Anuj Dubey Winter Project

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Winter Training Research Report On

ROLE OF HR IN NON GOVERNMENTORGANIZATIONS

For the partial fulfillment of the requirement ofMaster of Business Administration

(MBA -2009-2011)

Submitted To: Submitted By:

Mr.Sumit Bajpai (Anuj Kumar Dubey)

(H.O.D MBA Dept.) Roll No.0928770007

Naraina College Of Engineering And Technology(1432)

Ratanpur, Panki, Kanpur208020


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CONTENTS

Chapter 1Introduction

About the Organization

Chapter 2 - Objectives and Rationale of the Study

Chapter 3Conceptual Overview &Review of Literature

Literature..

Chapter 4Research Methodology

4.1 Research Design

4.2 Sample Size

4.3 Research Tools and Questionnaire

4.4Data Collection .

Chapter 5Research Findings

Chapter 6Summary, Conclusion & Recommendation

Appendix - Questionnaire

Bibliography

References:


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List of Tables

Serial No. Title Page No.

1 Review of Literature

2 Number of people working in the NGO sector in India

3 Number of full time equivalent persons working in

NGOs in India

4 Classification of essential Human Resource Management

tasks


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List of figures

Serial No. Title Page No.

1 Comprehensive findings

2 Effectiveness of Training programs

3 Organizational objectives are balanced with Training

programs

4 Training & Development programs plays a crucial role

in their career development

5 Methods used for imparting training

6 Training programes help you to handle your current job

responsibilities


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ACKNOWLEDGEMENT

I, Anuj Kumar Dubey, hereby declare that this report is prepared on thebasis of Primary Research Work conducted by me on Role of HR in Non-

Government Organisation. It is an original piece of my work and no part

of this report has been submitted to any other Institute or University prior to

the submission to U.P. Technical University, Lucknow

In order to complete this study I have received guidance and supports from

several persons and institutions. I owe enormous intellectual debt towards

my guide Mr. Gaurav Sonkar who has augmented my knowledge in the

field of, helping me learn about the process and giving me valuable insight

into the subject.

I am obliged to her for being extremely patient, giving me sufficient time for

discussions and guidance at all stages through the course of this training.

My increased spectrum of knowledge in this field is the result of his

constant supervision and direction that has helped me to absorb relevant and

high quality information.

I would like to thank her for her guidance and enriching my thoughts in this

field from different perspectives.

Last but not the least, I feel indebted to all those persons and organizationswhich have provided information and helped me directly or indirectly in

successful completion of this study.

ANUJ KUMAR DUBEY


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EXECUTIVE SUMMARY

The study conducted on Role of Human Resource in Non-Government

Organisation aims at understanding the significance of Human Resource

Management in Non-Government organisations (NGOs) besides learning

about the functioning of Non-Government welfare organisations, assessing

the effectiveness of Training & Development programs in NGOs and

identifying the career opportunity and growth for Human Resource

Management professionals in NGO sector.

For an understanding of Human Resource functioning and its significance in

the Non-Government Organisation, four NGOs: namely Action-Aid India;

Help-Age India,Deepalaya and Child Relief and You (CRY) are taken for

study. A detailed research was carried out with the help of the well

structured questionnaire to assess the effectiveness of the Training &

Development programs and to identify the career opportunity and growth

for Human Resource Management professionals in these respective NGOs.

The findings reveal that today there are more opportunities for people to dosomething for the society compared to earlier time as, NGO sector has

become more professional and is now a viable career option. The field of

Non-Government Organisation is drawing some of Indias brightest and the

best professionals today. With Human-Resource playing a vibrant and


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significant role in developing employees by conducting various Training &

development programs and by a large Society.

Exploratory research design has been used in this project, which required

systematic and scientific way to acquire new knowledge about the career

growth opportunity and effectiveness of training & development

programmes in Non-Government organization.

The study reveals that Human Resource Management is playing a decisive

and dynamic role in these Non-Government Organisations and has taken

centre-stage in their day to day functioning. Non-Government Organisations

have fostered a culture of participation and modernism for employee growth

and contribution.

A high slandered of social ethics and religious dedications in their day to

day activities have made these organisations grow more professionally.

There is an atmosphere of complete harmony and support in these

organisations.

Their unique work culture is based on trust, openness and a commitment to

creativity and consultation. A section of Training and Development

programs handles all training activities on a predetermined basis. Various


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kind of training methods are being followed which enrich employees with

better social skills and empower them for future development. Employees

show high motivation and are dedicated to their jobs and responsibilities.

Based on the results of the findings carried out in the organization following

is suggestions are made:

The Training programs should be planned so that it relates to the

trainees previous experience/ background and present job

requirement. This background should be used as a foundation for

development & new behavior.

The Training programs should be made more interesting & the

employees intelligence & motivational level should be checked

throughout the programs.

Attract and encourage zealous professionals as well as fresh

management graduates with competitive pay benefits, and by building

awareness using different media across the country. Make

improvement and streamline selection process to ensure that

eminence professional join the organisation.


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Chapter 1 to 4 discuss about the topic and give a brief insight of the basic

concepts and significance of Human Resource, introduction to the Non-

Government Organisations and the objective behind the study and its

rationale. Further, highlighting the methodology used; and action plan for

data collection.

Chapter 5 and 6: includes the detailed representation of the comprehensive

findings of the four NGOs studied with the help of the collected data,through charts. Further Chapter 6 includes the absolute conclusion,

summary of the findings and recommendations maid.


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Chapter 1

Introduction


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1. Introduction

Over the past several decades, NGOs have become major players in the field

of international development. Since the mid-1970s, the NGO sector in both

developed and developing countries has experienced exponential growth.

From 1970 to 1985 total development aid disbursed by international NGOs

increased ten-fold. In 1992 international NGOs channeled over $7.6 billion

of aid to developing countries. It is now estimated that over 15 percent oftotal overseas development aid is channeled through NGOs. While statistics

about global numbers of NGOs are notoriously incomplete, it is currently

estimated that there is somewhere between 6,000 and 30,000 national NGOs

in developing countries. CBOs across the developing world number in the

hundreds of thousands.

The World Bank defines NGOs as "private organizations that pursue

activities to relieve suffering, promote the interests of the poor, protect

the environment, provide basic social services, or undertake community

development". In wider usage, the term NGO can be applied to any non-

profit organization which is independent from government. NGOs are

typically value-based organizations which depend, in whole or in part, on

charitable donations and voluntary service. Although the NGO sector has

become increasingly professionalized over the last two decades, principles

of altruism and voluntarism remain key defining characteristics.


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The term NGO is very broad and encompasses many different types of

organizations. In the field of development, NGOs range from large,

Northern-based charities such as CARE, Oxfam and World Vision to

community-based self-help groups in the South. They also include research

institutes, churches, professional associations and lobby groups The World

Bank tends to interact with two main categories of NGOs: i) operational

NGOs - whose primary purpose is the design and implementation of

development-related projects, and; ii) advocacy NGOs - whose primary

purpose is to defend or promote a specific cause and who seek to influence

the policies and practices of the Bank. A growing number of NGOs engage

in both operational and advocacy activities, and some advocacy groups,

while not directly involved in designing and implementing projects, focus

on specific project-related concerns.

Further operational NGOs is categorized into three main groups: i)

community-based organizations (CBOs) - which serve a specific

population in a narrow geographic area; ii) national organizations - which

operate in individual developing countries, and; iii) international

organizations - which are typically headquartered in developed countries

and carry out operations in more than one developing country.

