and daily operations Identify areas for improvement Guide strategic cultural adjustments The questions asked during these surveys must go beyond surface-level satisfaction to explore how deeply employees connect with the organization's mission and values. Creating Long-term Resilience Organizations that prioritize culture during stable periods build teams better equipped to handle challenges. By maintaining a people-first approach and regularly assessing cultural health, companies create an environment where: Strategic goals become more achievable Teams collaborate more effectively Employee motivation remains high Innovation flourishes Client satisfaction improves Most importantly, when culture aligns with core values and receives consistent attention and adjustment, organizations develop the resilience needed to thrive in both favorable and challenging times. Ready to strengthen your organizational culture? Vault's HR experts can help you assess your current culture, develop strategies for improvement, and implement effective measurement tools. Contact us today to learn how we can support your culture-building initiatives.

For a nonprofit, human resources best practices can mean the difference between strategic growth and major headaches. In many cases, issues don’t arise until an organization has grown to the point that the executive managing HR alongside other duties simply can’t keep up. Waiting too long to prioritize human resources can lead to staff and stakeholder complaints, high turnover, and non-compliance. Below we outline five signs that it’s time to reprioritize HR by outsourcing this critical department. With the support of a human resources outsourcing consultant, nonprofits can easily put practices in place to better support staff and stakeholders. 1. You have a Challenge that Needs to be Solved A specific challenge is often the first driver encouraging nonprofit organizations to consider human resources outsourcing. Without specific expertise in compliance, employee relations management, benefits administration, or other nuanced aspects of HR, it can be easy for an organization to overlook the required items. This is a key area where an outsourced consultant can deliver valuable nonprofit human resources best practices. Missteps in seemingly simple areas can carry potentially expensive consequences for non-compliance. Outsourced HR experts can provide tremendous value in putting proactive best practices in place. Once those issues are addressed, an outsourcing expert can dig deeper into organizational needs to create even greater value. 2. Your Organization is Growing As organizations grow, so do their employee management and compliance obligations. A tipping point often comes at the 50-employee mark, when there are obligations to meet in administering federal COBRA for health insurance, providing information about FMLA, and many other requirements. There are enough obligations that an organization can benefit from an assessment to ensure they’re in good shape. In addition to providing areas for improvement, the assessment can address nonprofit human resources best practices. Once organizations recognize there’s a point at which they can’t manage HR without this specific expertise, they often turn to outsourcing as the most efficient way to ensure compliance. 3. Turnover is Rising High rates of turnover are generally a sign of an underlying issue—a potentially expensive issue. The cost of making a single hire averages $4,700, according to benchmarking data from the Society for Human Resource Management . One common solution for getting to the bottom of turnover issues is an employee survey. However, organizations can face challenges when it comes to analyzing and acting on this data. An expert in this area can provide an objective assessment to understand HR relationships and employee relations issues, and identify strategies to slow turnover. Outsourced HR experts can also provide more nuanced support, such as delivering a cross-generational approach to employee management. For example, many organizations are currently questioning how best to retain Millennials and manage Generation Z’s entry into the workplace. These generations tend to have different expectations of their workplaces than previous generations, and this requires a different approach to benefits and management. An HR consultant can offer strategies for how to mentor younger employees, help them grow in your organization, and help managers feel comfortable with this approach. 4. You are Changing the Workplace Structure Growth isn’t the only reason for an organization to change its structure. Many nonprofits are navigating new expectations about work, including a shift to remote or hybrid work. These changes in structure are excellent times to touch base with an HR professional. Many organizations making this switch to more remote work are struggling with the process of how to operate in different states. There’s often confusion about regulations across state lines. While this issue can be easily resolved by registering as an employer in any state in which its team is working, this isn’t an obvious fix. This know-how comes with specific HR expertise. 5. There are Silos Between HR and Other Departments Some human resources outsourcing consultants can provide a big-picture perspective that helps nonprofits better understand connections between siloed departments. Consultants can create bridges between HR and Finance, for example. These two departments are responsible for a number of shared areas, yet do not always work closely together in large organizations. Connecting these two departments can help streamline payroll, compliance, and other issues where responsibilities overlap. In other cases, nonprofits may benefit from a stronger connection between their HR department and research functions. After all, salary surveys and professional development tools aren’t just benefits for members or stakeholders. There may be areas of utilizing these tools to create greater value for your organization’s staff as well. Reprioritize Your Nonprofit’s Human Resources Best Practices Every organization faces unique challenges, but it can be hard to see this from the inside. A third-party consultant can provide an objective assessment of your structure, culture, or activities. This assessment process can give nonprofits human resources best practices that can strengthen their organization. There are also more tactical areas where an outsourced HR team can help, such as project-based training or in-person professional development opportunities for staff. This tailored approach can help provide your team with the skills needed to succeed—and provide a hint at the deeper value of an outsourced HR department. Nonprofits don’t have to wait for a clear sign to decide it’s time to outsource their human resources management. If you’re ready to learn what outsourcing HR can do for you, contact Vault Consulting today.

