Having a difficult conversation in the workplace can be, well, difficult. Giving criticism is hard – and so is receiving it. As a result, the conversations that need to be had the most often go unspoken, leaving problems and grievances unaddressed and ultimately causing issues like reduced productivity and low morale.
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.
Would it surprise you to learn that making your job interview process more challenging for candidates could improve your staff’s long-term satisfaction? Just a ten percent increase in job interview difficulty could boost your workforce’s collective job satisfaction by up to 3.6 percent – is it time your organisation took a different tack in its interviewing strategy?
Organisations sidestepping traditional performance review systems aren’t canning the idea of reviewing performance altogether. They recognise the need to continue to improve staff performance in some way – just one that is more effective. Here are four key tips for ditching your current performance review process.
Would it surprise you to learn that just eight percent of organisations consider annual performance reviews valuable? And that a further 45 percent of HR leaders think performance reviews are inaccurate in appraising an employee’s work? Employers and staff alike have long reviled performance reviews – and not much has changed in the 1,700-odd years since their inception.
Four standout ideas we picked up at the conference from the Asylum Seeker Resource Centre, the Happiness Institute, the Kitchen Garden Foundation and World Vision that you can apply to your organisation.
Do you dread having tricky conversations with colleagues about performance, pay, restructuring or workplace conflict?
Throughout a career, every not-for-profit leader will face these conversations. But for many, they can be the most difficult parts of a job.
Since Susan Henry joined Starlight Children’s Foundation in 2001, they’ve twice been accredited as an Aon Hewitt Best Employer. With staff engagement currently sitting at a phenomenal 89%, we had a chat with her to try and find out what the secret is.
In the lead-up to her presentation at the 2015 Not-For-Profit People Conference, Yumi Stamet – a Workforce Adviser for the National Disability Services (NDS) – spoke with us about Buurtzorg, a Dutch NFP that has grown from just 4 staff in 2006 to over 8,000 staff today, by pioneering a system of self-managing teams. Buurtzorg has the most satisfied workforce of any Dutch company with more than 1,000 employees.
Dr. Timothy Sharp is the founder & CHO (Chief Happiness Officer) of The Happiness Institute – Australia’s first and now largest organisation devoted solely to enhancing happiness for individuals, families and organisations. In the lead-up to his presentation at the 2015 Not-For-Profit People Conference, Dr. Sharp spoke with us about what happiness at work looks like, why it’s important and how you can help staff to find it.