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.
There’s an emerging type of worker who usually knows more about their job than anyone else in the organisation and is not likely to suffer fools gladly. This type of worker can be difficult to manage as they don’t consider themselves to be subordinates in the traditional sense.
Numbers of these “knowledge workers” are rising steadily in the NFP sector and beyond. And a key challenge for managers today is how to get these sorts of staff members to want to do what you want them to.
Traditionally, not-for-profit organisations have focused their energies on the needs of their clients or issues, since they’re ultimately the reason for the organisation’s very existence.
But how can you be more deliberate about the ever-important staff experience – and boost engagement and productivity in the process?
How does your organisation balance the sometimes-conflicting needs of your staff and clients?
A recent landmark legal ruling highlights the potentially dire consequences of failing to prioritise the safety and wellbeing of your staff.
It’s the age-old question: are leaders born or made?
While there’s no hard and fast verdict, the general consensus is that it’s a combination of both – and that’s great news for the up-and-coming leaders in your organisation who might need further development.
What motivates the people in your NFP to come to work each day? And others to apply for the jobs you advertise?
Many in the NFP sector, decrying the inability of the sector to match the wages that corporates and government often pay, reckon it’s mostly about how much your organisation can pay them.
As 2016 comes to a close, we’ve been reflecting on the year gone by – and what a year it’s been! We hope you’ve taken away some great ideas that made an impact in your organisation, and that have helped your organisation to make an even bigger impact in your community. We’re looking forward to […]
Your organisation might already have a broad mental health policy in place. But have you ever considered implementing an action plan tailored to each staff member’s individual wellbeing needs?
Michelle McQuaid is a best-selling author and workplace wellbeing teacher and coach, with more than a decade of senior leadership experience in large organisations around the world. We spoke to Michelle to find out more about the importance of building resilience and wellbeing in staff and teams, and why happiness shouldn’t be the holy grail at work.
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.