Research that helps member companies track their performance against their peers has long been a key benefit to association membership, but because of the changing business climate, it’s more important than ever that associations take steps to make their research stand out. Global disruptions are changing the way business is done across a wide range of industries, making reliable industry data from a trusted source more critical than ever. And, as companies reevaluate their operations and supply chain partners, many are being forced to tighten their budgets. As a result, research will be an even more critical value proposition for many associations seeking to retain or grow membership. Below, we outline six key strategies you can leverage to maximize the value association research provides to members. 1. Ensure research is driven by members. Your members know their industry and the emerging trends and technologies to watch. Most importantly, they know what information they need to make association-driven research valuable to their organization. To get the results you need, a successful ongoing research program must be member-driven. Before your next iteration, connect with members through the feedback loop afforded by periodic meetings. To guide future research direction, this is the time to gather member input about how members’ information needs may change. 2. Expand the research scope. Baselines provide valuable insight, but if you’ve been asking the same questions of the same demographic for several years, now is the time to grow. Starting small is great, but expanding your scope likewise expands the value you can offer to members. This may mean tracking more categories or growing your base from a certain region to nationwide or global coverage. 3. Improve the quality of input data. Having a standardized method for collecting information and clear and concise program rules and definitions is critical for ensuring accurate, useful information. To this end, many associations turn to third-party providers to automate data collection. While pulling member data into an association system through an application programming interface may be too costly for some associations to manage on their own, it’s a level of automation that can significantly reduce the risk of error. This is an area where an experienced partner can prove invaluable. 4. Personalize output. If you’re still providing association research in a bound and printed format—or even a 200-page ebook—it’s time for a shift in mindset. It’s fine to start your research with simple output, including broad charts and infographics that present baseline data related to the industry as a whole. However, as programs evolve so too should the sophistication of the output provided. In today’s hyper-customized world, members want data that can be easily customized to help them track their performance against the industry norm. A dashboard view of data provides organizations with a helpful, visually appealing way to filter information for exactly what they need, and even print or export data for their internal presentations. Customized reports may provide a direct click-through to key information or specific views. There are a million ways to present data, but it’s important to make sure your members can present the data in a way that works best for them. 5. Gauge external interest. As the research approach is developed, explore if there may be ways to monetize the resulting data to your members’ benefit. It’s best to address this early because participating member companies should agree to provide access to this data in advance. Can the data be used to create high-level infographics that promote your organization in the media, perhaps through a revenue-sharing model with a trade publication? Or are there external stakeholders that would be willing to purchase this research and, through this, fund future programs? This is another area where your output format is key to catching the attention of these other parties. 6. Prioritize security. From the start, association research must have clear data security rules in place. This includes practices that ensure program output aligns with antitrust rules and safe harbor guidelines. This is an area where working with a well-known and respected third party may prove particularly invaluable because the partnership can lend both security and credibility to your program approach. If you’re ready to bring in third-party support to create greater value for your members, contact Vault today.

