2013 Not-for-Profit Sentiment Study - Maxxia


2013 Not-for-Profit Sentiment Study - Maxxia

Maxxia Workplace InsightsKey insights arising- at a glanceMaxxia Workplace Insights hasdelivered a number of findingsthat NFP leaders, NFP HRmanagers and recruitment staffmay find of value in attractingand retaining employees.In summary the study:1. Explored why employees are attractedto NFPs and their reasons for departingthe sector. Skills, qualifications andcareer development were found to bemore important to employees than NFPHR leaders perceive, and the qualityof management and other factorsare greater drivers for employeescontemplating leaving than may beperceived by NFP leaders.2. Found three key drivers of employees’intentions to stay. It compared theNFP sector with the total workforcein the retention of management levelemployees, and found overall, that NFPmanagers are more likely than theirtotal workforce counterparts to considerleaving their organisation.3. Found that larger NFPs, and inparticular those employing 250 or morepeople, were perceived as becomingcorporatised, leaving them at risk ofreducing their appeal with employees.Accordingly, as NFP organisations growthe study identifies key attributes forconsideration in preserving and meetingemployee expectations.4. Found that NFP employees as a wholeare happier and more satisfied withtheir employer compared with theirtotal workforce counterparts. The studyidentified the key drivers of employerand job satisfaction for NFP employeesas their:• working environment;• sense of achievement and belonging;and• level of enjoyment and recognition.5. Indentified a possible enhancedrecruitment model for NFPs based on aprofile of the demographics of those inthe community that are most disposedtowards a meaningful job or career inthe sector – the over-55s, women, andpart-timers.PAGE 02 | JUNE 2013

Maxxia Workplace InsightsInsight one:Attraction and departure perception gapThe study provides insights intowhy employees are attractedto NFPs and their reasons fordeparting the sector.Maxxia’s research highlights that attracting and retaining staffis one of the most significant challenges for NFPs. Of the 200NFP HR managers who participated in Maxxia’s study, almosthalf (45%) agreed that finding and keeping good staff is theirgreatest challenge, followed by a lack of funding (11%) andfinding and keeping suitable managers (9%).Figure 1 - Key challenges facing NFP HR leadersFinding/keeping good staffLack of funds11%Funding/keeping suitable managers9%Better pay and conditions to attract staff8%Managing staff morale8%Dealing with government/legislative changes6%Continued education/professional development4%Managing growth/restructure4%45%0 10 20 30 40 50It therefore is important for NFP leaders, and others responsiblefor attracting and retaining employees, to understand whatattracts people to the sector, as well as what drives them away.In addressing these issues, Maxxia’s research shows a differencebetween the drivers NFP employees most frequently givefor entering and exiting the sector, and NFP HR managers’perceptions of why they do so.Whilst poor career progression opportunities are cited as theprime driver from both NFP employees and HR managers alikefor employees considering leaving the sector (34% and 38%respectively), the study identified a broader range of contributingfactors.To illustrate, of the top five reasons provided for wanting to leavethe sector, only two (poor career progression and low wages)are given similar weighting by both NFP employees and HRmanagers.Figure 2 - Top five reasons employees consider leaving NFPsPoor career progressionLow wagesPoor management4%Poor morale2%Too much stress6%17%26%25%31%30%34%38%0 10 20 30 40% NFP employees % HR managersThis analysis indicates an opportunity for NFP HR managers tofurther delve into what employees regard as important workplaceconcerns.PAGE 03 | JUNE 2013

