Human Resources

A free course on People Analytics for purpose-driven organisations, from the experts at Google

Does your organisation sometimes base HR decisions on emotions, instincts or politics rather than data?

Every day, reams of data are created by your organisation that could help you make better people decisions. Decisions like: Who to hire? Who to promote? How to manage great staff or struggling staff? How to build high-performing teams?

But how do you turn all that data you’ve got – whether through CVs, staff surveys, or staff pay and performance data – into actionable insights? Here’s how.

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How to write clear and effective HR policies for your organisation

HR policies may not be glamorous – and they are definitely the butt of endless jokes (click through for some timeless Dilbert cartoons) – but that doesn’t make them any less essential to a well-fuctioning organisation.

It does mean that writing or updating your organisation’s HR policies and procedures can easily slip to the bottom of your to-do list.

But not making time to look at your policies can cost you and your organisation, in both dollars and hours. So here are five tips to help you write more effective HR policies in your NFP.

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Claiming a seat at the table: why and how HR should be playing a key role in your NFP’s strategic planning

Who’s involved in setting your organisation’s strategy?

Traditionally, HR wasn’t a part of the strategic planning process in most organisations. People considerations were more of an afterthought or a response to the strategy that was already set by senior management.

But in the rapidly changing Australian NFP sector, can organisations afford to leave HR expertise and perspective out of their strategic planning processes?

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More NFPs are discovering the benefits of remote workers. Here’s how to update your recruitment process to make that work

If your NFP doesn’t already use remote workers, chances are good that you will in future.

That’s because – and this will be news to no-one – the landscape of Australia’s workforce is changing. Influenced by high-speed broadband and the ubiquity of virtual tools, organisations are increasingly using remote workers to maximise flexibility for both staff and the organisation as a whole.

In fact, many roles across to the not-for-profit sector can be performed remotely, from managers to graphic designers to counsellors – and beyond.

So how does your recruitment process need to change to take remote workers into account?

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The case for greater flexibility at your NFP

Dr Clare Allen is on a mission.

As CEO of VisAbility – Guide Dogs Ltd in Western Australia, she knows that work-life balance can be challenging for many people working in the NFP sector – particularly those in more senior roles, and for those in frontline services juggling high client work-loads with admin and/or management responsibilities.

That’s why she wants to spread the word about how organisations can move past a focus on “work-life balance” towards a vision of a much more flexible “work-life harmony” that empowers staff to achieve more powerful and healthier results.

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Five hiring strategies to reduce staff turnover at your NFP

Keeping staff for the long-term is difficult for any organisation, but high turnover is a pain that many not-for-profit organisations know better than others.

The negative effects of high turnover are numerous and well-documented: lower productivity, declining morale and significantly higher costs to train newcomers. Organisations also miss out on the huge benefit of institutional knowledge when key people leave.

So what can your organisation learn from one company that has a 95% staff retention rate?

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Is your NFP doing enough to protect whistleblowers?

NFPs aren’t doing enough to protect whistleblowers.

That’s according to the largest survey ever into the topic, examining policies and procedures around whistleblowing at over 700 organisations in Australia and New Zealand.

Protecting whistleblowers is crucial for stamping out fraud or wrongdoing. This post explains exactly where the problems are, and key areas your organisation should focus on to improve.

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