The articles describe allegations wherein the father of a senior employee was engaged to advise on the procurement of printing contracts for the organisation, and that he collected commissions from the printing company that were never disclosed to World Vision Australia.
The SMH article describes that a whistleblower made enquiries to meet with the CEO, but that the CEO’s office alerted the employee who was the subject of the allegation and did not investigate the matter appropriately.
Sadly, it is not just the corporate sector where organisations can fail to live up to their values, and the not for profit sector is not immune to this type of conduct. Continue reading…
The topic of salaries in not for profit organisations is a sensitive one. To a certain extent, we’ve shot ourselves in the foot with some of our messaging about ‘every cent you donate’ going to the cause, creating an expectation that employees in the not for profit sector should work for the love of it, rather than drawing a market wage.
The truth of it is that we are dealing with some of society’s most complex issues and it takes skill, experience, perseverance and long hours to lead and manage organisations that deliver social impact, meet stakeholder expectations and generate sufficient profit to keep your organisation afloat, and to invest in the necessities of new technologies and innovations. The move to consumer-directed care models in aged and disability services has pushed the sector further towards commercial business models, broadening the range of skills and experience needed to operate effectively.
As a Brit living and working in Australia, I’ve been reflecting on the mess that is Brexit, and, in the wake of Theresa May’s resignation as British Prime Minister, what it tells us about leadership, and the impossible job. Leadership – given its embeddedness in individual and organisational psychology – is a complex topic. There have been millions of words written about it, some based on sophisticated studies, and some of which are probably nonsense. What follows are my personal reflections and observations based on a 25 year career of working with leaders, and being in leadership positions myself. Central to the meaning of ‘leadership’ is that it requires followers. I’m not a fan of the term ‘followers’ because it implies subservience – definitely not something I want from the people I work with. However, leadership does require a team. You can’t lead in a vacuum, or without vision. These are the two key features that have been lacking in the last three years of the British Prime Ministership, making leadership a near impossible job for Mrs May. Continue reading…
It was disappointing, but unsurprising, to read recent
articles in Pro
Bono and Third
Sector on the toxic culture at Amnesty’s International Secretariat
in the UK. The response of the Australian Unemployed Workers’ Union was
similarly unsurprising – effectively stating that toxic work cultures are
present in the Australian not for profit sector too.
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. Continue reading…
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:
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…
Do you have a lack of talent? It could be a reflection of the leadership culture
Often in my consulting work I am asked to help ‘fix’ the culture of a team, unit and in some instances, a whole organisation. So as I listen to leaders describing the unproductive behaviours, workforce issues and customer problems, I ask questions that help to uncover why these issues have arisen in the first place. Continue reading…
Loyalty is hard to come by these days – even in the not for profit sector. Our communities are becoming more sophisticated, informed and savvy about the services they chose to engage in. For community based organisations the issue with developing customer loyalty is not attracting new customers – it’s more about how we retain them.
Our regular customers need to walk away from every type of interaction feeling better than the start. Think about it this way – every time you meet someone’s expectation you have only partially engaged them for their next visit. If something newer or different comes along they may tempted to ‘check them out’. We need to continually exceed expectations so when other options come their way they think – ‘nah I love where I am now’ or the best case scenario is that they don’t even see your competitors – it’s not even on their radar to try something else.
Loyalty is about creating a sense of allegiance in your customers where they become your advocates rather than a transactional customer. Here are five ways to promote a sense of allegiance in your customers. Continue reading…
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Community Business Bureau would like to acknowledge the traditional owners of the lands on which we work and live: the Kaurna, Larrakia, Wann-gal, and Wajuk people, and the Boon Wurrung and Woiwurrung (Wurundjeri) peoples of the Kulin Nation. We recognise their continuing connection to land, waters and culture, and we pay our respects to their Elders past, present and emerging.