When this HR leader joined Australia’s oldest HIV charity as People and Culture Director, he helped turn a grassroots organisation into a professional, future-focused not-for-profit organisation.

Motofumi Kotsuka CPHR took an unusual path to HR. He loved maths, studied for a degree in econometrics in Japan and wanted to work with numbers, until he discovered how fascinating people were – in good and bad ways. 

“I loved working with data because it shows the truth. But as a business and data analyst, I realised people are at the core of workplace operations. Without people, data means nothing,” says Kotsuka.

He learned that while numbers are linear, people are intriguingly complex.

“I’ve worked with both inspirational people and others who lacked integrity. I learnt that everyone has a unique background, and that made me reconsider my career.”

Bobby Goldsmith Foundation (BGF), Australia’s longest-running HIV charity, was founded in 1984 to provide essential support to those living with HIV through practical assistance, emotional support, financial counselling and housing advocacy.

Kotsuka joined BGF as Director of People, Culture and Administration in August 2021, excited about aligning his values with an organisation that prioritises people.

His role, both operational and strategic, was daunting. BGF lacked HR systems, a robust recruitment process, clear KPIs, cohesive communication and well-understood values.

With HIV funding becoming increasingly uncertain, this posed a problem. To secure more money, BGF needed to become a registered NDIS service provider, which meant broadening its support to anyone in the LGBTIQA+ community and others with an NDIS plan.

“My first task was to design, develop and implement a fit-for-purpose HR system and transform a grassroots, community-focused NFP into a professional, future-ready organisation,” he says. “It was a great opportunity.”

Taking a strategic approach to leadership challenges

Kotsuka quickly set up meetings with leaders and employees to identify pain points, as well as HR priorities and challenges. His brief encompassed everything from organisational design and talent management to culture. But his first priority was transforming BGF’s leadership bench.

“Many at the leadership level lacked the right skills. Hiring had been based on gut feelings or previous client relationships rather than measurable criteria,” he says. “There was also a high degree of disengagement between leadership and the rest of the employees.”

Kotsuka worked alongside the CEO, terminating and rehiring leaders based on new job descriptions, with KPIs aligned with BGF’s strategic goals. People management was an essential capability. 

But when it came to leadership talent acquisition, it was hard for the highly regulated organisation to compete on salary. Kotsuka prepared a detailed recommendation report using data from multiple sources and persuading the CEO and board to set competitive pay levels.

“We conducted structured interviews and psychometric testing to ensure the right fit, and replaced 20 per cent of employees,” he says. “It was difficult but necessary.”

With a new executive team, they focused on reforming middle management through work redesign with clear KPIs.

To enhance these managers’ business acumen, and to bridge their communication gap with leadership, Kotsuka invited middle managers to attend weekly executive meetings.

“It gave them exposure to our strategic operations, making them feel valued and improving transparency and internal communications,” he says.

“My first task was to design, develop and implement a fit-for-purpose HR system and transform a grassroots, community-focused NFP into a professional, future-ready organisation.” – Motofumi Kotsuka CPHR, Director of People, Culture and Administration, BGF

Building a value-driven culture

Kotsuka discovered a lack of unity among employees. Many were guided by strong values and unconscious biases, and simply couldn’t connect with BGF’s values of compassion, solidarity, empowerment and inclusivity.

“They focused too heavily on clients with HIV, not other stakeholders like employees. This didn’t align with our plans to service a wider community.”

A survey revealed employees were satisfied with the values, but didn’t understand how they related to their work. Kotsuka decided to refine them, involving external consultants to ensure the language was trauma-informed and inclusive. 

Solidarity, for example, evolved from, “We stand alongside all people with HIV” to “We actively listen and empathise with our clients and colleagues. We put ourselves in the shoes of others to build stronger, more supportive communities.”

“Values help managers attract talent, recognise high-performers and manage employees better,” says Kotsuka.

To reinforce the new values, he launched a reward and recognition program, ‘Recognise a Teammate’, with nominations linked to BGF’s core values.

“It’s about recognising people who are not only doing their job well, but also reinforcing our four values.”

He also introduced 30 online training modules covering topics such as regulatory requirements, mental health, unconscious bias and cultural awareness.

“I wanted employees to feel supported while still meeting high regulatory standards.”

The organisation also held regular conversations on empathy and non-judgmental attitudes to embed their principles.

“We strive to promote compassion, solidarity, empowerment and inclusivity as best we can,” he says.

Read more on how to embed inclusivity in your leadership practice.

Upskilling for the future of work

To improve their skills, Kotsuka believes HR practitioners can benefit from gaining sector-specific qualifications, like those in industries such as finance and law.

He completed his AHRI Certification in 2018 and says it armed him with key skills in business strategy, talent management and organisational enablement.

“It gave me confidence and a deeper understanding of contemporary HR practices. I learned there’s no one-size-fits-all. The facilitator taught us to see things holistically. It’s about communication, understanding pain points and finding solutions together.”

He believes gaining AHRI’s HR Certification badge has “elevated” his career.

“It’s raised my value in the recruitment market and broadened my choices. With HR Certification, people see me as a reliable and professional HR practitioner, so it has really enhanced my brand.”

A longer version of this article was originally published in the October/November 2024 edition of HRM Magazine.

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