A recent assignment really got my brain ticking! 

In the end, the proposed solution really isn't that unique if one looks at its individual components, but a specific emphasis and the combination of parts provides a whole solution to support the employees of a very valuable organisation in today's crazy world, where the priviledged few thrive and the vulnerable are marginalised.

My client is a Non-Profit who provides therapeutic and social services to a particular group of vulnerable children.  These children, because of their circumstances, do not participate in what would be regarded as a "conventional" way in society, they are not part of traditional family units and do not have even their basic needs met on the lowest level of Maslow's Hierarchy of Needs.

Approximately half of the organisation's 35 employees are adults who were previously part of this group of vulnerable children, now activists on their behalf.  The others were not and are professionally qualified individuals who choose to work to improve the lives of these vulnerable children.

The organisation is entering its sixth year of operation and very much moving out of its pioneer phase, where rolling up your sleeves & getting stuck in to deal with the urgencies of the day has characterised the approach to work, without attention to systems, methods, procedures or 'rules of engagement'.  Maverick activists who provide a voice and advocate for social justice for the most marginalised and vulnerable of our children have no time, or need, for bureaucracy, formality or inflexibilty.

This sixth year also marks an international event whose impact will really show whether the organsiation's work has significant reach and impact. In essence, this year, 'the proof is in the pudding'.

The brief was to introduce an HR function, systems and structure to support and enhance the work of the organisation as it moves into this critical year, without introducing large-scale disruptive change.

The challenges:

• A culture of informailty
• No existing HR function
• A wide diversity among staff:
  • Approx 50% of staff are non-conformist, struggle with social engagement in a manner consistent with lack of primary attachment in childhood, have experienced trauma and abuse, have limited formal education but have extensive, first-hand experience of what life is like for the organisation's key beneficiaries, many are recovering addicts, some are HIV+
  • Approx 50% of staff are professionally qualified and although they generally have limited overt issues, they deal with the trauma of their key beneficiaries on a daily basis
• A need to provide consistent conditions of employment for both groups of employees
• A need to engage and build a team so as to blur any perceived or real division among staff
• Implement change without significantly disrupting the organisation in this critical period of operation
• Formalise the way of work without squashing the spirit of the organisation
• Formally train and develop staff up to senior management level, who are extensively "qualified by experience" but who have limited formal education, to enable excellent service delivery and to minimise risks to beneficiaries and the organisation
• Develop a support system to support the wellness of all staff
• A number of staff members are related or have personal relationships, creating a level of complexity in team dynamics

Stay tuned for details of the proposed solution and implementation progress.