Opportunities for professional growth and career progression are of utmost importance to employees at all organizations , particularly those less experienced candidates. These opportunities may include structured professional development courses and skill building. Yet nonprofit organizations – particularly small and mid-sized nonprofits – don’t always have extensive paths for career growth . This is where skill-building and regular feedback become essential , particularly for nonprofits with a remote or hybrid workforce. Feedback helps employees know they’re on the right track professionally. Delivering clarity around job performance can lead to higher levels of employee satisfaction.  When employers become more intentional in how they deliver performance feedback and structure professional development for remote workers, they can better support employee growth and strengthen engagement. Highlight Opportunities for Growth It is essential to structure opportunities for growth and development, but in the hybrid work environment, it’s also important to regularly bring these opportunities to employees’ attention. Make clear how your organization can support a candidate’s career trajectory, beginning in your recruiting messaging. Include a bullet in the compensation and benefits section of your job posting that addresses professional development benefits. This messaging should also extend into early orientation and during the first year of employment. This might include details in the employee handbook that describe the process for utilizing professional development funds. Setting the tone early around professional development for your remote workers will let employees know that you’ll be investing in their success. Being intentional about revisiting these discussions around growth will prevent employees from feeling stagnant in their careers. During the first year, this might include discussions about certifications or external resources for professional development during manager one-on-ones. Ensuring employees are skilled for their next step will make them feel prepared for whatever might come next – and helps employees feel invested, which in turn helps retain them. Recognize Employees and Build Connections Intentionality is particularly important when it comes to delivering feedback for hybrid workers. There’s a tendency to put off recognition or performance management until employees are face-to-face, but putting off these discussions can make feedback feel less relevant. When a performance management issue arises out of the office, discuss it immediately while it is still fresh in everyone’s mind.   Similarly, when employees excel, it’s important to be intentional in recognizing and rewarding employees in a manner that works for the remote environment. While in-the-moment feedback is important here, intentional recognition can also include plans to deliver recognition over virtual meetings. Forwarding praise received from others can also instill pride in a job well done. Employers might also consider remote swag. A number of companies have popped up to help employers create branded gifts that are then made available in online stores. Employees are given credits and can then order gifts that are meaningful to them and show up directly at their door. More simply, recognition should also come in response to email deliverables. There’s a tendency to send off a deliverable and then not get feedback on whether it met the market. Become intentional about delivering feedback and closing the loop on how deliverables are used or received.  Build Strong Connections with Intentional Communication Delivering feedback is an important way to build relationships in the hybrid or remote work environment. These relationships are important to help employees feel strongly connected to an organization. However, relationship-building in this new way of working can feel difficult. Having employees come in on a team-selected core day, for example, can help. Managers can also create opportunities for employees to interact with their peers remotely. Virtual “water cooler” chats or trivia games that teams can play online together can build comradery. These relationship-building activities can build strong teams, but managers should also think bigger about building cross-departmental relationships. Cross-departmental collaboration can be more challenging in a hybrid work environment, as there may be fewer reasons to get together and connect. There’s less opportunity to simply bump into colleagues in the hallway.  Yet these relationships drive the cross-departmental collaboration that can allow for stronger progress toward shared goals. Making sure that other departments know what’s happening in your world can build opportunities for collaboration and trust. To spur this collaboration, be intentional in sharing information related to the company as a whole. This can be as simple as creating the time to share both personal announcements and items discussed in meetings that colleagues may not have had access to.  Open meetings with time to share also reflect a growing need for employees to bring themselves to work in ways that haven’t been seen before. There’s an increased expectation to be able to bring one’s authentic self to work. Allowing space for some discussion of one’s personal life or interests, through a supportive work environment, can be instrumental in building strong relationships that will engage hybrid and remote employees. Prepare Your Managers to Better Support the Team Nonprofits can maximize the success of this new world of work by becoming more intentional in how they recognize, manage, and communicate with employees. They may find they need to update their management approach in order to better deliver recognition and professional development for remote workers. Organizations that wish to prepare their managers to better support the modern workplace may find it beneficial to connect with a consultant who can provide an objective perspective on skill building. If you’re ready to take the next step in supporting your nonprofit team, contact us anytime—we’re here to help!

