This summary of the research report demonstrates that professional development really works for the Australian Not-for-Profit sector. It presents seven key findings which show that developing NFP employees and volunteers has multiple positive effects for the individuals, the organisations, and the purposes they serve. Investment in training and development can bring economic benefits and long-term viability. It’s not about making NFP employees and volunteers work harder, but smarter.

1. Learning for Purpose
Researching the Social Return on Education and Training in the Australian Not-for-Profit Sector
Dr. Ramon Wenzel

2. ? The Problem
Human capital – employees and volunteers – are key for realising the ‘purpose’
They require high-level and often idiosyncratic knowledge, skills, and abilities
Anecdotally they are challenged by insufficient professional development
A profound absence of systematic knowledge on NFP workforce development

3. ! The Task
To systematically research workforce development in the Australian NFP sector
To explore what Australian NFP organisations do
To understand the outcomes and impact of what they do
To independently summarise and illustrate the above

4. 7 Research Questions
& Key Findings
Field research 2012-2015
Australian NFP organisations,
employees, volunteers
Multiple studies, samples, data
Download the full research report

5. #1 To what extent is professional development evident in
Australian NFP organisations?
About 48% receive some form of development, though intensity is
highly variable across organisational size, job role and sub-sector.

6. #2 Is professional development systematically affecting
Australian NFP organisations?
NFP organisations that systematically develop their people do better.

7. #3 Is professional development systematically affecting NFP
workers?
Training for NFP key competencies works.

8. #4 What is the multifaceted impact
of professional development?
.. achieving more goals as individual and
organisation, higher job confidence, giving
guidance, defining new roles, identifying
knowledge gaps, establishing legitimacy
for actions, supporting staff selection,
allowing to train co workers, adding
community awareness, saving time,
enhancing well-being, enriching staff
communication, attracting volunteers ..
Training NFP key competencies leads
to multiple positive outcomes.
“

9. #5 What economic impact may be attributed to professional
development?
Training can deliver positive economic returns.
What did you learn?
What did you apply?
What did this do?
“We now have shorter board
meetings: 2 hrs x 10 directors x 10
meetings per year = 200 director
hours at $400/hour. This equals
about $80,000 of savings each year.”
Costs of $1,200 per trainee

10. #6 What are the barriers for professional development in
the Australian NFP sector?
The lack of money and time prevent
needed professional development opportunities.

11. #7 What are the needs for developing NFP key competencies
in Australia?
The NFP sector seeks leadership development, and a lot more.
The needs for developing NFP key competencies vary considerably.

12. Conclusion & Now what?
#1 $
Executives, Directors, Managers
Funders, Donors
Policy Makers, Opinion Leaders
Researchers
Not easy but worth it. Start now!

13. What you can do:
Embed development
- HR policies & practices
- Career planning
- Work design
- Learning & error culture
- Cost recovery via grants
Ask for resources to realise it
Use evidence to make your case
Apply the ‘science’ of training
Go beyond: in/formal learning
Evaluate & partner with research

14. Where to next?
2010 2015 2018 20xx
Embrace & Support
Learning for Purpose

15. Dr. Ramon Wenzel
ramon.wenzel@uwa.edu.au
@RamonWenzel
linkedin.cominramonwenzel
more information