Up until 1975, employers could take almost anything into consideration when recruiting staff. But the Commonwealth Racial Discrimination Act – passed by the Whitlam Government – started a legislative trend towards protecting a variety of people from employment discrimination. And that means there are now some things you just can’t discuss when you’re making a decision about who to hire.
Kerry Shields is the National Volunteer Manager at Starlight Children’s Foundation, a not-for-profit that seeks to improve the lives of children and teens who are seriously ill or in hospital. Kerry’s team is responsible for attracting, recruiting, engaging and retaining more than 3,000 volunteers, whose contribution of more than 55,000 hours equated to over $1.6 million in value to the organisation in 2015.
Ahead of her presentation at the 2016 Not-For-Profit People Conference, we spoke to Kerry about the value of approaching volunteer recruitment in the same way as paid staff.
So you’ve advertised a job, shortlisted candidates and done your interviews. Now which candidate should you hire?
How do you differentiate between good candidates who might have different skillsets, experience and personalities?
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.
Research shows that people who understand and manage their own and others’ emotions make better leaders. While that may sound obvious, in fact many managers lack such basic self-awareness and social skills.
Want to build a team – or a whole organisation – of staff who possess those fundamental qualities? Here are five tips to help you hire for emotional intelligence.
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?
Imagine if your organisation didn’t keep track of its financial data – what its income and expenses were? How could it possibly survive?
And yet, many NFP organisations don’t track basic data about their recruitment process. And that’s almost as bad.
$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.
In our last post, we revealed why an Employee Value Proposition, or EVP, should be a vital component in shaping your organisation’s HR policies.
In case you missed it, an EVP is the unique characteristics and benefits your organisation provides to staff in exchange for their skills, time and expertise.
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.