In recent years, however, this trend has been reversed. Among projects

involving NGO collaboration recorded in FY94, 40% involved CBOs, 70%

involved national organizations and 10% involved international

organizations.


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CBOs (also referred to as grassroots organizations or peoples' organizations)

are distinct in nature and purpose from other NGOs. While national and

international organizations are "intermediary" NGOs which are formed to

serve others; CBOs are normally "membership" organizations made up of a

group of individuals who have joined together to further their own interests

(e.g.: women's groups, credit circles, youth clubs, cooperatives and farmer

associations). In the context of Bank-financed activities, national or

international NGOs are normally contracted to deliver services, design

projects or conduct research. CBOs are more likely to be the recipients of

project goods and services. In projects which promote participatory

development, grassroots organizations play the key function of providing an

institutional framework for beneficiary participation. CBOs might, for

example: be consulted during design to ensure that project goals reflect

beneficiary interests; undertake the implementation of community-level

project components; or receive funds to design and implement sub-projects.

Individual operational NGOs vary enormously according to their purpose,

philosophy, sectoral expertise and scope of activities. A number of different

NGO typologies exist. For example, NGOs have been classified according

to whether they are more relief or development-oriented; whether they are

religious or secular; whether they stress service delivery or participation and

whether they are more public or private-oriented. Sources for further

reading on NGO typologies are listed at the end of this section.


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1.1 Characteristics of NGOs:

Strength of NGOs, particularly those operating at the field level, is

their ability to form close linkages to local communities , and to

engender community ownership and participation in development

efforts.

NGOs often can respond quickly to new circumstances and can

experiment with innovative approaches.

NGOs can identify emerging issues, and through their consultativeand participatory approaches can identify and express beneficiary

views that otherwise might not be heard.

NGOs often are successful intermediaries between actors in the

development arena, building bridges between people and

communities on one side, and governments, development

institutions, and donors and development agencies on the other.

In an advocacy role, NGOs frequently represent issues and views

important in the dynamics of the development process.

NGOs sometimes may have limited strategic perspectives and weak

linkages with other actors in development. NGOs may have limited

managerial and organizational capacities. In some countries, the relationship

between NGOs and government may involve political, legal, ideological,

and administrative constraints. Because of their voluntary nature, there may


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be questions regarding the legitimacy, accountability, and credibility of

NGOs and their claims as to mandate and constituencies represented.

Questions sometimes arise concerning the motivations and objectives of

NGOs, and the degree of accountability NGOs accept for the ultimate

impact of policies and positions they advocate.

1.2 Typical Forms of NGOs:

Advocacy

These NGOs basically work on advocacy or campaigning on issues or

causes. As a focus, they do not implement programmes. e.g. PETA works

on advocating the cause of Ethical Treatment of Animals. It is not an animal

shelter, which many expect.

Consultancy / Research Organisations

These NGOs work on Social and Developmental Research & Consultancy

Training / Capacity Building Organisations

In the NGO Sector, training is usually called as Capacity Building. Some

NGOs only work on Capacity Building of the other NGOs


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Networking Organisations

These NGOs provide vital network opportunities for NGOs in a specific

field e.g. Association of Voluntary Agencies for Rural Development

(AVARD) works on networking of NGOs working in the field of Rural

Development

Mother NGOs

These NGOs are recipients as well as givers e.g. large NGOs like CRY,

Concern India receive funds as well as disburse funds. They have a work

focus, but instead of implementing projects, they identify projects and

monitor, evaluate and build capacities of participating NGOs

Grassroot Organisations

These NGOs work directly with the community e.g. Apnalaya works with

the underprivileged in the slums of Govandi directly. Traditionally one can

look at all Mahila Mandals fall in this category.

City Based Organisations

These NGOs restrict their focus to cities e.g. AGNI focuses its work in

Mumbai City


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National Organisations

These NGOs have national presence. In India, very few NGOs are national

level. e.g. CRY, Pratham, Concern India

International Organisations

These are part of International NGOs e.g. CARE India is an integral part of

CARE's global operations. Like mother NGOs, these NGOs receive and

disburse grants

Self Help Groups

They are not typically terms as NGOs. These are formed by beneficiarycommunities, typically women who come together in a group of 10 plus.

India is witnessing a great movement of SHGs presently and these women

are transforming the Rural Andhra Pradesh and Rual Tamil Nadu

Religious NGOs

Large percentage of NGO Funding goes to religious based Organisations.

e.g. Siddhivinayak Trust in Mumbai.


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1.3 Significance of NGOs:

NGOs usually help to strengthening the political or social goals of

their members or funders.

Helps in improving the state of the natural environment.

Encourage the observance of human rights by improving the welfare

of the disadvantaged.

Helps in representing a corporate agenda through Corporate Social

Responsibility activities.


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Introduction of the Organization

NGOs Profile:

Action-Aid India:

Action-Aid International is an international development agency that is

presently working in 43 countries to fight poverty and injustice. We are

governed by an International Governing Board comprising of 15 honorary

members of international repute, supported by an International Secretariat,

based in Johannesburg with its regional and sub-regional offices, in Asia ,

Africa , Latin America and Europe.

ActionAid India was setup in 1972 with the Vision of an India and world

without poverty and injustice, one in which every woman, man, girl and boy

enjoys the right to life with dignity.

OurMission is to work with poor and excluded women, men, girls and boys

to fight poverty and injustice. In the three decades of our work in India, we

have formed partnerships with nearly 400 NGOs and community based

organizations (CBO) to support more than 5 million of the poorest and most

marginalized people to participate in the development process by accessing

their human rights and entitlements.


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The Values:

Mutual respect, requiring us to recognize the innate worth of all

people and the value of diversity

Equity and justice, requiring us to work to ensure equal opportunity to

everyone, irrespective of race, age, gender, sexual orientation, HIV

status, color, class, ethnicity, disability, location and religion

Honesty and transparency: being accountable at all levels for the

effectiveness of our actions and open in our judgments and

communications with others

Solidarity with the poor, powerless and excluded will be the only bias

in our commitment to the fight against poverty & injustice.

Courage of conviction, requiring us to be creative and radical, bold

and innovativewithout fear of failurein pursuit of making the

greatest possible impact on the causes of poverty

Independence from any religious or party-political affiliation

Humility in our presentation and behavior, recognizing that we are

part of a wider alliance against poverty & injustice


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Human Resource:

Action-Aid India presently has an experienced human resource base of 188

regular staff and 29 staff on contract. Among these nearly 35 percent are

women staff.

Our human resources are drawn from Universities, Institutes and Social

Work Schools of national and International repute as also from among the

communities we work with. All members of our programs teams have either

post-graduation or post-doctoral degrees. Also, a number of experienced

social activists are working with us. We pride ourselves of the quality of our

staff - the passion with which we work, our orientation for learning and

sharing, ensuring downward accountability, aligning our work to our vision,

mission and values.

We believe that our commitment to gender and social equality must not be

limited to our programs work, but should also reflect in our organization.During the last few years, we have made conscious efforts to recruit more

women staff and people from the communities we work with, so to have an

equal and balanced staff ratio.

We are convinced that to achieve our mission we must have the human

resources with right competenciesstaff who can empathize and bond with

the poor and marginalized people and their issues.


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Help-Age India:

Help-Age India is working for the cause and care of Older Persons, with the

ultimate aim of empowering them to take decisions pertaining to their own

lives.