Maxxia Workplace InsightsInsight two:Intention to stay and whyThe study reveals three key drivers of ‘intention to stay’ andidentifies that overall:• NFP employees demonstrate marginally greater intentionsto stay than the total workforce;• However, NFP managers are seemingly less likely to staywith their employer than managers across thetotal workforce;• Career development and performance review processesare areas where NFP manager’s perceptions are lower thanmanagers across the total workforce generally.NFP employees appear to be slightly more likely than their totalworkforce counterparts to remain with their employer. Thisfinding was drawn from an Employee Retention Indicator thatSweeney Research generated from the research data, based onresponses from NFP employees to attitudinal statements abouttheir employer.The Indicator also suggests that NFP employees are more likelythan the total workforce to advocate their employer/organisationto others, and that their commitment to remaining with theorganisation for the foreseeable future is also marginallystronger.To illustrate:• 8% more NFP than total workforce employees describe theirorganisation as a great place to work, and say so to others;• 6% more NFP employees say they are committed to stayingwith the organisation for the foreseeable future; and• 4% fewer NFP employees say they do not see themselvesworking for their organisation in 12 months’ time.prominent reasons that loyal employees state for remaining withan organisation:• The organisation helps me reach my potential;• Management genuinely seeks to look after the best interestsof staff; and• I have trust and confidence in the organisation’s leadership.In summary, NFP employers implementing employeeengagement strategies and tactics that generate agreementfrom their people on these Intention to Stay Drivers are likelyto increase employee attraction and retention over time.Figure 5 - Employee retention indicatorGreat place to work12% 67%Committed to staying with the organisation13% 69%Totalworkforce59%63%Difference+8+6With staff retention a key challenge for the sector, Maxxia setout to discover what else employers could be doing to increasethe likelihood of retaining their people.This led to the establishment of an inventory of Intention to StayDrivers, which the research identified as the strongest and mostDon’t see myself working there in 12 months time56% 19%% NFP employees who agree% NFP employees who disagree23%-4PAGE 06 | JUNE 2013

Maxxia Workplace InsightsInsight two continued:Intention to stay and whyManagement on the move – insights tobetter retain leadersMaxxia’s study identified NFP manager retention as an importantsource of difference from other sectors. NFP managers indicatedthey are less likely to stay with their employers than managersacross the broader workforce.The study found 14% more NFP than total workforce managershave considered leaving their organisation, and 8% more NFPthan total workforce managers have taken active steps to pursueother opportunities.“Maxxia’sstudy identifiedNFP manager retentionas an important sourceof difference from othersectors.”While it could be easy to assume a desire for additionalremuneration is behind some NFP managers being more likely toexplore alternative employment, Maxxia’s research demonstratesa range of factors are at play, in particular career developmentand performance review processes. NFP managers’ performanceperceptions are lower to those of managers from the totalworkforce in the following areas:• 16% fewer NFP managers are excited about their future careerprospects with their organisation;• 14% fewer NFP managers agreed they had clear performancetargets;• 12% fewer NFP managers agree they are given regular feedbackby an immediate supervisor to help improve their performance;• 8% fewer agree that there is a formal performance reviewprocess in place.Addressing the disparity between NFP and total workforcemanagers on these factors could help the sector to increaseits retention of managerial talent. Increased retention wouldalso reduce the costs of recruiting replacement staff, and theopportunity cost of losing employees who have acquired asignificant amount of sector knowledge and experience.Figure 6 - Managers’ reasons for considering leaving an organisationPoor career progression20%23%30%31%Poor management/supervisionToo much stressPoor morale23%24%24%30%10 20 30 40% NFP managers% Total workforce managersFigure 7 - Management propensity to leave the sectorTotalworkforcemanagers26%Taken active steps toexplore opportunities36%NFPmanagers34%50%Thought about leavingPAGE 07 | JUNE 2013

