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?
You may know someone like this at work: optimistic and resilient, they appear to bounce through challenges drawing on an internal strength that helps them work through problems they encounter at work. Always hopeful and positive about the future, they treat stressful events as a “one-off” situation, appearing to have a built-in buffer that protects them against both ordinary and extraordinary events. Perhaps this is even you.
This sort of emotional resilience is often considered innate. But can it be taught?
Like going to work, death, dying and bereavement are things that at some point we all have to face. So it’s high time we started having the conversation about how the workplace responds to death and dying. This guest post by Jessie Williams, Executive Director of The Groundswell Project, might help to start the conversation in your organisation.
We’re excited to announce we’re now accepting scholarship applications for our fifth annual conference in Melbourne on November 13th and 14th!
So if you work at a small not-for-profit and can’t afford to attend the 2017 Not-For-Profit People Conference, you may be eligible for one of 10 scholarships to attend the two-day conference.
It’s no secret that the not-for-profit sector has faced unprecedented instability in recent years, with uncertainty fast becoming the ‘new normal’.
The drastic drop in donations caused by the GFC, constant fluctuations in government funding and sweeping sector reforms like the NDIS are just three examples of massive change – and that doesn’t even touch on the increasingly volatile political climate both in Australia and overseas.
To start developing skills to help lead teams during these uncertain times, and to prepare for change in the future, here are three important lessons for leaders at all levels of your NFP.
In a sector devoted to making the world a better place, creating a culture where everyone feels happy is an important priority for many NFP managers and leaders.
But could you be being too nice?
If you’re withholding feedback from your team because you’re afraid that being candid with staff would conflict with being nice, respectful and warm, the effect could in fact be that your team doesn’t perform at their best, and they miss out on opportunities to improve themselves and the organisation’s overall impact.
So if you’re keen develop a culture of candour and feedback in your team, here are seven steps you should follow.
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.
Flexible work is on the rise everywhere – particularly in Australia’s not-for-profit sector. But could working flexible hours have a dark side for employees?
In this guest post, Dr Heejung Chung outlines new research which finds that when it comes to work/life balance, having the freedom to work flexibly might not always be a positive force in the lives of employees.
Have you ever considered how fair or “just” your behaviour at work is?
It matters more than you might think. In fact, research shows that if managers behave fairly their staff are more likely to feel committed to their jobs and perform better overall.
The good news is that justice can be embedded into the culture of your organisation – particularly through the improvement of policies and procedures – which can ultimately improve the impact your not-for-profit organisation is able to make.
Google is renowned for its ability to put together some of the world’s most innovative and effective teams.
But that doesn’t make its recruitment staff immune to unconscious biases – the assumptions and decisions our brains make without us even realising it.
Unconscious biases actually effect all of us, every minute of the day. And they can have a huge affect on an organisation’s recruitment activities.