Unlocking Performance (Part 4): Using 360 feedback to drive leadership performance

In previous parts of my series, Unlocking Performance, I have looked at job descriptions, a problem-solving approach to performance issues and the mission-critical leadership skills for NFP executives. Now to bring it all together, let’s discuss how you can improve your performance using 360 feedback.

The true value of the 360 process is usually overlooked. It is often used to gather information to populate formal performance reviews or to identify benchmarks and training opportunities for individual leaders. While these are sound objectives, there are also missed opportunities. The feedback itself is not the end game.  To realise the full benefits that 360s can provide, here are five things to consider once the feedback has been collected. Continue reading…


Unlocking performance Part 3: Seven mission-critical leadership skills for NFP executives

By Andrea Collett, former Senior HR Consultant

When you take a look around your organisation, can you identify some of the underlying attitudes that your culture supports in regards to performance issues? Is there an implied sense of purpose about the work that people are engaged in? Is there a compelling vision that demands attention and focus for all activities? Continue reading…


Unlocking performance (part 2): A problem solving approach to performance issues

By Andrea Collett, former Senior HR Consultant

Sometimes there just isn’t enough space to get a full understanding of a complex issue.  So why use words?  When our performance is not reaching the right heights, then maybe we can look at mathematics to help us.  Try this on for size – your comments and insights are most welcome.

Which culture does your organisation support? Continue reading…


Unlocking performance (part 1): Are position descriptions obsolete?

By Andrea Collett, Senior HR Consultant

There’s been a lot of chatter around the value of the job description (JD) as a human resource management (HRM) document. This chatter mostly centres on its current value and whether workplaces are sophisticated enough to do away with them completely. And it is often linked with the call to get rid of performance reviews as they are seen to no longer have any relevance to the way we work.  To make that decision, we should revisit why we have JDs in the first place.  The purpose of a JD is to: Continue reading…


Are you ready for the rise of the robots?

By Jane Arnott, General Manager, Consulting and Business Services

We’ve seen a digital revolution in the last 20 years, and in 2017 we’re on the brink of a new wave of change. Automation is taking on more and more complex tasks. Driverless cars are on our doorstep, with large-scale trials currently underway in the United States. Robots have become commonplace in factories, and are starting to appear in our homes and offices. Automation is moving beyond repetitive manual tasks to white collar work, with lawyers, accountants, designers and more all being impacted now or in the near future. Technology change, as always, presents both challenges and opportunities. Continue reading…


The fastest way to undo your mission

In the not for profit sector, our workforce is our biggest asset – and labour costs are our biggest expense. So it makes sense that protecting that asset – and getting the best return on your expenditure – should be a high priority for NFP leaders. Failure to recognise this priority by not considering the HR implications of organisational strategy can be one the fastest ways to undo your mission.

For example, Continue reading…


Leading change with integrity

By Andrea Collett

Being a leader can be lonely, particularly in times of rapid change. Our greatest fears are centred on issues of losing trust, respect and integrity with our followers, our board members, our clients and ourselves. It is a complicated dance with no set moves, arena, audience or reliable outcomes. The few constants include knowing that all eyes are on us and knowing that our carefully laid plans will not likely be useful or even relevant once the dance begins. So how do we develop and manage this leadership quality called integrity in the midst of chaos? Continue reading…


Under the spotlight: Referee questions

By Andrea Collett, Former Senior HR Consultant

You’ve advertised, shortlisted, planned and worked through the interview stage, and you have finally identified your preferred candidate(s). You now turn your attention to completing the referee checks and eagerly pick up the phone to ask your questions. This is where we need to take a breath, put the phone back down and go back into planning mode. When planning your referee questions, it’s essential to consider the following: Continue reading…


Why NFP employees quit their jobs

By Andrea Collett, Former Senior HR Consultant

Interesting research was recently published (26 July 2016) in the USA highlighting the reasons why not for profit employees quit their jobs. The research, undertaken by Unemployment Services Trust (UST), indicates that whilst we may be a hemisphere apart, the commonality in the conclusions was very close to our shores. Whilst our two nations may be culturally different, when it comes to the world of working in the not for profit sector and the reasons why we quit, one could say that we are like two peas in a pod…

The following is an excerpt of the White Paper conclusions on why employees quit, and most importantly, what can be done to counteract these: Continue reading…


On-boarding new recruits: beyond induction activities

By Andrea Collett

How robust are your on-boarding practices? Do you have a systematic and logical series of events that help to socialise your new recruit? Is this balanced with clearly defined role and performance expectations? Does the process extend to the first 18–24 months? How do you integrate your performance review processes?

No matter how aligned your selection practices are, your decisions will be tested in the first 12 months. The tables are now turned and your new star employee is actually trying the organisation on for size and interviewing you ‘on-the-job’.  This is the most vulnerable period of the employee life cycle. Like it or not, the recruit is actually in control of the rudder at this point and their decisions are a direct reflection of your on-boarding and business practices. Their choices usually tack around the following: Continue reading…