From Welfare to Development

Over the years Help-Age India has changed its orientation from

implementing welfare projects to those that focus on development. It now

lays stress on income-generation and micro-credit projects that enable theparticipation of Older Persons in the mainstream of society.

Help-Age India is

A registered national level voluntary organisation

A secular, apolitical, non-profit and a non-governmental organisation

Registered under the Societies' Registration Act, 1860, in 1978

Historical Background

Formed in 1978 with active help from Mr. Cecil Jackson Cole, founder

member of Help the Aged in United Kingdom

Aims & Objectives

To foster the welfare of the aged in India especially the needy aged

To raise funds for projects which assist the elderly irrespective of cast

or creed

To create in the younger generation and in society a social awareness

about the problems of the elderly in India today


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Organizational Structure

Mr. R Venkataraman , Former President of India is the patron of Help-

Age India

It's Governing Body, comprising eminent persons from different walks

of life, oversees the activities of the society

Mr. Amal Ganguli is the President and Mr. Mathew Cherian is the Chief

Executive.

Mr. M M Sabharwal is the President Emeritus.

The Chief Executive of HelpAge India looks after the forward planning

and implementation of its policies and programs with the support of

functional Directorates at Head Office. Help-Age India has 33 regional and

area offices located all over the country.

Deepalaya:

Deepalaya was started on July 16, 1979, with 5 children, 2 teachers and an

investment of Rs 17,500/- by Seven founding members. Pre school

education was the initial programme.

By 1985 this number jumped to 133 with 7 staff undertaking primary

education with an annual budget of Rs 1,00,000/-.

By 1992, the growth reached 13,000 children and 400 staff, undertaking

integrated child development. The annual budget was around Rs 25 million,

major part of which coming from International funding Organizations.


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By 2000 Deepalaya is benefiting over 35,000 children, their families and

communities undertaking integrated development and involving in other

issue based areas. Annual budget is in the vicinity of Rs.30 million.

By 2001 Deepalaya educated over 40,000 children involved their families

and communities in integrated development and other issue based areas. It is

a registered society under Societies Act of India. It is registered with Income

Tax Department under Section 12A and has tax exception status under 80G

and 35AC of IT Act of India. It is also registered with Home Ministry under

foreign contribution Regulation Act and is eligible to receive foreign aid.


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Vision

A society based on legitimate rights, equity, justice, honesty, social

sensitivity and a culture of service in which all are self-reliant.

Mission:

Deepalaya commits itself to:

Continue to identify with and work along the economically and

socially deprived, the physically and mentally challengedstarting

with children, so that they become educated, skilled and aware;

Enable them to be self-reliant and enjoy a healthy, dignified and

sustainable quality of life

And to that end, act as a resource to and collaborate with other agencies -

governmental or non-governmental, as well as suitably intervene in policy

formulation.


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Child Relief You (CRY):

At a glance

Name : CRY - Child Rights and You. (CRY changed its name from Child

Relief and You to Child Rights and You as on April 1, 2006.)

Status : Non-Government Organisation (NGO)

CRY India is a non-profit organisation registered in the India that exists for

underprivileged children, especially Indian, providing them with hope and a

means to look forward to a brighter tomorrow.

Mission:

To enable people to take responsibility for the situation of the deprived

child, especially Indian, and so motivate them to confront the situation

through collective action thereby giving the child and themselves an

opportunity to realise their full potential.


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Chapter 2

Objectives and Rationale of

the Study


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Rationale of the study:

Today the Non-Government Organisation sector has become more

professional and is now a viable career option. The recruitment patterns of

the voluntary sector have seen a perceptible change in its workforce profile,

with more engineering and management graduates opting to work in this

sector. Does this mean that voluntary work has changed into a pulsating

profession with exciting growth possibilities, especially those that are

technology-driven? What is the role of these professionals in this sector?

The rationale of the study or this research is to find out the applicable

answer to the above posed questions. The relevance and sustainability of the

Human-Resource, the most valuable asset in Non-Government

Organisation, by evaluating the career growth opportunity and accessing theeffectiveness of the Training & Development programs. Capacity building

of NGOs is critical in enhancing their effectiveness. It has been envisaged

that training will help to equip them with necessary knowledge and skills

resulting in achievement of schemes objectives. Capacity building of NGOs

has been seen as a continuous process. The focus of this research work is to

highlight the potential of Training and Development programs and career

growth in this sector by seeking answer to questions like what extent

organizational objectives are balanced with training program?. To what

extent methods used for imparting training are effective?. To what extent

professionals MBA are significant for NGOs?


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Objectives of Study:

To learn about the functioning of Non-Government welfare

organisations in NCR region.

To understand the significance of Human Resource Managementin NGOs

To identify the career opportunity and growth for Human

Resource Management professionals in NGO sector.

To assess the effectiveness of Training & development

programmes in NGOs.


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Chapter 3

Conceptual Overview &

Review of Literature


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3.1 Conceptual Overview:

3.1.1.Human Resource Management in Non-Government Organization.

If Non Governmental Organizations can play better role in the corporate

social responsibility, the question here is who can play better role in linking

industry with community. The answer here is Human Resource

Management Department of the industry. The HR managers should take

lead in its effort to make a linkage between community and the industry. To

develop better rapport with the people, HR managers have to make use of

their Strategic Relationship Management Skills. They should interact with

the community by establishing better linkage with the Non Governmental

Organizations working there in the locality. The HR managers can initially

conduct Focus Group Discussion (FGD) with the community and

community leaders with the help of Non Governmental Organizations and

need evaluation and need prioritization is to be conducted.

Non-government organizations (NGOs) have become significant players in

development policy over the last two decades. The evolving relationship

among NGOs, developing states and donors are a critical aspect of

international development assistance and the wider development policy

debate. NGOs vary in their missions, internal management, scope of

engagement, source of funding, relations with developing sates and targeted

areas of operations.

NGOs are the vanguard of civil society. They have increasingly been seen


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as the vehicles of the new polices agenda of economics liberalization and

political channeling resource through northern and indigenous NGOs

support grassroots organizations, social change, political empowerment and

sustainable development. Developing states have ceded space to NGOs to

deliver services, perform contract development work and promote

institutional capacity building.

The role of NGOs in the contemporary world is elaborately described in the

present study along with the management challenges and other issues faced

by NGOs, social activity, policy-makers and all concerned.

3.1.2. NGOs get more professional:

The recruitment patterns of the voluntary sector have seen a perceptible

change in its workforce profile, with more engineering and managementgraduates opting to work in this sector. Does this mean that voluntary work

has changed into a pulsating profession with exciting growth possibilities,

especially those that are technology-driven? What is the role of these

professionals in this sector?

It has happened in spurts in the past. It has happened elsewhere in the world.

But the trend is now strengthening in India. If you follow the recruitment

patterns of the voluntary sector in the country, you will see a perceptible

change in its workforce profile.


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At least 0.3-0.5 per cent of the country's workforce is in this sector, and

according to experts, there is significant increase in the number of

engineering and management graduates opting to work for the not-for-profit

organisations. This is apart from professional filmmakers, designers and

mass communication graduates that constantly seek to satisfy their creative

urges here.

Pradeep Mehta, Secretary General, CUTS, a Jaipur-based consumer

awareness society, confirms that the hiring pattern has changed bothqualitatively and quantitatively. He pins down this transformation to the

increased flow of funds from donors to the voluntary sector and the

Government and a stronger inclination of the Government to implement

projects through NGOs. Therefore, the overall demand for people in this

sector has gone up.

