Four free tools to make your website accessible for everyone

When thinking about accessibility, we mainly think about people with a disability being able to navigate our website. This is an important focus but providing a better user experience is important not only for users with a disability but for everyone.Accessible website

Thinking more broadly about making your website’s content accessible in multiple ways, to suit a broader audience, can help you to accommodate everyone’s needs.

Changing the page structure, thinking about terminology, improving readability, labelling images correctly, or even something as simple as making it easier for your readers to share one of your blog posts or pages are good improvements.

Your website should also work for older and younger users, non-English speaking users and people with a temporary impairment. It might sound strange, but someone with a fuzzy head from a hangover or the flu who is trying to use a site will also benefit from it being more accessible.

At Community Business Bureau, we use accessibility tools on our own website and on websites we have developed for our clients. They are free and easy to install so you don’t need a web developer in-house. With basic web management knowledge, you can do it all by yourself!  Here they are:

  1. Userway accessibility button: It is an all-in one tool that does wonders. It’s a small icon that sits on your site and with a one click menu, allows you to:
    1. Desaturate the colours of your site making it all black and white, so it’s easier for people who are colour blind or have a visual impairment to read it
    2. Activate keyboard navigation for people with a physical disability to navigate your website with just the keyboard
    3. Increase the size of the cursor so people can navigate the site without losing the cursor
    4. Increase the size of the text to various sizes, making it easier for users with poor eye sight
    5. Change the contrast of the site (you can select from three different contrast options) helping colour blind users and people with a visual impairment to read the site
    6. Highlight where links are on the site, making clickable areas obvious for users
    7. Change to more legible fonts making it easier for people with degenerating eye sight or general sight problems
    8. Read the content of your site out loud for people with a visual impairment or for anyone who prefers listening instead of reading

Userway is easy and quick to install. Visit and follow the instructions. We have installed it in our website  and it has worked very well.

  1. Google translator: translates your page to over 100 different languages – you choose which languages to include. It takes only half an hour to install in a straightforward process of four easy steps. Follow the instructions on

As a non-native English speaker myself, the translation to Spanish proved to be quite good!

  1. Sharethis: This is one of the most versatile tools to share content from your website to a destination of your user’s choice, increasing control over when and where they read. It can be installed on your whole site or just on the pages that are “shareable” like blog post pages. Here’s an example of how it looks on one of our client’s sites: Sharethis allows you to add specific share buttons and/or a generic share button that expands to over 30 different options of social media channels on which to share your content. It’s a handy unobtrusive feature.
  1. Hemingway app: A tool that helps you improve the readability of your text by highlighting lengthy, complex sentences and common errors. Paste your text and edit away. It certainly makes it quicker for writers and even better for bloggers.

If you need help with making your site more accessible, or building an accessible site that’s easy to manage yourself, we are here to help. Call us on 1300 763 505


Camila Zambrano
Communications Officer

Phone: 1300 763 505

Talent Management Part 4– Measuring success

In this Talent Management series (Part one: Do you have a lack of talent?, Part two: exploring the employee journey and Part three: getting confused with definitions?) we have defined Talent SuccessManagement as a series of interconnected development activities that when executed thoughtfully, add value to the employee journey and the organisation’s brand.

As our sector continues to grapple with the VUCA environment and shrinking risk appetites from Boards and executive leaders, there has never been a more crucial time to invest in our organisations. This puts pressure on workforce leaders to provide evidence based measures of program success.

Typically, TM programs are seen as expensive investments and particularly in the nfp sector, these are usually funded by hard fought surpluses. While the business case for investing in TM is generally accepted across Board rooms, we sometimes find ourselves on the back foot when trying to provide tangible proof or measuring success of our TM efforts.

We often think about how to evaluate our programs once they are nearing completion. However, by this time it is often too late. The time for identifying measures for success is at the design stage.  Once we have qualified what our desired business outcomes are, we can turn our attention to the most appropriate business metrics that provide independent metrics and standards. Without these, any evaluation and return on investment conclusions leave room for unconscious bias to take hold.  The consequences of using incorrect data for decision making then speaks for itself.

With the right measurements as our focus, we are able to identify both employee productivity improvements and overall business improvements. So from the vast list of metrics that we can choose from, which ones are most likely to highlight the success or otherwise of our TM efforts?

One key business measurement to consider is Return on Workforce (ROW).

Return on Workforce = Operating Income
                                     Total labour cost

TM programs aim to improve ROW percentages by positively impacting productivity, discretionary effort, increasing organisational knowledge, skills and capabilities, attracting and sourcing talent, to name a few. You will notice that ROW is outcome focussed and moves away from the traditional activity based reporting metrics. These still have a part to play in measuring success and go towards the direct and indirect labour costs for ROW.  Here’s a sample of some of these:

  • HR Cost per employee: How much are you spending on HR
  • Cost per recruitment: Cost for recruiting, hiring and on boarding
  • Time per recruitment: How quick is the recruitment process
  • Employee turnover: Percentage of employees leaving employment with you for any reason
  • Revenue per employee: Total revenue divided by number of employees
  • Average performance rating: How well do employees ‘score’ in your performance reviews
  • Identified TM employee retention rate: TM identified employees staying your organisation
  • Bench strength: measures the depth of the succession pool for a key position
  • Average retention periods: How long do your employees stay with you
  • Employees eligible for retirement: Can include both voluntary and involuntary
  • Employee satisfaction metrics: usually collected through surveys

Being able to draw from these metrics and make conclusions from data is just the first step in the evaluation process. Data in itself is inert, purely objective and provides hard evidence. What metrics do not do however, is supply us with the answers. We have to apply our knowledge, experience and wisdom to the metrics to critically assess the success of our TM efforts.

