PROFESSIONAL MUMS AND DADS – UNTAPPED POTENTIAL

As a stay at home Dad for 3 years, I know how much potential there is with professional parents who stay at home with their kids.  When I was at home with my son, there were times that I just wanted to have conversation other than baby talk – but for me, it was also about doing valuable work.  I guess I was really looking for casual style, professional work – not something that is readily available, so I began to do some work for myself.

I have spoken to numerous Mums and Dads (mostly Mums to be honest) who had made the choice to leave work, and look after the kids, and most of them have indicated that they would love to do some work, but not full time.  Most companies around want full time workers.  These parents find it really difficult to find employment.  There is such a great-untapped potential here – and at Solve Consulting, we have recognized this and have employees in that exact situation.

If you find yourself in this situation – give us a call, send us an email – you might be able to work with us!  We would love to hear from you!

‘NOT FOR DIVIDEND’ OR ‘NOT FOR PROFIT’

I come across this a lot – many believe that a “not for profit” (NFP) organization should not make a “profit”.  I don’t get this – sure, an NFP does not have shareholders to whom they are answerable or pay a dividend to but both commercial and non-commercial organisations need money to survive. Both use human capital to sell/deliver goods and services.  The name shouldn’t be linked with making or not making a profit (surplus).  As the ACNC (and the legislators around the country) indicate, it’s about re-investing any of these profits into developing or delivering more services in areas that meet their objectives – others would call this money retained earnings right? So perhaps “not for dividend” would be a more appropriate way of naming these organisations.

One of the major differences between commercial and non-commercial organisations, relates to the fact that they have their major objectives based on various community-based impacts – rather than delivering a dividend to their shareholders.   Take Westpac for example, the first strategy quoted to help deliver to their vision is “by providing superior returns for our shareholders”; whilst at The Alannah and Madeline Foundation (a current client), they are quoted as having their mission as “keeping children safe from violence”.

I think that a few commercial organisations could learn a bit more from the NFPs about delivering “value” not just profit to shareholders.  Similarly, a few NFPs could learn more about establishing a stronger commercial culture to help them deliver to their objectives.  Finding the balance is the key!