On the flip side, the scope of work of the voluntary sector has also enlarged

to include more technical work, thus calling for absorption of technical

graduates. But he also points to one niggling factor in the trend: Those

NGOs that are in a position to afford competitive remuneration to MBAs do

hire their services and it is also true that NGOs are hiring MBAs to inculcate

professionalism as it exists in the corporate sector.


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However, he questions the quality of these professionals. "Do MBAs from

top business schools come to NGOs? In most cases, they have the degree,

but not the same level of expertise." At the same time, another development

is taking place simultaneously: senior managers, having an MBA degree

from top business schools, leaving their corporate job and opting for

voluntary work.

Mehta's doubts about top-class professionals opting for jobs in the socialsector are answered by this year's summer placement preferences at the

Indian Institutes of Management. About 20 students from the Institutes in

Ahmedabad, Bangalore and Kolkata and the Indian Institute of Technology,

Mumbai, have chosen to go for an internship at the National Kidney

Foundation, an NGO based in Singapore.

Ganesh N. Prabhu, Associate Professor and Chairperson, Placements, IIM,

Bangalore, says that the organisation has previously recruited students from

top B schools in the US, and the reason they are looking at Asian students

now is for the obvious `cultural match'.

In India, Prabhu says, in the past, organisations such as GreenPeace

Foundation, ActionAid, Basix and Public Affairs Centre have approached

the Institute for talent either for summer placement or lateral placements.

For instance, CRYwhich is in the field of consumer marketing needs


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professionals with brand building skills and has recruited MBAs even in the

early 1990s.

"And career growth is unlimited with distinct possibilities of such

professionals rising to the very top depending on their application,

commitment and diligence. Some professionals work for NGOs in the

beginning of their career and then move onto the corporate sector, and vice

versa.

3.1.3 Career opportunities in NGOs

There is an increasing number of NGO staff leaving the voluntary sector to

work in government and vice versa. David Lewis outlines research beingundertaken at LSE to find out more about this cross over phenomenon.

The movement of NGO staff into government, and government staff into

NGOs, is on the increase in many countries. Yet despite this growing

phenomenon, little analytical attention to date has been focused on this

boundary between the governmental and the non-governmental worlds, or

the people who cross over it during their careers.


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This 'cross-over' is particularly interesting because unusually, it is a feature

of both Northern and Southern countries. However, the reasons for cross-

over are likely to be unique to particular countries and situations.

North - In the UK, changes in development policy due to the 1997 White

Paper, and the creation of DFID, attracted some individuals, who had

previously been more comfortable with the values of the NGO sector, to

move into government posts in the expectation that new opportunities for

larger-scale change might exist within this changing institutional and policy

environment. Some NGO staff have found working in an official agency has

given them more power and greater scope to operate, while others quickly

became alienated by a completely different working culture. Others care

little about whether they work in the NGO sector or the government as long

as they can do interesting work, and simply find that shifting organisations

gives them greater perspective. As UK aid levels increase towards UNtargets, new recruitment by DFID seems likely to draw in more people from

the NGO sector during the coming years, particularly as specialized

knowledge on issues such as conflict and emergency work is increasingly

required.

South - In the Philippines, the fall of the authoritarian Marcos regime in

1986 led to a generation of agrarian reform activists moving from the NGO

sector directly into high-level government posts within successive

democratic governments. Looking back, some of these individuals can point


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to important achievements in pushing through elements of land reform 'from

within' government that arguably would not have been possible had they

remained as NGO leaders seeking to pressure government from the outside.

It may be that such boundary-crossing is an inherently powerful act, one

which opens up new opportunities both for individual learning and

unlocking new thinking for public action.

3.1.4 The Human-Resource Challenges:

The HR challenges are political, economic, socio-cultural and technological.

Globalization, liberalization and privatization, coupled with continuous

changing technology, the nature of competition in the markets and gaps in

skills and knowledge continue to pose major challenges to the management

of HR in NGOs.

However, we can go around the challenges if we adhere to the philosophy of

people management based on the belief that HR is uniquely important to

sustained business success. An organisation gains competitive advantage by

using its people effectively, drawing on their expertise and ingenuity to meet

clearly defined objectives. Human resources management is aimed at

recruiting capable and committed people, followed up by rewarding their

performance and developing key competencies.


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Even in conditions of high unemployment, environmental constraints on re-

sourcing results in shortages of people with skills that may be in demand.

Under the circumstances, it is advisable to gain access to the labour market

and to tap into the labour reservoirs.

There is greater demand for high skilled workers than for low skilled

workers. This shows that the HR function is clearly shifting from being a"service provider" to a business partner. The argument is that human

resource managers/specialists should play a central role in resolving

questions about how to attract, motivate and develop workers with scarce

but critical abilities, and developing effective processes for Non-

Government Organisations.

We also urge HR managers and specialists to send in articles on experiences

in human resource management and on the subject of tapping into the

expertise of Africans in the Diaspora.

Many Non-profit organisations do not establish a formal Human Resources

(HR) function due to having a small number of staff and /or trying to

achieve efficiencies. Rather, organisational staffs whose responsibilities lie

within other areas are responsible for performing HR activities such as

recruitment, training, performance reviews, design and delivery of benefit


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programs and termination. Most typically, the finance staff, office manager

or other administration staffs perform HR duties.

While this may be the best option in small organisations, at a certain point

the size of the organisation necessitates a separate, dedicated HR function.

In sum, when an organisation reaches a critical mass a point that varies

depending on the specifics of the organisationit is more efficient to have a

dedicated HR function.

As each department grows and develops, the potential is high for staff to

identify only with the single department where they are employed instead of

with a larger organisational entity. Providing strong, flexible and competent

central HR service

To be effective, the HR function has to be seen as a strategic partner in the

work of the institutes. HR in a complex organisation requires a very special

skills set. It has to be firm in areas of policy, safety, quality and with the

organisations core cultural values in order to bring some sense of cohesion

and unity. The HR function has to find balance between the negotiable and

the non-negotiable.

Since HR has the core responsibility of risk management, it also has to


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know the departmental realities and employee relation issues, as well as the

labour laws and insurance requirements in all sites of the organisation. HR

needs to balance the management of employee risk with the development of

tools, resources, training and policies that would increase organisational

effectiveness. These are not mutually exclusive but one can err on either

extreme.

In an organisation where HR is new, the objective would be to create an HR

function that would:

Balance systems needs and staff concerns;

Protect the institution from liability without treating each employee as

a potential litigant;

Engage and influence staff without exerting overt control;

Be perceived as a resource, mentor and educator rather than a rule

maker and obstacle; and,


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Be an ally in the work of management and staff, supporting the

attainment of the organisations mission.

NGO, to all of us mean serious work and commitment. The only thing that

sets the NGO is motivation and patience. Setting up an NGO or managing

an NGO calls for complete commitment. It is not easy or relaxing. NGO

performs variety of roles in our society and there is hardly any area which is

left untouched by the NGO, be it natural resources, finance, human

settlements, social development, culture, education and energy.

3.1.5 Roles of NGOs:

Among the wide variety of roles that NGOs play, the following six can be

identified as important, at the risk of generalization:

Development and Operation of Infrastructure:

Community-based organizations and cooperatives can acquire, subdivide

and develop land, construct housing, provide infrastructure and operate and

maintain infrastructure such as wells or public toilets and solid waste

collection services. They can also develop building material supply centers

and other community-based economic enterprises. In many cases, they will

need technical assistance or advice from governmental agencies or higher-

level NGOs.


