Home' HR Monthly : June 2018 Contents The longer the connection was sustained the
more of the child's story was revealed. The
shopper could then explore a set of drawers
and artefacts in the shop, each containing an
invitation to sponsor a child.
"I can talk about [places such as
Cox's Bazar refugee camp] but digital
technology can draw out the contextual
information that people can more easily
connect with," says Rogers.
"One of the targets I have set myself
is to create a window through which the
transformative nature of our work is clear to all
Australians. Through a window you see exactly
what is happening and you see it right now ...
People give to what their heart responds to."
Digital transformation is not just about
new ways of telling stories. Under Rogers'
leadership, World Vision is now focusing
more heavily on IT, system capabilities and data
analytics so it can deliver those experiences to
supporters. By analysing information about its
supporters, for example, different messages can
be tailored for different groups of donors.
Technology is also helping front-line staff
make more decisions in the field. For example,
World Vision is using mobile phones to improve
the efficiency and quality of one of its nutrition
services in Indonesia.
Via the phones, nutrition counsellors can
assess underlying illnesses and feeding habits
and practices of the children they see during
counselling sessions -- and at the homes of those
people who are unable to access a medical
clinic. The phones process growth and nutrition
measurements and flag the level of nutritional
risk enabling the counsellor to immediately
tailor a nutritional plan for a child.
World Vision's health, nutrition, water and
sanitation, and disaster management experts
are all using digital technology to speed up and
improve the delivery of services in the field.
One of World Vision's guiding principles is that
economic progress should never be made at the
expense of a child. An estimated 168 million
child labourers are involved in nearly every stage
of production of many commonly purchased
items. Governments and corporations are large
consumers and their procurement policies have a
major impact on the lives of millions of children.
To that end, World Vision has started working
with Australian companies on their supply
chains. One project, for example, is looking at
cosmetic manufacturers who source the mineral
mica from India, where it is mined with the use
of child labour.
"We want to get children out of the
supply chain," says Rogers, who believes the
corporate sector's definition of corporate social
responsibility is too narrow.
"At the moment we only measure profit in a
corporate context, or how many customers we
have. But what is the impact on society from the
way that profit was made or the way those goods
were produced?" she asks.
Governments can also influence labour and
living conditions for the world's poor through
their foreign aid budgets, both in real terms and
by influencing other governments. Both Rogers
and Costello have spoken out about the dangers
of cutting foreign aid.
In April, World Vision called on the
Australian Government to increase its foreign
aid, after Australia's global aid ranking fell
for the third consecutive year to 19th. In the
space of a couple of years, Australia has gone
from giving 33 cents for every $100 of Gross
National Income to only 23 cents of every $100,
according to the Organisation for Economic
Cooperation and Development.
The cuts will weaken Australia's influence
on the world stage, says Rogers.
"People will stop listening to us," she says.
"The government is somewhat influenced by
the loudest voices who are not interested in
giving aid. Most Australians are very generous
and want us to play a role."
On a personal level, Rogers is motivated by her
Christian faith, which aligns with World Vision's
charter. The mother of a girl and a boy has also
long been a champion of women and girls but
dealing with some of the world's poorest adds a
new poignancy to that mission. During her time
in Bangladesh, Rogers met many young girls in
the refugee camp, clever, vibrant children who
could "change anyone's world" but who would
likely end up hidden by their parents from social
contact for cultural and safety reasons.
"That breaks my heart and inspires me to
do this job," she says.
"Many of the world's most vulnerable
people are women and girls so it is a delightful
opportunity to champion them [at World
Vision]," she says.
The organisation has high and generally
favourable recognition in Australia but an
organisation's brand is only as good as its
supporters' most recent experience. Just how
quickly a brand can be damaged is evident from
the fallout from Australia's Royal Commission
into banking, says Rogers.
Is she glad to be out of the financial sector?
"It is lovely to work in a context where we
don't have to worry about what we are trying to
achieve. There are no short cuts to getting people
out of poverty. You have to do it properly."
"World Vision doesn't have a problem with
purpose. Our purpose motivates our team, who
come to work every day inspired to make a
LEARN FROM LEADERS
OF DIGITAL CHANGE
Discover how World Vision Australia CEO
Claire Rogers and other leaders achieve digital
transformation in their organisations, at the AHRI
National Convention and Exhibition at the
Melbourne Convention and Exhibition Centre from
28 to 30 August 2018 (extended program 28 to 31
August). Registration closes Tuesday 14 August.
June 2018 HRM magazine 21
Claire Rogers in the Imvepi
refugee camp, Uganda
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