Mariam Hares, Chief People and Culture Officer at the Sydney Children’s Hospitals Foundation, discusses the role of reframing NFP careers in doubling philanthropic giving.

Ask a room of professionals what comes to mind when they think of working in the not-for-profit (NFP) sector, and you’ll likely hear some familiar assumptions: low pay, limited career opportunities, ‘feel good’ but not serious work. These stereotypes, while outdated, remain stubbornly present. And they do more than undermine our reputation – they limit the sector’s ability to attract and retain the skilled, diverse workforce it needs to thrive.

It’s time to reframe careers in the NFP sector. This isn’t simply about recruitment marketing or employer branding. It’s about challenging deeply ingrained beliefs and replacing them with a new narrative: that the NFP sector offers some of the most rewarding, sophisticated and future-focused career paths in the country.

The Australian Government has set an ambitious target to double philanthropic giving by 2030. It’s a bold and inspiring goal, but without the workforce to deliver it, it will remain out of reach.

Behind every donation, research breakthrough and community program delivered through charitable funding, there are people working tirelessly. Fundraisers, strategists, marketers, technologists, advocates and leaders are the engine of NFP work. However, our sector simply isn’t doing enough to recognise and invest in its talents.

Despite being one of Australia’s largest employers – accounting for nearly one in ten jobs – the NFP sector is still too often perceived as ‘less than’. Conversations about working for a charity sometimes imply compromise: that talented professionals choose the sector only out of altruism, or that they sacrifice growth for purpose. This isn’t just a resourcing issue – it’s a perception problem, and it’s costing us talent.

The reality on the ground tells a very different story. NFP is a complex, professional sector that requires expertise, innovation and leadership. They manage complex budgets, run large-scale campaigns, negotiate corporate partnerships and drive innovation. The breadth of expertise required in a modern NFP organisation matches – and often surpasses – that of many corporates.

This perception gap has very real consequences. While the corporate world offers structured internships, graduate programs and clear career ladders, most charities and NFPs do not. For young people who are purpose-driven and want to contribute to social impact, the lack of visible entry points is more than a deterrent – it can make the idea of a career in the NFP sector invisible.

The data backs this up. The Grattan Institute reported that young Australians are increasingly motivated by purpose but are funnelled into corporate careers because those pathways are clearer and more structured. Deloitte’s 2022 Millennial and Gen Z Survey found that nearly half of young workers would leave a role within two years if it didn’t align with their values. They are looking for what Deloitte calls the ‘work trifecta’ – money, meaning and wellbeing. Yet even when their values align with the missions of NFPs, they often cannot see how to build a structured, secure career within them.

Pro Bono Australia’s 2023 State of the Sector report highlighted that NFPs are losing skilled talent to government and private industry due to a lack of professional development pipelines and long-term career visibility.

Reframing isn’t a ‘nice to have’ – it is critical to the sustainability and growth of our sector and workforce. We need to compete for the best people, not just on purpose but also for career opportunities.

At the Sydney Children’s Hospitals Foundation (SCHF), we are determined to change this perception. We are reframing what it means to have a career in philanthropy. This begins with investing in structured learning and development for our own team. Skills in leadership, fundraising, marketing and strategy are not only being developed, but also recognised, as transferable across sectors.

We are also looking outward. We are building partnerships with universities to influence curricula, ensuring philanthropy and social impact are visible within courses. We are speaking at career fairs and university panels to position NFP work as a competitive and fulfilling choice.

The good news is that we are already seeing early signals of change. Applications for roles at SCHF are increasing. Our time-to-hire is around half the industry average. Engagement among our employees is rising, with people reporting higher satisfaction across learning, development and work-life balance. Employees who have transitioned into NFP mid-career tell us that their roles now give them purpose and professional growth. These outcomes show that when you invest in professionalising philanthropy, people respond.

But individual organisations can’t do this work alone. The sector as a whole must amplify its voice, share its success stories and highlight the achievements of its people. Fundraisers unlock the dollars that drive change. Skilled strategists turn funding into breakthroughs. Strong leaders ensure more patients are treated and more communities are reached.

It’s time for us – leaders, boards and employees – to reclaim the narrative. Working for a charity is not a step back. It’s not ‘what you do if you can’t make it in the corporate world’. It’s a powerful, future-ready career choice, filled with challenge, innovation and opportunity.

If we are serious about doubling philanthropy by 2030, we will need more than financial capital. We will need human capital – the best and brightest minds across the country choosing to build their careers in this sector.

And they will choose us if we show them that a career in NFP is not a compromise. It is a destination. It is a place where purpose and professionalism meet, and where careers can flourish while society benefits. Philanthropy should not be something you fall into, but something to aspire to.

The stigma belongs in the past. The future of work in Australia depends on us smashing it.

Read also: Recruitment with purpose: Building futures in the NFP sector

Mariam Hares

Chief People and Culture Officer at Sydney Children’s Hospitals Foundation |  + postsBio

Mariam Hares is an experienced people and culture leader, with a career spanning hospitality, technology, finance, property management and consumer goods. No matter the industry, she is driven by a belief that positive workplace culture is the foundation for organisational success.

Mariam is passionate about fostering a people-first culture where employees feel valued and supported. Throughout her career, she has designed and embedded thoughtful systems and processes that simplify the employee experience and strengthen the connection between organisations and their people.

As workforce needs continue to change and develop, Mariam is ready to embrace new ways of working to ensure staff members have meaningful employment and achieve a positive work-life balance.

At Sydney Children’s Hospitals Foundation, she is inspired by the mission to give every child access to world-class healthcare whenever and wherever they need it – and is proud to contribute by building strong, thriving teams that can change the future for sick kids.

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