Maxxia Workplace InsightsFigure 8 - NFP and total workforce managers outlookExcited about future prospects where I work34%50%Have clear performance goals56%Given regular feedback to help me improveThere is a regular review process53%20 30 40 50% NFP managers45%% Total workforce managers57%61%70%60 70Potential management actions➜ Instigate a talent management strategy to identify,nurture, develop and retain key leaders.➜ Further align leadership reward and recognitionstrategies with organisational performance metrics andprovide an opportunity to communicate the strategy to allemployees, linking KPIs/outputs to this strategy.➜ Identify and leverage applicable government fundingopportunities to underwrite skills development and careerprogression.➜ Identify the most relevant drivers of Intention to Staywithin your organisation to maximise attraction andretention.In theirown words“We get anopportunity tohelp the needyand abandoned…like single parents,unemployed and thehomeless.”65-74-year-old malecharity worker.“They offer me agreat experienceand knowledge for my future. They are giving meenough responsibilities and there is a really niceworking atmosphere.”Female charity worker aged between18-24 years.“I love the cause and integrity of the organisation.”Male charity worker aged between35-44 years“A well respected organisation that performsinvaluable work in the community. A goodemployer with a balanced approach to family andwork.”55-64-year-old female health services worker.“As a disabled person, my employer has apriority of employing disabled people in the localcommunity, thereby allowing unemployable peoplethe opportunity to work.”35-44-year-old male NFP worker.PAGE 08 | JUNE 2013

Maxxia Workplace InsightsInsight three:Growing pains – size mattersWhile growth, and possiblyconsolidation, are becoming anincreasing trend, large NFPs canbecome ‘corporatised’, particularlythose employing 250 people or more,leaving them at risk of reducing theirappeal to employees.As NFPs grow, the challenge is to continue to meet employees’expectations in the areas of dealing with performance issues,input into decisions, the best interests of staff, respect in theworkplace, leadership and balancing the organisation’s goals andemployee needs.Maxxia’s research found that larger NFPs, and in particularthose employing 250 or more people (large NFPs), can become‘corporatised’, leaving them at risk of reducing their appeal toemployees.While 68% of staff at small NFPs (employing 19 or fewer people)are extremely or very satisfied with their employer, satisfactionappears to reduce as headcount grows.Figure 9 - Employer satisfaction among small, medium and large NFPs* percentage denotes respondents saying they are ‘extremely / very satisfied’with their employer.Small68%Large53%Medium56%Why small NFPs were rated as moreappealingThe phenomena of organisational growth causing headwinds foremployee satisfaction is probably not unexpected. However, toaid in better addressing these growing pains, Maxxia’s researchhas identified six areas that employers could explore to furthersustain an appealing workplace. Across each of these issues,small NFP employers are generally outperforming the rest:1. Performance: Just over half (54%) of employees of large NFPsagree that performance issues are recognised and dealt witheffectively, compared with 67% of small NFP employees.2. Decision-making: 74% of employees of small NFPs agree theyhave adequate levels of input into decisions that affect them,compared with just 57% of large NFP employees.3. Staff’s best interest: 79% of employees of small NFPs agreethat management looks after their best interests, comparedwith only 58% of large NFP employees who agree with this.4. Respect in the workplace: Smaller NFP organisations areregarded as more respectful working environments, with 82%agreeing that employees at all levels treat one another withrespect, while only 64% in large and medium NFPs agreedwith this statement.5. Leadership confidence: The management of smaller NFPsappear to engage more effectively with employees, with81% of employees of small NFPs saying they have trust andPAGE 09 | JUNE 2013

Maxxia Workplace InsightsFigure 10 - NFP workers’ responses to key workplace issuesPerformance issues are recognised and dealt with efficiently54%55%67%Adequate levels of input into the decisions that affect me57%62%74%Management seeks to look after the best interests of staff58%65%79%Staff at all levels treat one another with respect64%64%82%I have trust and confidence in the organisation’s leadership65%65%81%Good balance of working towards the common goals and needs65%70%84%40 50 60 70 80 90Large (250+) Medium (20-249) Small (2-19)“Workplacesatisfactionand headcount areintrinsically linked – asheadcount goes up,satisfaction declines.”confidence in their organisation’s leadership, compared to only65% of medium and large NFP employees.6. Balancing goals and needs: Employees of small NFPemployees agree there is a good balance of working towardsthe organisation’s goals and individual needs – 84% of smallNFP employees agreed with this sentiment compared to just65% of large, and 70% of medium, NFPs.These findings suggest that NFP employees appear to value theintimacy and personal engagement typically found in smallerorganisations, regardless of the size of their employer. Formedium and larger NFPs there appears to be opportunity tofurther embellish the drivers identified to produce more satisfiedand ultimately more engaged employees.Potential management actions➜ Take steps where feasible to replicate the personalattention and engagement with staff that is appealingamong smaller NFPs.➜ Enhance manager engagement skills to effectivelyarticulate employee contribution to organisational goalsand achievements, to invite input on key decisions andactively canvass employees about how they can furthercontribute.➜ Leverage new communications media such as socialworkplace networking, video and blogging to facilitatedirect two-way communications between NFP CEO’s andfrontline employees and volunteers.PAGE 10 | JUNE 2013