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Supporting Innovation, Demonstration and Pilot Projects:

NGO have the advantage of selecting particular places for innovative

projects and specify in advance the length of time which they will be

supporting the project - overcoming some of the shortcomings that

governments face in this respect. NGOs can also be pilots for larger

government projects by virtue of their ability to act more quickly than the

government bureaucracy.

Facilitating Communication:

NGOs use interpersonal methods of communication, and study the right

entry points whereby they gain the trust of the community they seek to

benefit. They would also have a good idea of the feasibility of the projects

they take up. The significance of this role to the government is that NGOs

can communicate to the policy-making levels of government, informationbout the lives, capabilities, attitudes and cultural characteristics of people at

the local level. NGOs can facilitate communication upward from people tot

he government and downward from the government tot he people.

Communication upward involves informing government about what local

people are thinking, doing and feeling while communication downward

involves informing local people about what the government is planning and

doing. NGOs are also in a unique position to share information horizontally,

networking between other organizations doing similar work.


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Technical Assistance and Training:

Training institutions and NGOs can develop a technical assistance and

training capacity and use this to assist both CBOs and governments.

Research, Monitoring and Evaluation:

Innovative activities need to be carefully documented and shared - effective

participatory monitoring would permit the sharing of results with the people

themselves as well as with the project staff.

Advocacy for and with the Poor:

In some cases, NGOs become spokespersons or ombudsmen for the poor

and attempt to influence government policies and programmes on their

behalf. This may be done through a variety of means ranging from

demonstration and pilot projects to participation in public forums and the

formulation of government policy and plans, to publicizing research results

and case studies of the poor. Thus NGOs play roles from advocates for the

poor to implementers of government programmes; from agitators and critics

to partners and advisors; from sponsors of pilot projects to mediators.


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3.1.6 Training & Development; a NGOs perspective:

Learning is not compulsory... neither is survival.

W. Edwards Deming

Learning often involves new skills, developing new behaviors. After many

years of classroom education, it's easy for us to take a course where all we

must do is attend each meeting, take notes and pass tests -- and call this

learning. One can complete a Masters in Business Administration (MBA),

but unless they're willing to actually apply new information, they'll most

likely end up with an office full of unreferenced textbooks and a head full of

data, but little knowledge and wisdom. For the learning process to succeed,

the individual must be willing to take risks. Stick you neck out, including bytelling the instructor when you're confused or disappointed in the course.

It is good to have goodwill,

it is good to have enthusiasm,

But it is essential to have training

Jawahar Lal Nehru


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Training involves an expert working with learners to transfer to them certain

areas of knowledge or skills to improve in their current jobs. Development

is a broad, ongoing multi-faceted set of activities (training activities among

them) to bring someone or an organization up to another threshold of

performance, often to perform some job or new role in the future.

Training and development can be initiated for a variety of reasons for an

employee or group of employees, e.g.

a.) When a performance appraisal indicates performance improvement is

needed.

b.) To "benchmark" the status of improvement so far in a performance

improvement effort.

c.) As part of an overall professional development program.

d.) As part of succession planning to help an employee be eligible for a

planned change in role in the organization.

e.) To "pilot", or test, the operation of a new performance management

system.

f.) To train about a specific topic.

Training is everything. The peach was once a bitter almond;

cauliflower is nothing but cabbage with a college education.

Mark Twain
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3.1.7 The effectiveness of training and development interventions can be

evaluated at three different levels e.g.

1. Knowledge and skills acquisition

2. Individual performance

3. Impact on achievement of strategic objectives

Step1-Knowledge and skills

Before commencing the training or development activity, clearly define the

specific learning objectives.

On completion of the training or development intervention, assess

participants (using oral questioning, written tests, simulated activities etc) to

check whether they have effectively acquired the knowledge and skills.

Step2- Individual performance

Before commencing the learning programme, clearly define its overall aim

in terms of the standard of performance required.


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On completion of the learning programme and a period of supervised

practice, assess participants (using observation, reflective accounts, witness

testimony, oral questioning etc) to check whether their performance now

meets the required standard.

Step3- Impact on strategic objectives

Before commencing the learning programme, be clear how competent

performance in these activities contributes to the achievement of the

strategic objectives of the team, organisation or partnership and which

strategic objectives would not be met if these activities were not carried out

competently.

Evaluate the contribution of the learning programme in deliveringcompetent performance and therefore meeting the strategic objectives.

The training programmes are formulated on topics of interest to NGOs,

some of which are indicated below:

1. Project proposal preparation for Govt. funded 7 other financial

institution schemes.

2. Fund raising.


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3. Requirements of Charity Commissioners office and taxation

matters.

4. Accounting, Auditing, Budgeting and Budgetary control.

5. Organization of New NGOs.

6. Diversification of funding sources and financial sustainability.

7. Income Generation Activities.

8. Capacity Building and Gender Sensitization..

9. HIV/ AIDS programmes.

10. RCH Programmes

11. Self Help Groups and Bank Linkages.

Human Resource Development of NGOs through conduct of need based

training programme has been main thrust areas of SOSVAS activities since

its inception in the year 1984. This was necessary because of engagement of

NGOS in a wide range of activities, which can be made more effective only

by developing their personal through proper and need based training. Thus

the need and importance of training of the volunteer sector is long

recognized, SOSVA established a full-fledged training wing known as

sosva training institute in September 1996, with generous financial support

from donor institution such as CEBEMO, Industrial Development Bank of

India (IDBI), State Bank of India and FORD Foundation who were


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interested in the development of NGO`s. The Sosva training institute was

developed into SOSVA TRAINING AND PROMOTION ISTITUTE

(STAPI). In the year 2001 as a separate NGO exclusively to take care of the

training and promotion activities.

3.2 Review of Literature:

An extensive research done by PRIA, a leading NGO in India, on the NGO

Sector indicates the following facts about NGOs in India:

Paid Staff % of NGOs

One paid staff 73.4%

Between 2 to 5 paid staff 13.3%

Between 6 to 10 paid staff 04.8%

Above 10 paid staff 08.5%


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Number of people working in the NGO sector in India:

All India / State Number Volunteers Paid

All India 19.4 million 85% 15%

West Bengal 1.52 million 90% 10%

Tamil Nadu 1.49 million 72% 28%

Delhi 1.03 million 80% 20%

Maharashtra 0.77 million 89% 11%

Meghalaya 0.12 million 83% 17%


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Number of full time equivalent persons working in NGOs in India

All India / State Number Volunteers Paid

All India 60.35 lakhs 56% 44%

West Bengal 3.51 lakhs 62% 38%

Tamil Nadu 6.41 lakhs 42.5% 57.5%

Delhi 3.45 lakhs 50% 50%

Maharashtra 2.43 lakhs 71.3% 28.7%

Meghalaya 0.43 lakhs 55% 45%

From the above data it is reveled that most of the NGOs are staffed with

voluntary workers and many of them have one or two paid staff. The

question arises, how many personnel in NGOs are professionals if very few

people are remunerated for their services.

