Like going to work, death, dying and bereavement are things that at some point we all have to face. So it’s high time we started having the conversation about how the workplace responds to death and dying. This guest post by Jessie Williams, Executive Director of The Groundswell Project, might help to start the conversation in your organisation.
2020 has seen fires, an ongoing climate crisis, a global pandemic and now an emerging economic crisis as the real unemployment rate heads above 13 percent.
It’s enough to make even the most resilient NFP staff member feel stressed, anxious, worried and potentially burned out. So as a manager or HR professional, what can you do to help your staff – and yourself – avoid burning out?
Why do some teams succeed and ‘flow’ while for others, every day seems like a struggle?
Tthe success or failure of teams often comes down to communication. Not just good communication, but great communication.
But what does great communication look like?
Right now, a dedicated case worker who’s spent years supporting vulnerable people is quietly updating their résumé – not because they’ve lost their passion, but because rising living costs are making it harder to make ends meet.
It’s a familiar story across the NFP sector, where 1.6 million employees are feeling the squeeze of rising living costs, and many organisations are unable to ease the pressure through pay rises alone.
But pay isn’t the only lever employers have to financially support employees. So, what does good financial wellbeing support look like when employers can’t provide a salary increase? We spoke to Helena Jakupovic, General Manager of the WA-based Financial Wellbeing Collective to find out.
Agile is a framework for working that’s transformed and revolutionised technology development over the last couple of decades.
At the heart of Agile are ideas about experimenting, learning quickly from successes and failures, gathering feedback and iterating.
Perhaps the most widely relevant and useful practice to come out of Agile – and one of the easiest to implement – is the “retrospective”.
Employees who trust their organisation are more loyal, engaged, committed, and will advocate for their workplace – so how can leaders build an organisation-wide culture of trust?
If you’d like to build greater trust in your NFP’s workplace, here are 5 key ways trust can be built and improved.
Have you ever struggled with a problem that will not go away, despite multiple attempts to solve it?
Adaptive leadership is a practice that helps a leader to engage members of an organisation to adapt to change, and it can help tackle problems which stubbornly persist or face unexpected resistance, despite seemingly obvious solutions.
Have you noticed a workmate behaving differently? Do they not seem their usual self?
Many people will be hesitant to start a conversation but this may be pivotal in them getting the help and support that they need to get and stay well.
Here are some tips for having that conversation.
We have known for many years that humans are driven by an innate desire to find or foster meaning in what we do, even under the most extreme of conditions. Given how central work is to most people’s lives, it is a key place to seek meaningfulness. Recent research with 135 people in a wide range of jobs set out to discover what they considered meaningful work, how work can be made meaningful, and how this sense of meaningfulness can be erased or destroyed.
This is the story of how one fundraising team boosted their weekly productivity by 400 percent.
It wasn’t due to pay rises or catered lunches – or even an inspiring or well-trained manager giving staff the motivation to do their work better. So what was it?