Maxxia Workplace InsightsInsight four:‘Happiness’ a key to satisfactionThe strongest correlation with Employer and Job Satisfaction isfound with ‘working environment’, ‘enjoyment’, ‘recognition’, ‘senseof achievement’, and ‘sense of belonging’. NFPs are stronger onall of these aspects than the total workforce.Understanding the aspects of engagement that correlate withemployer and job satisfaction is likely to help NFPs furtherposition themselves as appealing places to work. Maxxia’sresearch identified the five key aspects of employment that havethe strongest correlation with employer and job role satisfaction:1. Working environment;2. Sense of achievement;3. Sense of belonging;4. Level of enjoyment; and5. Level of recognition.On each of these aspects, NFPs outperformed the totalworkforce resulting in what we believe is in essence a goodnews story for the NFP sector.Figure 11 - Satisfaction with key aspects of employmentWorking environment72%Sense of achievement70%Sense of belonging67%Level of enjoyment67%Level of recognition62%67%76%78%81%80%60 70 80 90% NFP employee satisfaction % Total workforce“NFPsoutperform the totalworkforce on the aspects ofemployment that correlate mostto employer and job satisfaction.”Importantly, the sector also outperformed the broader workforceon a range of other key aspects of employment relating tosatisfaction, notably level of recognition, HR processes, level ofstress and the quality of the performance review process. Thereare lessons learned here for managers in the broader workforceto understand and opportunities for them to replicate.By further enhancing engagement with prospective employeesaround these aspects of employment, NFPs can leveragetheir positioning as appealing places to work, ultimatelyassisting their competitive position in the attraction andretention of labour.Of note, Maxxia’s research also demonstrates that while theseemployment aspects are valued by employees, NFP HRmanagers and decision-makers rate their employees’ senseof satisfaction with these five key areas higher by an averageof 18%.Staff value more than just moneyWhile salary and remuneration levels are often importantdeterminants for prospective employees when consideringchange or a new role, Maxxia Workplace Insights reinforces thatother non-financial factors are also meaningful considerationsfor employees. In assessing the extent of workplace satisfaction,Maxxia’s research established that NFP workers are essentiallyhappier than their total workforce equivalents.PAGE 11 | JUNE 2013

Maxxia Workplace Insights“NFPworkers are‘happier’ with their roleand employer thantheir total workforceequivalents.”58% of NFP workers say they are extremely satisfied or verysatisfied with their current employer compared with 51% of totalworkforce employees. A similar gap is evident when assessingworker satisfaction with their role as opposed to their employer,with 10% more NFP than total workforce employees extremelysatisfied or very satisfied with their role.Figure 12 - Employer and role satisfactionSatisfaction with employer7% 5%8%7%30%23%NFPemployeesSatisfaction with role5% 6%23%43%NFPemployees35%22%DissatisfiedNever satisfied or dissatisfiedFairly satisfied21%20%36%Totalemployees6%Totalemployees9%Very satisfiedExtremely satisfied34%30%30%The research also identified that the NFP employees who areleast satisfied with their employer are typically within largerorganisations (250 plus employees), 18-34 year olds andthose employees earning in the range of $30,000 - $69,000per annum.The variance in the level of satisfaction of these cohortscompared with the most satisfied employees indicates anarea of focus and opportunity for the sector to address as itworks to maintain and enhance the overall satisfaction of itsworkforce.Potential management actions➜ Implement organisation specific measures that trackemployee and manager engagement and its driversamong your workforce.➜ Determine key drivers and management behaviours thatdrive employee engagement and satisfaction in yourorganisation.➜ Develop tailored “professional and career development”plans for younger employees and those as relevantearning under $69,000 p.a, whilst helping managers toconduct “professional development” conversations.➜ Leverage government funding programs like the NationalWorkforce Development Fund to assist employees tobuild skills and gain certifications in competency areasthat build their skills.PAGE 12 | JUNE 2013

