Even with the knowledge that training and development can have a massive impact on your staff and organisation’s performance, being able to invest time and money in it can still be a challenge for many NFP organisations. In this post we explore the big question of “how?” for NFPs that want to take the next steps.
One way organisations can avoid today’s so-called “Great Resignation” is to invest in building brands that are as compelling internally as they are externally. When leaders partner with marketing and human resources to explicitly align individual roles with an organisation’s inspiring brand purpose, organisations can transform an exodus of employees into an influx of talent.
Learning is essential for any NFP organisation to be able to adapt to ever changing conditions and survive. Peter Senge is an expert on building a culture of learning, and says ‘learning organisations’ are those organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of […]
Competency-based role families could be the magic pill your organisation needs to tighten role descriptions, identify skills gaps, and reinvent staff learning and professional development. Think that’s a big claim? Frank Sedmak has been the General Manager of People and Culture at the Cerebral Palsy Alliance (CPA) for 14 years, and implemented competency-based role families […]
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?
It’s fair to say that most people working in the NFP sector aren’t primarily motivated by money. So what do staff get out of working at your organisation? Enter the Employee Value Proposition, or EVP – recognised as an effective way to answer this question.
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.
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.
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.
What are the most important things to consider when building an effective team? Experience? Communication skills? Resilience? The ability to play well with others? All important.
But there’s another potentially make-or-break measure that could have just as much impact on the success of your team – size.