Many in our community provide often unseen informal care, with the majority of carers being female, over the age of 45. Many of these invisible informal carers are also juggling employment.
COVID-19 is an opportune time – NFP employers have a unique chance to protect the physical, emotional and financial well-being of their carer-employees through creating a carer-friendly work culture.
Every organisation has expectations of how their staff should behave at work. But without writing down those expectations, it’s easy for misunderstandings or differing expectations to form among your staff and volunteers.
To help avoid this, more NFPs are turning to a written employee code of conduct to provide clear expectations about what how staff should or shouldn’t behave at work.
How is it possible that in a sector so dedicated to social justice and equity, descrimination and unequal outcomes for Indigenous Australians and people of colour persist?
When it comes to influencing our decisions and judgments around people, cognitive or unconscious bias is universally recognised to play a role in unequal outcomes.
So what can your organisation do?
We spend, on average, about 90,000 hours at work.
Given this, most of us want work that’s more than just a source of income. We want work that’s satisfying, significant, valuable. Work, in other words, that is meaningful.
Here are three keys to making work more meaningful for staff at your NFP.
It has long been recognised that all work and no play is likely to lead to less productive, dissatisfied workers.
Besides making working lives more enjoyable, there is strong evidence that fun in the workplace packs a powerful punch in terms of organisational benefits.
Fun in the workplace is highly subjective. So how can NFPs create a suitably pro-fun culture and environment?
Every NFP wants their staff and volunteers to be happy.
Not just because research shows that happy staff are around 12 percent more productive (and those who are unhappy are 10 percent less productive) but because we care about the people we work with and want the best for them.
We can’t create a better world by making people unhappy.
So what’s the best way to tell if your staff are happy? And what should you do if they’re not?
Collaboration isn’t just a buzzword – getting input and buy-in from your people can have huge benefits for a project and for staff too. Yet many organisations still rely exclusively on their HR function to establish their organisational values. Organisational values, by definition, affect every single person in the organisation, so it actually makes little […]
“High standards are contagious. Bring a new person onto a high standards team, and they’ll quickly adapt. The opposite is also true. If low standards prevail, those too will quickly spread. And though exposure works well to teach high standards, I believe you can accelerate that rate of learning by articulating a few core principles of high standards.”
That’s Jeff Bezos – founder and CEO of Amazon, and also the wealthiest person in the world.
While you might wonder about how much a billionaire has to teach leaders in Australia’s NFP sector, the lessons from Bezos’ annual letter to his shareholders are hugely relevant for leaders in any organisation, of any size.
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.
If your people are the heart of your NFP, your culture is the blood – invisible from the outside, but the primary mode of nourishment and growth. But if that culture is poor, it can filter down through an entire organisation and cause problems like high staff turnover and reduced productivity.