Maxxia Workplace InsightsInsight five:Play to your recruitment strengthsHR leaders consider‘finding and retaining goodstaff’ to be their greatestchallenge. The study revealsthat the over 55s, femalesand part-timers are drawnto NFPs.54%These employee profiles are more satisfied with their employerExtremely/veryand role, and the rate their NFP workplaces higher on keysatisfied withmeasures. These groups appear to provide HR managers employer with amore responsive and better fit ‘target audience’ to pursue whenrecruiting.Attraction and recruitment is a significant cost for mostemployers, including NFPs that generally operate with tighterfinancial constraints than other sectors. Minimising turnover andmaking the most of available recruitment budgets is importantto NFPs as they aim to maximise their focus on service provisionand community benefit.The Maxxia Workplace Insights research identified somespecific and measurable ideal employee profiles for NFPsindicating an opportunity for these to form the basis of amore targeted recruitment roadmap for the sector. In particular,there are three employee demographics appearing to representthe best possible employment and retention prospects forNFPs, based on sentiments they expressed about working inthe sector.Women➜ Women surveyed demonstrated higher levels of satisfactionwith their employer (58%) and with their role (67%) than men;➜ Women were also stronger net promoters of their currentemployer (+17%) than men, making them potentially betterand more effective potential advocates.58%Figure 13 - Employer and role satisfaction by genderExtremely/verysatisfied withemployerExtremely/verysatisfied withroleOver 55sMale58%67%54%62%Female-5%17%➜ The over 55s demonstrated higher levels of employersatisfaction (61%) and role satisfaction (70%) than the youngerage groups;➜ They were also stronger advocates (+15%) for their currentemployer than younger age groups (+10%).The pre-disposition of the over-55s to aspire to work in thesector potentially provides a fertile ground for NFPs to accessan employee demographic that brings with it both lived andprofessional experience that younger employees are generallyless able to offer. NFPs – and those in the community that accesstheir services – would appear to benefit from a demographicthat desires to work in the sector and who in general achieves ahigher level of job satisfaction once employed.Given Australia’s ageing population, the research indicates anopportunity for the NFP sector to access a growing pool ofvaluable mature workers who can make a significant contributionand provide it with a more fertile recruiting ground in future years.20Fig 13. Net Promoter 62% ScoreExtremely/verysatisfied withrole10067%PAGE 13 | JUNE 2013

Maxxia Workplace Insights“Ofall the worker demographics, the over 55s, women and part-timersare the most pre-disposed to a career in the NFP sector.”Figure 14 - Employer and role satisfaction by ageFigure 15 - Employer and role satisfaction by classificationExtremely/verysatisfied withemployerUnder 55s61%55%Over 55s70%63%Fig 14. Net Promoter ScoreExtremely/verysatisfied withrole2015%Extremely/verysatisfied withemployerPart time Full time Casual63%55%57%20Extremely/verysatisfied withrole70%66%59%Fig 15. Net Promoter Score19%%70%55% 63%1010%63%55%Extremely/veryExtremely/veryExtremely/verysatisfied withsatisfied withsatisfied withemployerrole0role 057%70%66%59%109%8%Part-timers➜ Part-time workers were found to be more satisfied with theiremployer and their specific role than full-time and casualequivalents;➜ Part-timers were also stronger net promoters of their currentemployer (+19%) than full-timers (+8%) and casuals (+9%),making them greater advocates for the sector.Without discounting whatsoever the contribution other employeedemographics can offer NFPs, or other efforts to increaserepresentation of minority demographics, the sector may beable to realise greater recruitment efficiencies by playing to itsrecruitment strengths.Further targeting the explicit interest of part timers,the over-55s and women working in the NFP sector may alsohelp minimise potential barriers behind some employees’reluctance to work in the sector. This could be achieved inpart by NFPs annunciating what appeals to these employeedemographics about working in the sector, such as the positiveengagement, workplace satisfaction and flexible workingarrangements.Potential management actions➜ Establish an organisation fact base linking clearattraction and retention indicators with relevantemployee demographics, indentifying whichdemographic groups work best in your organisation.➜ Develop strategies for pursuing and retainingemployees from the most attractive demographicsegments.➜ Benchmark and monitor performance on theseindicators over time.PAGE 14 | JUNE 2013

