Organisational Strategy

The 2019 people and culture trends NFP leaders can’t ignore

A new year – and hopefully a summer break – provides a great opportunity to reflect on the year that has been, as well as the year to come.

Looking ahead, the EthicalJobs.com.au team sees some evolving priorities for people and culture leaders at Australian Not-for-Profit organisations. Here’s a look at the top 5 trends we believe should gain your attention in 2019 as well as some tips to address them.

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Could your employer brand be stopping you from recruiting the top candidates? Here’s how to improve it

Struggling to get the number or quality of applications for your latest jobs? Have you considered whether your “employer brand” – the sum-total of how potential employees see your organisation – could be the problem?

Mark Puncher, founder and CEO of Employer Branding Australia works with organisations to present themselves to candidates in the most authentic way, and says it’s critical to approach candidates with a different message than one you might present to the public, to donors or to clients.

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How CanTeen developed an HR strategy that makes everyone accountable for success

HR strategy

Does your organisation’s HR strategy have contributions and buy-in from your whole organisation? The idea of collecting feedback from every single team or department in your organisation to shape your HR strategy might sound like a colossal challenge – or even  a waste of time. Yet this is exactly what youth cancer charity CanTeen has […]

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How co-designing your values can improve your organisation’s culture

co-design of values

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 […]

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Could greater autonomy be the secret to growing your impact and improving staff engagement?

empowering staff

The introduction of the National Disability Insurance Scheme (NDIS) has been a catalyst for high levels of change in Australia’s NFP workforce.

With greater empowerment and choice for NDIS participants has come greater demands on service providers and their staff.

In turn, old workplace structures, processes and practices have sometimes struggled to keep up with new demands for flexibility, responsiveness and client-centred approaches.

One innovative solution lies in equipping staff with the autonomy to make their own decisions.

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Working four-day weeks for five days’ pay? Research shows it pays off

Employees at a New Zealand company behind an innovative trial of a four-day working week have declared it a resounding success, with 78% saying they were better able to manage their work-life balance.

An analysis shows that the employees working four-day weeks felt better about their job, were more engaged, and generally reported greater work-life balance and less stress – all while maintaining the same level of productivity.

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What Jeff Bezos, CEO of Amazon, has to teach NFP leaders about high standards

“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.

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How “design thinking” can change the way your NFP works

Are teams in your organisation open to new ways of working?

While “innovation” may be something everyone says they love, when push comes to shove, convention and tradition – ‘the way things have always been done’ – often rules supreme.

That’s because innovation can be risky, unproven – and scary. But given that not-for-profit organisations deal with some of our society’s most important problems, the need to apply creative solutions in order to make an impact is even more important – particularly with a rapidly changing external environment and increasingly strained budgets.

Enter “Design Thinking”.

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