If you would like to know more about Talent Management programs, contact Andrea Collett.

Andrea Collett

Andrea Collett
Senior HR Consultant
Phone: 0422 437 153

Thinking for Change part two – finding inspiration

Welcome to the second in our series on different ways to think about marketing. Last time we looked at a simple technique to help you find new opportunities by playing with the rulesfinding inspiration
This month it’s a short blog, with a simple message – one of the best ways to grow your marketing muscle is to develop your understanding of people.

Reading and watching widely across all of the humanities can really help to level up your marketing mind – after all, marketing is really about people and design. Understand more about how people tick and you’ll be better placed to work with marketing’s mechanics to create value for the humans you care about.

Here’s two of my favourite sources: Continue reading…

Talent Management Part 3 – Getting confused with definitions?

Are you getting confused about all the definitions that are thrown into the conversation when we manage and develop our talent?

If you answered yes, you are not alone. It can be a real turn off for operational managers to deal with ‘HR speak’ at the best of times. Being crystal clear about what we mean becomes an important part of our organisation’s underlying approach to Talent Management. Our managers and leaders are the major stakeholders and drivers of our Talent Management efforts, and so it becomes our responsibility as HR professionals to make it as easy as possible to reduce confusion and inspire engagement. It is easy to get into semantics when we are developing our terms of reference and essentially at the end of the day, it doesn’t really matter which words we use to describe what we mean. The most important thing, is that we develop a shared understanding across the whole organisation.

Here are the five key definitions that we regularly use and what I think they mean in the Talent Management context:

Continue reading…

Talent Management part 2: exploring the employee journey – it’s a marathon, not a sprint

Talent management: the employee journey marathon


In my last article of this Talent Management series, we concluded that Talent Management (TM) was not a stand-alone activity that can be ‘done’ to people.  It is the compounding effect of people practices, leadership and thoughtful execution. As a definition TM is having robust people and culture structures, practice and initiatives that when combined add value to the employee journey while enhancing organisational brand. Continue reading…

Takeaways from Better Boards conference 2018

The Better Boards conference 2018 was on the theme of customer-centric governance. Inevitably, as a conference for not for profit boards, there was also broader discussion about boardJane Arnott presenting at Better Boards Conference 2018  performance and behaviours. Here’s our top takeaways from Better Boards conference 2018

Customer centricity

  1. Employee experience determines customer experience: a recurring theme from conference speakers (including our own session) was that employee engagement is the pre-requisite for high quality customer experience. Unhappy, uncommitted, disengaged employees cannot deliver high quality customer interactions. This message was neatly summarised by Charles Weiser of Optus and Campbell Page “Your customer experience can never be higher than your employee experience”.

Continue reading…

Marketing dashboards: know your numbers or you’ll fail

“Know your numbers, or you’ll fail”

These were some words of advice I received during my first week as a marketer.

marketing dashboards on a computer screenWorking in a big business, I had a large budget to access market research and analytical tools to dissect the data. When it came to measuring marketing results, the possibilities were endless.

But what can you measure without those resources? Quite a lot! The most important thing is to choose what to measure. In this article I’ll help you get to know your numbers, by creating a simple marketing dashboard to keep track of whether your marketing strategy is working. It’s all about making your data work smarter, not harder.

Making a marketing dashboard

Continue reading…

The characteristics of social entrepreneurs

Over recent months we’ve spoken to a number of social entrepreneurs and innovators, and observed some in action. In last month’s blog we talked about what established organisations could characteristics of social entrepreneurslearn from innovators, this month we’re reflecting more on the personal, leadership characteristics of social entrepreneurs. These are some of the common themes we’ve observed. Continue reading…

Thinking for a change part one – playing with the rules

  • thinking for a changeChange is the only constant.
  • Innovate or die.
  • Fortune favours the bold.

No doubt you’ve heard all of these before. They’re noble sentiments, but ultimately a bit useless when you find yourself confronted with a very real, very turbulent, and very unpredictable 300ft giant tsunami of change.

Think about a time when you’ve been faced with change as scary as that. Perhaps you’re in this position right now. Are you feeling bold, or burnt-out? Inventive, or introverted? Ready for change, or desperately clinging to whatever constant you can find in the chaos? Continue reading…

What can established organisations learn from social entrepreneurs?

social entrepreneursIn recent months we’ve been engaging with a range of social entrepreneurs and sharing some of the learning from their experience in our Foreword articles. This month we will distil some of the themes that have come through from an organisational perspective, and consider how they can be deployed in established organisations. Next month we’ll look at some of the characteristics and behaviours of innovative leaders. Continue reading…