Maxxia Workplace InsightsNot-for-profit leadership ready for the next levelBill Lang, Principal, Human Performance CompanyThe not-for-profitsector is large, diverseand a critical supplierto the Australiancommunity.Recent sector reviews, including the 2010Productivity Commission (1) , have identifieda number of challenges to the NFP sectorand its leadership, including:• a complex regulatory frameworkwith differing corporate and financialreporting requirements;• a need for greater business planningcapabilities; and• staff retention and the sustainability andquality of services due to significantwage gaps.Extensive research in the servicessector to determine service organisationhealth and performance drivers hasbeen undertaken by Harvard BusinessSchool (2) since the early 1980s. This workis summarised in the Service – Value –Chain framework.Fundamentally, it shows how organisationhealth measures like employeeengagement and people leadereffectiveness drive service quality,productivity and client experience.Combined, these measures underpinthe sustainability and contribution of aservice organisation.With the Maxxia Workplace Insightsreport leaders of NFP organisations nowhave access to an improved NFP humanresources fact base. The insights in thereport – along with the broader researchfindings – can help leaders take theirpeople development and organisations tothe next level.Maxxia’s study shines light on severalinitiatives that NFP organisation leadersmight consider to increase the retentionand productivity of their people, andin doing so increase the quality andsustainability of the services provided.Possible initiatives can be identified foreach level of organisation leadership withthe following suggestions forming an initialchecklist:Board of Directors✔ Review each six months a set oforganisation HR metrics that track andbenchmark lead indicators includingPAGE 15 | JUNE 2013References:1. Productivity Commission review NFP Sector 2010, Commonwealth Government2. Heskett, James L., Thomas O. Jones, Gary W. Loveman, W. Earl Sasser, Jr. and Leonard A. Schlesinger(2008, July-August). Putting the Service-Profit Chain to Work. Harvard Business Review.

Maxxia Workplace InsightsOverall, the NFP sector is providing a solid, valuable and satisfied employmentand career base for its people. Hopefully, armed with some of the insights fromthis research, Maxxia have provided further learnings and opportunities to retainand acquire good employees that want to make a difference in the communitywhilst advancing their skills.“Maxxia’sstudy shines lighton several initiatives that NFPorganisation leaders mightconsider to increase retentionand productivity.”employee engagement, productivity,management performance andorganisation productivity✔ Ensure professional developmentand succession plans are in place forleaders within your organisation✔ Align senior manager reward andrecognition plans with relevant nonfinancialperformance metrics, includingemployee engagementChief Executives and ExecutiveCommittees✔ Establish an organisation HR factbase from which to formulate andmeasure effectiveness of your peoplestrategies✔ Develop a talent management strategyto develop and retain key executivesand leadersHR Leaders✔ Establish an organisation HR fact baseand educate leaders and the Boardon how investment in HR strategy canincrease organisation sustainability andperformance✔ Monitor lead indicators of HR andorganisation effectiveness which includeemployee engagement, supervisor andmanager performance, and employeeintentions to leave✔ Identify the most relevant drivers toincrease people performance andretention in your organisation✔ Identify and target the most attractiveemployee demographics to matchyour attraction and retention goals✔ Leverage government fundingopportunities to underwriteleadership and operational skillsdevelopment (see www.training.gov.au)Front-line managers and supervisors✔ Build skills in communication andteam leadership to facilitate greaterengagement and contribution (seewww.training.gov.au)✔ Facilitate team meetings and problemsolving sessions where team membersfeel valued and involved in decisionmaking✔ Aim to better understand teammembers’ work and career aspirationsand provide professional developmentand personal mentoring, especially foryounger team membersThe NFP sector plays a significant andirreplaceable role in the fabric of Australianlife and our community. Maxxia WorkplaceInsights is a valuable contributiontowards helping the NFP sector continueto evolve.Bill Lang is principal of the Human PerformanceCompany and one of Australia’s foremostexperts on building people leadership skills toincrease employee engagement and organisationperformance. The Human Performance Companyserves over 200 organisations including manypublic sector and not-for-profits including Save theChildren, The Red Cross and St Vincent’s MaterHospital.PAGE 16 | JUNE 2013