Review of various literature such as books, journals and unpublished

research reports reveals that empowerment of human resource professionals

is high on the agenda in development plans and policies. NGOs have proved

to have the potential to facilitate the process of empowerment

among professionals. The definition encompasses a few key elements such


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as power, autonomy and self-reliance, entitlement, participation, awareness

development and capacity building. For a proper understanding of the

process of empowerment, a systems view is presented in which all the

relevant inter-linked elements have been analyzed, such as the external

agency (NGO), target group, development project/program, immediate

environments of the target group and external agency, and the macro-

environment in which the target group and the NGO exist. Such a systems

view would throw light on the differential impact of similar NGO initiated

projects and processes on different target groups/communities. Further a

seven-step process of assessment of professionals empowerment is

discussed within the systems framework. The steps are assessments of the

macro-environment, the external agency environment, the external agency,

the target group environment, the target group, the development

program/project and lastly integration of the assessment process.


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Chapter 4

Research Methodology


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Research Design:

Exploratory research design has been used in this project, which required

systematic and scientific way to acquire new knowledge about the career

growth opportunity and effectiveness of training & development programs

in Non-Government organization.

Sample Size:

Convenience sampling; that comes under non-probability sampling method

is chosen because it is more suitable for exploratory research.

Advantage:

Researcher can select the responded according to his convenience.

Working can be faster with the help of convenience sampling.

Sample Size: 100 executives working in HR department; of four respective

NGOs.


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Data Collection Method:

Primary data: Questionnaire.

Secondary data: Internet, Articles, book.

Target respondents: Executives, working in HR department of the NGOs.

Survey the available literature on Human Resource Management in

NGOs.

Identify Human Resource Functioning/ objectives in NGOs.

To draw up a Questionnaire to evaluate the effectiveness of Training and

development programs, and career opportunity pertaining to Human

Resource Management in NGOs.

Collection & Analysis of the Data.

Research Conclusion


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Limitation of the research:

Questionnaires are being considered as a very important means of collection

Primary Data, but several times it has been found that it does not result into

fruitful results. This due to the following reasons:

Busy-bee employees

Individual perception

Conscious response

Unwillingness of respondents


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Chapter 5

Research Findings


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5.1 Findings:

5.1.1 Functioning of Non-Government Welfare Organisation:

From the data collected from the four: Action Aid India; Help-Age

India; Deepalaya; and Child Relief and You (CRY); respective Non-

Government Organisation operating in NCR/Delhi, we can observe that

Non-Government Organisation have become significant players in

development policies over the last two decades. The evolving relationshipamong NGOs, developing states and donors are a critical aspect of

international development assistance and the wider development policy

debate. NGOs vary in their missions, internal management, scope of

engagement, source of funding, relations with developing states and targeted

areas of operations.

NGOs are the vanguard of civil society. They have increasingly been seen

as the vehicles of the new policy agenda of economic liberalization and

political democratization. Donors have been generous in channeling

resources through northern and indigenous NGOs to support grassroots

organisation, social change, political empowerment and sustainable

development. Developing states have ceded space to NGOs to deliver

services, perform contract development work and promote institutional

capacity building.


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The role of NGOs in the contemporary world is elaborately described in the

present dissertation work. The management challenges and other issues

faced by NGOs are also examined. It will highly useful to NGOs, social

activists, policy-makers and all concerned.

Management of NGOs:

Many management development and training services available to NGOs

are derived from experiences in other types of organisation in the context ofthe industrialized developed nations. NGOs therefore rightly ask the

question, Is whats on offer suitable for who we are, where we are and for

what we do? however NGOs have a problem in answering this question

because they dont find it easy to define the critical difference between

organisations whose purpose is social-economic development in the

developing countries and other whose purpose is profit or the running of a

nation state. NGOs seldom have a clear idea of the necessary distinctions

and demands-in management terms-between themselves and these other

types of organisation. As a result, NGOs find it difficult to decide what is

appropriate management for development and therefore how best to develop

their management.

Almost thirty years of development effort provides grounds for identifying

the necessary difference between the management of social development

and other enterprises. Analysis of contrasts between commercial,

governmental and non-profit voluntary organisations can therefore help in:


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Designing appropriate methods for improving NGO management,

Determining the suitability of the management services already

available, and

Providing NGOs with insight and more self-confidence in arguing about

what can or cant be learnt from the commercial and government sectors

in the North.

The management of NGOs involved in rural socio-economics developmentin developing countries must differ from the other two types of organisation

if they are to be effective. Four factors are contrasted:

The relationship between the producers and the clients of what the

organisation achieves;

The organizations environmental relations;

The sources of an organisations resources;

Differences in regulation of organizational performance through client

feedback.

By understanding differences in these areas NGOs will be in a better

position to decide how to tackle the development of their management

capabilities; to select from the services on offer; and, most importantly, to

relies that most of the learning about improving NGO performance will

have to come from within the NGO sector itself.


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The input of financial and Human Resources in pilot projects is often too

high to be widely replicable within existing resources. Any single standard

package may not have enough flexibility to be adapted to a wide variety of

specific local institutions and cultural contexts. Often voluntary

organizations have initiated projects with no involvement or low

involvement of government; thus they have not had to deal with the real-life

constraints of government bureaucracy, and therefore, have less credibility.

Sometimes there is not enough community involvement in all the stages to

assure appropriateness, cost-effectiveness, coverage, and continuity.

Sometimes the innovative are in too much of a hurry to establish a large

program and to go to scale nationally. Government officials are often

skeptical or suspicious of voluntary agencies.


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Key issues in Scaling up an NGO:

1. Getting the attention of policymakers and convincing then of the

usefulness, practicality, affordability and replicability of the approach.

2. Scaling up calls for a different kind of managerial capacity which will be

less personal and informal at the top.

3. Selection and maintenance of staff with requisite attitudes, skills and

motivation.

4. Training a sufficiently large cadre of field workers and project officers

for participatory projects.

5. Maintenance of an emphasis on participatory process, rather than the

result alone.

6. Maintenance of accountability to the people at the grass roots by all

levels of planners and administrators.


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Skills required of an NGO:

Community organizing:

Group dynamics

Community integration

Problem identification

Community investigation

Facilitation

Mobilization

Communication

Role playing

Objectivity, monitoring and evaluation

Participatory Action Research:

Identification of research problem

Identification of different research tools

Data gathering


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Analysis of data

Consultation with the community and validation of data

Drawing of conclusions

Making of recommendations

Business Skills:

Planning

Participatory (circular) management

Accounting and bookkeeping

Marketing and purchasing

Negotiation

Monitoring and record keeping

Technical skill in micro-computers

Documentation, dissemination of Information:

Small group formation

Clarification of values and vision

Group dynamics

Different kinds of media production


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Communication skills and visual aids

Concretization/ sanitizing skills

Advocacy

Networking and linkages

Training Methods:

Use of cultural forms

Use of media

On-the-job training - participant observation

Workshop organization

Group dynamics

Practice-Theory/Action-reflection

Exposure programs

Group discussion and synthesis, brain-storming

Self-learning kits and modules

NGO, to all of us mean serious work and commitment. The only thing that

sets the NGO is motivation and patience. Setting up an NGO or managing

an NGO calls for complete commitment. It is not easy or relaxing.


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NGO performs variety of roles in our society and there is hardly any area

which is left untouched by the NGO, be it natural resources, finance, human

settlements, social development, culture, education and energy.

NGO's have played an effective role in changing the scenario of the present

world either by setting agendas or by pushing government to do things,

which they needed to do.

