Human Resources

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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The top three areas of HR that Australian NFP organisations need to improve

Do you know what your staff are thinking?

As part of our annual survey of the EthicalJobs.com.au community, last year we asked jobseekers who are currently working in the NFP sector to tell us what advice they’d give their current employer to “help improve the workplace, processes and practices in your organisation?”

Almost 1,000 people responded to the question – anonymously of course – and the results provide a fascinating insight into the state of NFP organisations through the eyes of their staff.

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Unconscious bias is keeping women out of senior NFP roles, but we can get around it

Most people would not consciously decide to hire candidates based on whether they remind them of themselves. But one unconscious bias – affinity bias – may lead people to favour candidates who are like themselves, research shows.

If senior managers and NFP boards are made up of mostly men who unconsciously engage in such bias, it stands to reason that more men than women will continue to be hired and promoted – particularly men who share the same background with current managers. This only serves to perpetuate the cycle of men outnumbering women in leadership positions.

So what can be done?

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