Build a fair, supportive volunteer lifecycle from workforce planning through onboarding, development and exit.
Location
Australia
Arrangement
Hybrid
Commitment
4–6 hours per week
Duration
Ongoing, 12-month preference
Level
Professional / leadership
Contribution track
Build HIF
01
Role mandate
Build a fair, supportive volunteer lifecycle from workforce planning through onboarding, development and exit.
Why this role exists now
A volunteer-powered organisation needs realistic role design, dependable supervision and clear people processes—not just more recruitment.
02
Outcomes you would own
01
A current role register with owners, capacity and approval status.
02
Consistent onboarding, probationary check-ins and exit processes.
03
Early visibility of under-supervised or overloaded roles.
04
Useful volunteer feedback that leads to documented improvements.
Core responsibilities
Maintain workforce plans, role approvals and volunteer records.
Coordinate equitable recruitment, onboarding, check-ins and offboarding.
Support supervisors with workload, feedback and role-health reviews.
Track retention, capacity and common volunteer-experience risks.
Keep routine people operations separate from restricted safeguarding matters.
03
Your first 90 days
Days 1–30
Listen, learn and locate the work
Complete HIF induction, role boundaries and required checks.
Review the People & culture brief, evidence, partners and unresolved decisions.
Agree a 90-day workplan, communication rhythm and escalation map.
Days 31–60
Build the first useful thing
Prototype the priority system, policy or operating rhythm.
Invite review early from the people who will use or be affected by the work.
Record changes, risks and decisions instead of hiding uncertainty.
Days 61–90
Deliver, learn and hand over
Complete the agreed first milestone or document why it should change.
Review progress against success measures with your supervisor.
Publish a next-quarter plan and keep files ready for another volunteer.
04
What you need
Essential criteria
HR, volunteer-management or people-operations experience.
Sound confidentiality, documentation and procedural fairness.
Ability to coach volunteer supervisors with empathy and clarity.
Desirable, not required
Experience with youth volunteers or Australian not-for-profits.
Workplace relations or organisational-development knowledge.
05
How good work will be judged
Success measures
Volunteers know their work, support contact and escalation pathway.
Recruitment follows approved capacity rather than aspirational demand.
People data is minimal, secure and useful.
Decision rights & escalation
Set day-to-day priorities within the approved role brief and agreed hours.
Recommend changes to scope, timing or method and document the rationale.
Pause your own activity and escalate when safety, consent, quality or capacity is unclear.
Escalate budget commitments, external promises, partner agreements and material changes to Chief Operating Officer / Managing Director.
Clinical, safeguarding, privacy and public-claim decisions remain with the named qualified approver.
Role boundaries
This is an unpaid volunteer role. It does not create an employment relationship or expectation of future paid work.
Do not represent HIF publicly, sign agreements or commit money unless authority is explicitly documented.
Use only approved systems for personal, partner or program information.
The agreed weekly commitment is a ceiling to manage, not a minimum to exceed silently.
This role does not provide clinical advice, diagnosis, treatment or unsupervised patient contact.
No travel is assumed. Any future travel would require a separate brief, risk review and written approval.
06
Support, learning and wellbeing
Safeguarding escalation remains with designated restricted roles.
Approved policies, templates and executive sponsorship.
Regular role-health review with program and functional leaders.
Scope and safety
Volunteers must not work outside their competence. Clinical, safeguarding and community-facing work requires role-specific supervision and escalation pathways.
Checks before you begin
Identity and right-to-volunteer confirmation.
One or two role-relevant references for leadership or higher-trust appointments.
Confidentiality, conflict-of-interest, privacy and code-of-conduct declarations.
07
How selection works
Evidence to include
A short statement explaining why this role and HIF’s health-equity mission fit your experience.
One specific example showing how you handled work relevant to people operations.
Your realistic availability against the published commitment of 4–6 hours per week.
Any required qualifications, registrations, portfolio links or work samples.
Conflicts, access needs or support adjustments you want the selection panel to consider.
Selection stages
Eligibility and completeness review
Assessment against the published essential criteria
Structured interview or practical conversation, if required
Relevant reference, credential and safeguarding checks
Outcome, induction and role-specific onboarding
Final selection decisions are made by people. AI is not used to automatically reject applicants.