‘Human resources’ – what does that even mean? Regardless of what name you go by, here are eight pieces of advice to be the best you can, and get the ‘human’ back in HR.
Eight ways to improve your organisation’s HR practices
Human Resources
Six steps to ensure your staff are ready when natural disasters strike
Just this week, we’ve had floods in Victoria, NSW and Tasmania and cyclonic storms in South Australia. Natural disasters – whether floods, droughts, heatwaves or bushfires – are rarely far from the headlines in Australia. Which makes it all the more shocking that 25 percent of community organisations say they might need to close permanently after an extreme weather event, while half think they’d be out of action for at least a week.
That’s why the Australian Council of Social Service (ACOSS) suggests that community organisations are generally ill-prepared for disasters and emergencies. To help address this, ACOSS has developed a toolkit to help community organisations measure and improve their resilience in such circumstances.
Five ways that Facebook works to stop office politics
Office Politics: in most organisations they’re probably unavoidable. But when manoeuvring for power or influence becomes more important to staff or volunteers than your NFP’s purpose or mission, then organisational dysfunction is probably just around the corner.
When a group of people come together in a work context, the strategies and schemes they might employ to their own advantage can be difficult to stamp out. So what can you do as an NFP leader or HR professional to stop office politics taking hold?
With almost 15,000 employees, Facebook has some serious experience with office politics – and they’ve come up with five tactics that they’ve found useful in preventing politics taking hold and keeping their organisational culture healthy.
Does anyone in your organisation work with children? Here’s five steps to improve your recruitment practices
Everyone cares about the safety of kids. But making your organisation safe for children starts long before you bring on new staff or volunteers. From advertising and conducting interviews to performing background and reference checks, the safety of the children starts with your organisation’s core recruitment practices.
Five principles for raising HR standards in your NFP
Does HR battle to be taken seriously in your organisation?
While professions like finance, legal and operations are almost always present at the leadership table, HR often fights to be treated in the same way in many organisations. Why?
Great organisations tell great stories: how to harness the power of stories to engage and retain your staff
A simple survey will tell you how staff feel about your organisation. But how do you want them to feel? And what can you do to create that change?
Over breakfast on 15 June in Brisbane and on 17 June in Sydney, EthicalJobs.com.au is proudly presenting ‘story activist’ Moya Sayer-Jones, who’ll be discussing how your organisation can identify and use stories to engage, inspire and retain your best people.
Three questions to ask when interviewing and assessing serial job-hoppers
Restarting the recruitment process sooner than anticipated can be a real drain on resources, so it’s natural to respond by avoiding candidates whose CVs reveal a track record of job-hopping. But what things should you look out for to ensure you don’t miss out on a star recruit?
Want to avoid hiring toxic staff? Do this
$50,000. That’s how much hiring a toxic worker could cost your organisation, according to a 2012 CareerBuilder survey.
While a 2015 Harvard Business School report is a little more conservative in its estimate of $12,000, the take-away is clear: toxic staff can cost your organisation dearly.
The best things your NFP can do to boost staff retention
Did you know median staff turnover for NFPs in Victoria is as low as 16 percent per year? That means half of all NFPs record turnover of 15 percent or less. How does your organisation measure up?
Offboarding staff: are you getting it right?
Saying goodbye to great staff is never easy. And when the person leaving has ‘deep smarts’ – that is, mission-critical, experienced-based knowledge – it can be a particularly difficult blow.