Maxxia Workplace InsightsAbout the researchMaxxiacommissioned oneof Australia’s largestand most respectedmarket and socialresearch firms,Sweeney Research,to conduct theinaugural MaxxiaWorkplace Insightsstudy.Sweeney Research’s approach included amix of quantitative and qualitative researchto establish the views of employers andemployees within the NFP sector. Themethodology included:• Initial focus groups with employees fromthe NFP and non-NFP sectors across arange of income brackets; and• In-depth interviews with selectedemployers.This formative research informed thedevelopment of a comprehensive onlinequestionnaire, which was the principalsurvey instrument, featuring:• 808 online interviews with employeesaround Australia in the NFP sector; and• 875 online interviews with employeesaround Australia in other sectors(referred to as the ‘total workforce’ in thisreport).The survey sample was sourced from aleading online panel provider, ResearchNow, with the final data weightedto the ABS Census to ensure it wasrepresentative by gender, age and state.Sweeney also conducted 200 telephoneinterviews with decision makersresponsible for employee recruitment inNFPs (referred to as ‘HR leaders’ and ‘HRmanagers’ in this report) across Australia.Quotas were employed for state, NFPsector and organisation type to provide abroad coverage of the NFP sector, with thesample sourced from Dunn & Bradstreet.PAGE 17 | JUNE 2013

Maxxia Workplace InsightsBUSINESS LOCATIONSNSWMaxxiaLevel 4,2-4 Lyonpark RoadNorth Ryde NSW 2113VIC/TASMaxxiaLevel 19,360 Elizabeth StreetMelbourne VIC 3000SAMaxxiaGround Floor,45 Pirie StreetAdelaide SA 5000QLDRemuneration Services (Qld)Holden LeasingLevel 13,60 Edward StreetBrisbane QLD 4000Remuneration Services (Qld)Level 1,112 Denham StreetTownsville QLD 4810WAMaxxiaOffice C20,Level 1,513 Hay StreetSubiaco WA 6008About MaxxiaMaxxia is partof the McMillanShakespeare Group(MMSG) - the leadingprovider of employeeremuneration benefitsolutions and thelargest administratorof novated leases inAustralia.With over 800 staff,the Group deliversmarket leadingbenefit programs and personalised service to hundredsof thousands of employees.Maxxia has been an industry leader for more than twodecades, helping our many prominent health, NFP,government and private sector clients implement effectiveworkplace benefit programs to improve staff attractionand retention.For more information, call Rohan Martin, Corporate AffairsManager for Maxxia, on 03 9097 3842 or visit maxxia.com.au.PAGE 18 | JUNE 2013

This document has been prepared in June 2013 by Maxxia Pty Ltd. ABN 39 082 449 036 Authorised Representative (No. 278683) of McMillan Shakespeare Limited (AFSL No.299054) based on research commissioned by Sweeney Research. All information provided is current as at June 2013. Maxxia claims copyright and the document form is not tobe copied or provided in any manner to any other person without prior written permission from Maxxia. maxxia.com.au

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