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Purpose attracts, culture retains: If not-for-profits want to attract the next generation of changemakers – and keep them – we need to offer more than just purpose, writes Mariam Hares.
Purpose has always been the beating heart of the not-for-profit sector. But relying solely on passion and altruism is no longer enough – especially if we want to attract and retain the most talented and skilled people to drive the sector forward.
Not-for-profits are a powerful force in Australia’s economy, employing more than 10 per cent of the national workforce. Yet we often fail to position ourselves as competitive employers. For many, our sector is still seen as a stepping stone before entering corporate life – or a soft landing for those burnt out by it. This narrative has to change. We can no longer see ourselves as humble workhorses. We need to treat our employees as the essential, high-value workforce they are.
Having worked in purpose-driven environments for years, I understand the assumption that passion alone will sustain people. But passion without support leads to burnout. And a mission without meaningful investment in people leaves both human and organisational potential unrealised.
That’s why we need to reimagine our employee value proposition (EVP) – not as an HR buzzword, but as a strategic imperative. If we want not-for-profit careers to be seen as viable and competitive, we must embed inclusivity, collaboration and wellbeing into our workplace cultures. This isn’t just feel-good theory. It’s a proven driver of performance and impact.
At Sydney Children’s Hospitals Foundation (SCHF), we’ve seen this firsthand. We knew that keeping our best people requires more than goodwill and purpose. So, we rebuilt our EVP from the inside out – not as a box-ticking HR exercise, but as a deep cultural transformation grounded in flexibility, wellbeing, inclusion and authentic recognition.
The results have been significant. Since relaunching our EVP:
- SCHF ranked in the top five of the AFR BOSS Best Places to Work (government, education, NFP and utilities) list in both 2024 and 2025.
- Job listing views surged by 774 per cent.
- Our average time to hire is just 20 days – less than half the time of the 44-day national average.
- Staff engagement is up to 90 per cent, with 96 per cent of our staff agreeing with the statements, “I would recommend SCHF as a great place to work” and “I am proud to work for SCHF”.
- Turnover is down, from 17.4 per cent to 3 per cent since launching the EVP.
- Our annual fundraising has grown dramatically, from $76 million in FY2021–22 to $108 million in FY2023–24.
These aren’t vanity metrics. They’re hard proof that when you invest in your people, they invest right back – in your mission, your impact and your future.
It is important to understand that this work is never “done”. Workplace culture isn’t a soft metric – it’s a strategic factor that is key in future-proofing our organisations – and our sector.
If not-for-profits want to attract the next generation of changemakers – and keep them – we need to offer more than just purpose. We need to create workplaces where people do good and feel even better doing it. That’s what drives sustainable impact.
Culture is the new currency. It’s not just good HR – it’s good business.
Mariam Hares is the chief people and culture officer at Sydney Children’s Hospitals Foundation.
RELATED TERMS
Your organization's culture determines its personality and character. The combination of your formal and informal procedures, attitudes, and beliefs results in the experience that both your workers and consumers have. Company culture is fundamentally the way things are done at work.