The initial shift to remote or hybrid work was a necessity for many organizations. Now that it is clear that remote work is possible for many roles, nonprofits must examine whether it is best for their organization.  While this answer may vary across organizations, overall nonprofits may find that they can make a remote or hybrid environment work for them by structuring this approach to work. Nonprofits that are intentional in how they structure their flexible work environment will find that effectively managing a hybrid workforce can create a workplace that works for everyone.  A Hybrid Workforce Works for Nonprofits For job candidates, flexible and remote work opportunities provide invaluable work-life balance. With more remote opportunities available, flexibility is proving to be a deciding factor for candidates weighing options. For employers, remote positions provide access to a much wider pool of candidates. This is particularly important for employers facing labor shortages or in need of specialized skill sets.  However, this flexible work approach carries with it concerns about decreasing productivity and drops in innovation. Research has begun to emerge to provide some clarity here. The Evolution of Working from Home , a study by Stanford’s Institute for Economic Policy Research, suggests that a hybrid environment, in which employees come into the office for two to three days each week, may provide the most productive blend of in-person and remote work. The researchers determined that workers generally saw productivity increases of about 7% with a hybrid work approach, while fully remote work tended to drive a drop in productivity of as much as 10%.  With a hybrid work approach, employers are able to give back to employees who need work-life balance. Employers gain additional hours of productivity during time workers might have once spent commuting, among other benefits. However, these benefits are only possible when employers take the time to structure an approach to hybrid employee engagement. Managing a Hybrid Workforce Depends Upon Engagement  Becoming more intentional around your hybrid work approach can strengthen employee engagement and productivity. Below are a few areas where nonprofits should begin evaluating their hybrid work policies. Plan in-person time. Some research indicates that having individuals pick their own days for working remotely is better for the individual, but it’s not as intentional for the organization. Yet having employers require a specific number of days on-site lowers morale, according to a Gallup survey of 8,090 remote-capable U.S. employees. The Gallup survey ultimately found that 46% of hybrid employees reported being more engaged at work when their team collaboratively determined their hybrid work policy. In fact, Gallup found this to be the single most engaging hybrid work policy, despite having only 13% of employees saying their team had done this. By having individual teams recommend a core day to meet in the office once or twice a week, it becomes easier to host the communal lunches and after-work happy hour that builds connections. To build on this engagement, nonprofits may consider hosting quarterly or even annual in-person meetings to strengthen connections across their far-flung workforces.  Provide the right tools and resources. Tools like Microsoft Teams, Zoom, Google Drive, Slack, Asana, and others have been adopted broadly over the last few years. This can support collaboration between remote employees. However, effectively managing a hybrid workforce means ensuring everyone – including new hires – feels confident in navigating the platforms of choice and how to make the most of these tools. There are many options available, and onboarding around new tools or communicating new features will keep everyone at the top of their game. Encourage communication and collaboration. Nonprofit HR managers should make sure everyone is clear on the most appropriate channels for reaching out to colleagues. This includes clarifying which channels and modes of communication are preferred and when certain channels may be most appropriate.  It is also essential to note that preferred channels may vary based on remote or in-person status. For example, people may prefer email on remote work days to allow time to focus on scheduled activities. By providing a clear policy around when different modes of communication are most appropriate, managers can help prevent communication breakdowns. For example, falling back on email or apps for performance reviews leaves room for misinterpretation and misunderstanding that can prove damaging.  Build trust and flexibility. When “in the zone” in the quiet of remote work, it’s tempting to push meetings or phone conversations back. However, showing up builds trust. It sends the message that time is valuable. Showing up on camera during remote meetings builds human connection and strengthens trust-based relationships. It encourages greater understanding during meetings. These meetings can be essential for building the trust that makes more teams effective. That said, it’s important to ensure meetings are productive and purposeful. Being intentional about meetings – through timing and by sending out agendas in advance that enable people to come to meetings prepared for rapid action – demonstrates value for employees’ time. Establish regular check-ins. When in the office, colleagues bump into one another and connect. With hybrid work, it’s important to be intentional about when to meet. By intentionally setting up regular touchpoints, employers can strengthen connections. Stay disciplined about maintaining one-on-one discussions with employees. These touchpoints send the message that “I’m putting aside time for you because I value you and am committed to your development and growth.” Setting policy to this effect is particularly valuable for ensuring less experienced managers understand the importance of these meetings in building trust. Get Support Managing Your Hybrid Workforce With structured feedback and touchpoints, there is no reason nonprofits can’t benefit from the vast talent pool now available to them through remote work. But if you want support in structuring those touchpoints, Vault Consulting can help. We provide HR outsourcing and advisory services that addresses the unique needs of nonprofit organizations. To learn more, contact us today.