By networking, coordinating and circulating information, by follow up and

monitoring implementation problems, challenging power relationships,

supporting the voice of the community and civil society and networking to

exchange practical experience and mobilize resources for projects, NGO

performs a wide variety of function.

Not all people working for non-governmental organizations are volunteers.

Paid staff members typically receive lower pay than in the commercial

private sector. Employees are highly committed to the aims and principles

of the organization. The reasons why people volunteer are not necessarily

purely altruistic, and can provide immediate benefits for themselves as well

as those they serve, including skills, experience and contacts.
http://en.wikipedia.org/wiki/Volunteerhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Commercehttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/Principlehttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Principlehttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/Commercehttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Volunteer


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Results suggested that there are different types of NGOs, but one unifying

pattern has been their focus on welfare development. Though many NGOs

engage in multiple activities, most of them have a dominant focus. Based on

their dominant focus these NGOs can be broadly classified into four

groups: (a) agriculture and livestock focused, (b) natural resource

management focused, (c) credit-linked enterprise focused, and (d) education

and health focused NGOs. It was revealed that these NGOs have a

considerable size of human resources and the need for professional

managers is growing. The total estimated size of employment in these fourrespondent organisations across India is about 55,000 and the estimated size

of the technical and managerial professionals employed is about 15,000.

Managerial professionals constituted about 6.5% of the total employment

in the NGOs surveyed.

If an individual has strong feeling towards some specific issues and want to

make some difference in NGO sector, and he/ she posses initiative and

integrity, this is the field they should belong to. The opportunities are

incredible now and growing every day. Whether they plan to open an NGO,

provide funding for an NGO or work in an NGO the involvement would be

emotionally rewarding. The opportunities offered in NGOs will give them

insight into the career, give them the answers to their "getting started"

questions and inform them as to the many ways to be a part of the world of

the NGO's.


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5.1.2 Significance of Human Resource Management in Non-

Government Organization.

From the Data Collected from the four NGOs, we can observe that NGOs

face numerous challenges with regards to Human Resource management

(HRM). The need to ensure that the legal obligations by both employer and

employee are adhered to is very neatly regulated by numerous statutory

requirements, which can be easily sourced through various sources.

Furthermore, there are a number of new organisational developments and

shifting economic trends, which impose upon the often unwilling NGO

manager a range of new management approaches that are at odds with both

their intrinsic sense of compassion and fairness as well as the values base


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that drives the NGO sector.

Weighed against this desire to be sensitive to the many dimensions of each

employee's life, is the fact that there are some employees who do not

reciprocate in a similar fashion and choose rather to exploit any opportunity

to serve their own interests. The legal instruments for remedying this

situation are simple enough. However, the repercussions in terms of staff

morale and the consequences resulting from the unnecessary amount of time

spent in meetings, trying to resolve such disputes, can be far less simple to

deal with.

Finally, there is the case ofvolunteer workers. Such people also need to be

"managed" effectively and given the opportunity to direct their energies in a

way that can be rewarding for both parties. Again, this is another area

requiring further investigation by the NGO sector so that new ideas are

shared and successful approaches can be adopted.

Nonprofit organizations are full of intelligent people with a passion for their

work (many with graduate degrees and years of experience in the sector).

Many people switch between the nonprofit, government, and private sectors
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during their careers. Each line of work presents its own set of challenges,

but there are many talented people in all three sectors. Business people are

often surprised to learn how difficult it is to make the transition into the

nonprofit sector, which has different, often rigorous standards of success.

Working in the nonprofit sector sometimes is considered taking a break

from the real world, with the implied assumption that it is not an option to

spend a lifetime doing this work. In reality, the nonprofit sector provides

many people with lifetime of exciting work. Nonprofits also tend to offer

young people more leadership opportunities than other sectors.

The most visible nonprofits are often soup kitchens, mentoring programs,

and other organizations that involve people working directly with other

people who need some form of assistance. But many people who work for

nonprofits are accountants, computer programmers, sales people, human

resources professionals, managers, fundraisers, and executives. Many more

are researchers and advocates for certain issues or supporting the work of

direct service organizations.


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Human Resource Management consists of a set of tools to help Non-

Government Organizations anticipate and respond to threats and

opportunities in their external environment. Human Resource management

requires that organizational managers and leaders continuously assess

external threats and opportunities arising from political, economic,

technological, and socio-cultural trends. It also requires an understanding of

competitive markets, especially in the NGO sector as organizations compete

for resources, visibility, prestige, and credibility. The essence of HRM is the

ability to build and sustain the organizations comparative advantage by

leveraging the organizations strengths to take advantage of emerging

opportunities in the environment. Human resource Management places

special demands on organizational leaders, requiring them to have an

external as well as internal perspective on their organizations. HRM also

requires leaders to develop human resource strategies (recruitment,

placement, assessment, and development) that contribute to the

organizations strategic goals.


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Human Resource Management in NGOs

The purpose of an organization is to make the strengths of people

productive and their weaknesses irrelevant

Peter

Drucker

Human Resource management, or HRM as it is referred to, is the process

used to obtain, place, manage, and develop the people needed by an

organisation to achieve its mission. The success or failure of every NGO

will depend in large measure on its ability to attract, develop, and hold

committed people. Peter Drucker suggests that NGO managers should be

Organization

Mission,

Goals and

HRM

Policies

HRM Tools:

Recruitment,

selection,

orientation,

wages, benefits

HRD Strategies:

Supervision,

coaching,

support,

delegation,

training

Task,

Added Value

and

Relational

Performance

Appraisals

Motivation/

Development

Disciplineand

Termination

C

AR

E

E

R

S

E

R

V

I

CE


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asking three important questions about the organizations human resources.

Are we attracting people we are willing to entrust this organisation to?

Are we developing them so that they are going to be better than we are?

Are we holding them, inspiring them, recognizing them? Are we, in

other words, building for tomorrow in our people decisions, or are we

settling for the convenience and the easy today?

At the heart of any effective human resource management system whether

in an NGO, CBO, local government, or private organisation is a collection

of management tasks. These tasks must be carried out effectively to equip

and encourage the organisations paid and volunteer employees to serve

effectively and with commitment for long periods of time. While we can

group these tasks into six functional categories, we might want to organize

them a bit differently depending on local traditions or requirements. If an

individual manage small NGOs with only a handful of employees, he/she

might find all these functions in their formal clothing a bit overwhelming.


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Our suggestion is to: 1) think about each of the tasks in the following

diagram in terms of how you currently manage each of these functions; and

2) consider ways you might increase your HRM effectiveness by adapting

and adopting those functions that will help your organisation better achieve

its mission.


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Classification of essential Human Resource Management tasks

Functions Tasks

Recruitment

and hiring

Procedures are established for recruitment to fill vacancies,

for selecting the best qualified persons according to valid

criteria, and for orienting new employees and volunteers.

Wages and

benefits

Job descriptions are prepared for all positions, pay is

assigned to jobs based on their relative worth to the

organisation and to similar jobs in the job market, and a

package of employment benefits is made available

consistent with current practice.

Employee

motivation

Motivation and support strategies are designed to encourage

creative inputs and initiatives and provide intrinsic rewards

for employees.

Workforce

management

Managers direct and support the work of their subordinates

by varying their styles of management consistent with the

ability and motivation of each volunteer and employee.

Training and

development

Training is used to correct discrepancies in performance

resulting from lack of knowledge or skill and results are

evaluated against planned performance improvements.


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Comprehensive finding

37%

49%

12%

2%

0% 5(Fully)

4(Satisfied)

3(Neither satisfied nor

dissatisfied

2(dissatisfied)

1(Not at all)

Training is also an important strategy for personal and

professional development.

From the

Comprehensive

findings and the data

collected from the

four respective

NGOs, we can

observe that Human

Resource is playing a

decisive and dynamic role in these non-government organisations and has

taken centre-stage in there day to day functioning. Human Resource

executives across these four Non-Government Organisations have

significantly marked 37% (fully) & 49% (satisfied) agree that there is a

great potential for Human resource management in NGOs. On the contrary a

very few 2% executives feel there is not at all any potential for growth in

Human Resource in NGOs. 39% (fully) & 45% (satisfied) executives

believe that with the change in time and radical growth, in this sector MBAs


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are key performance drivers in Non-government organisation. However

15% (neither satisfied nor dissatisfied) executive feel people from all

walks of life can play a significant role an individual need not been a MBA.

e.g. Action-Aid India presently has an experienced human resource base of

188 regular staffand 29 staff on contract. Among these nearly 35 percent

are women staff.

Their human resources are drawn from Universities, Institutes and Social

Work Schools of national and International repute as also from among the

communities we work with. All members of their programme teams have

either post-graduation or post-doctoral degrees. Also, a number of

experienced social activists are working with them. They pride themselves

of the quality of their staff - the passion with which they work, their

orientation for learning and sharing, ensuring downward accountability,

aligning their work to their vision, mission and values.

They believe that their commitment to gender and social equality must not

be limited to our programme work, but should also reflect in their

organization. During the last few years, they have made conscious efforts to

recruit more women staff and people from the communities we work with,

so to have an equal and balanced.


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We are convinced that to achieve our mission we must have the human

resources with right competenciesstaff who can empathize and bond with

the poor and marginalized people and their issues.


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5.1.3 Career growth opportunity in NGOs:

From the Data Collected from the four NGOs, we can observe that The

recruitment patterns of the voluntary sector have seen a perceptible change

in its workforce profile, with more engineering and management graduates

opting to work in this sector. This means that voluntary work has changed

into a pulsating profession with exciting growth possibilities, especially

those that are technology-driven.

The role of these professionals in this sector has taken a center-stage. If we

follow the recruitment patterns of the voluntary sector in the country, we

will see a perceptible change in its workforce profile. At least 0.3-0.5 per

cent of the country's workforce is in this sector, and according to experts,

there is significant increase in the number of engineering and management

graduates opting to work for the non-government organisations. This is

apart from professional filmmakers, designers and mass communication

graduates that constantly seek to satisfy their creative urges here.

The findings, from the collected data confirm that the hiring pattern has

changed both qualitatively and quantitatively. Study pins down this


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transformation to the increased flow of funds from donors to the voluntary

sector and the Government and a stronger inclination of the Government to

implement projects through NGOs. Therefore, the overall demand for

people in this sector has gone up.

On the flip side, the scope of work of the voluntary sector has also enlarged

to include more technical work, thus calling for absorption of technical

graduates. But he also points to one niggling factor in the trend: Those

NGOs that are in a position to afford competitive remuneration to MBAs do

hire their services and it is also true that NGOs are hiring MBAs to

inculcate professionalism as it exists in the corporate sector.

However, this study also focused the quality of these professionals. "Do

MBAs from top business schools come to NGOs? On the basis of the

findings we can observe, in most cases, they have the degree, but not the

same level of expertise." At the same time, another development is taking

place simultaneously: senior managers, having an MBA degree from top

business schools, leaving their corporate job and opting for voluntary work.

Organisations have previously recruited students from top B schools in the


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US, and the reason they are looking at Asian students now is for the obvious

`cultural match'.

In India, in the past, organisations such as GreenPeace Foundation, Action-

Aid, Basix and Public Affairs Centre have approached the Institute for talent

either for summer placement or lateral placements. For instance, CRY

which is in the field of consumer marketing needs professionals with

brand building skills and has recruited MBAs even in the early 1990s. "They

(NGOs) have been recruiting professionals and qualified people for quite

some time now." Big business houses have promoted NGOs to work in

different fields science and technology, rural development, social

development, energy, etc and they naturally look for qualified manpower.

Moreover, funding agencies are more comfortable with NGOs that have

qualified people with high caliber.

In other words, it is managed like an efficiently managed company with a

lot of fund raising activities. NGOs have the largest fund collecting outfits

in this part of the world. And most of the funds are raised through TV shows


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and live events. "These MBAs are expected to put together pretty much the

same media, communication and direct marketing plans. NGOs are also

looking at final placements from IIMs.

"And career growth is unlimited with distinct possibilities of such

professionals rising to the very top depending on their application,

commitment and diligence, Some professionals work for NGOs in the

beginning of their career and then move onto the corporate sector, and vice

versa. This trend is expected to strengthen as many in the corporate sector

are looking for people having NGO background as the meaning of public

relations has changed considerably in recent times.

On the other hand, the scenario has changed considerably in the NGO sector

with profit no longer being such a dirty word, as say, 10 years ago. Now

sustainability is important. For this it's important to have the right personnel

and perhaps management graduates could just fit into the jigsaw puzzle that

had the `profit' space vacant and gaping. Remuneration is one area that

needs a lot of bolstering in the NGO sector, but there are some who have


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started giving "good salary to professionals, though not on par with

corporate sector, adding, "Over the last decade, the voluntary sector in

India has realized the meaning of the term: if you give peanuts, you will get

monkeys. The remuneration is at par with the corporate sector as far as

international donor agencies are concerned.

"Salary levels are not strictly comparable with what is available in the

corporate sector but they come close enough to attract a certain kind of

talent." For many NGOs, the Pay Commission recommendations are some

sort of a guideline/baseline especially because there are a number of

government-funded projects also.

From the above

Comprehensive

findings and the data

collected from the

four respective

NGOs, we can

observe that the field

Comprehensive finding

39%

45%

15%

1%

0% 5(Fully)

4(Satisfied)

3(Neither satisfied nor

dissatisfied

2(dissatisfied)

1(Not at all)


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of social work or Non-government organisation is drawing some of Indias

brightest and best today. The NGO sector has become more professional and

is now a viable career option. Human Resource is playing a decisive and

dynamic role in these non-government organisations and has taken centre-

stage in there day to day functioning. Human Resource Executives across

these four organisations have overall rated 4 (Satisfied) on the scale of5 the

training Programs and methods and career growth opportunity in NGOs.

The sample size (i.e. 100) 38% (fully) while 50% (satisfied) agree training

& development programs plays a crucial role in their career development.

61% (satisfied) with the methods used for imparting training. Most

significant 37% (fully) & 49% (satisfied) agree that there is a great

potential for Human resource management in NGOs. On the contrary a very

few 2% executives feel there is not at all any potential for growth in Human

Resource in NGOs. 39% (fully) & 45% (satisfied) executives believe that

with the change in time and radical growth, in this sector MBAs are key

performance drivers in Non-government organisation. However 15%(neither satisfied nor dissatisfied) executive feel people from all walks of

life can play a significant role an individual need not been a MBA.


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5.1.4 Accessing, the effectiveness of Training & development programs

in NGOs:

From the Data Collected from the four NGOs, we can observe that Human

Resource Development of NGOs through conduct of need based Training

& Development programs has been main thrust areas of activities since

there inception. This was necessary because of engagement of NGOS in a

w

Anuj Dubey Winter Project

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