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Boston University School of Public Work

Human Resources Scope of Work Deliverables: Snehagram

Erika MohrAbigail Beaudette

Erin RobertsPavitri DwivediLaura Hanson

Anna Laski

February 14th, 2013 2

Table of ContentsIntroduction………………………………………………….……………………..3Background……………………………………………….………………………..4Theories Used to Access Retention………………………………………………...5Methods……………………………………………………...……………………..5Results……………………………………………..……………………………….5Remuneration Bundles………………………………………………….………….7Recommendations for Sneha……………………………………………………...10Recommended Remuneration Package: Snehagram……………….......................10Job Descriptions…………………………………………………………………..13Interview Checklist………….………...………………………………………….14Conclusion……………..…………………………………………………………16Annex…………………………….…………….…………………........................17 Full Job Descriptions………………………………………........................18

Project Coordinator…………..……………………………………..18Project Counselor………………..…...……………………………..20Teacher………………………..……….…………………………....23

Interview Checklist………………………….……..……………………....26Resources………………………………….…………………………….....29


Introduction

The ability to recruit and retain qualified professional staff to serve poor, rural and under-served populations is an ongoing challenge in developing countries. SCT’s unique target population requires a body of qualified professional staff to ensure adolescent students have the education, resources and support to move out into the world as confident and productive adults.

This report presents a review of both peer-reviewed and grey literature discussing trends in positive non-financial incentives to attract and retain professional staff in resource-poor settings. This literature informed remuneration package recommendations for SCT staff, which are provided. Also included are job descriptions for three key positions at Snehagram adolescent care home: Program Coordinator, Program Counselor, and Teacher. Finally, an interview checklist form is provided to assist the SCT hiring committee in selecting the best applicants based on qualifications and organization “fit.”

Background

A strong system of Human Resource Management (HRM) is essential in staffing and implementing successful programs. Effective HRM includes the creation of remuneration packages that increase job appeal, reward high performance, and increase job satisfaction - all of which promote retention in the workplace. Packages can include both financial and non-financial incentives.

Limited funding is perhaps the most significant barrier to retaining professional staff (Alam, 2012). While financial incentives have long been considered the main determinant in successful recruitment and retention, the positive impact of non-financial incentives are often underestimated (Pearson, 2011). Many studies have found that financial incentives alone are not sufficient, and can even cause harm by creating opportunities for the misuse of funds (Mathauer, 2006). This indicates a need for supplementary non-financial incentives. Non-financial remuneration packages can be an effective, alternative means to compensating employees and are commonly viewed as helpful tools for organizations limited by lack of funding (International Nurses Council, 2008).

The use of non-financial remuneration has been found to be a successful technique; however, some approaches have failed due to poor planning and poor implementation. Acknowledging the importance of both financial and non-financial incentives, this review presents the current literature on successful non-financial incentives for professional staff in low-resource settings.


Theories Used to Access Retention

Various behavioral theories have been developed to better understand what attracts and retains employees and how retention is linked to workplace, social, and individual environments.

‘Push’ and ‘Pull’ factors influence job satisfaction by either attracting or repelling individuals from a job. ‘Pull’ factors include better pay, comfortable living conditions, and opportunities (e.g. advancement) while ‘Push’ factors force an individual from a location (e.g. low wages, unfavorable living conditions, and lack of opportunity). Evidence shows that facilities able to recruit and retain workers also tend to report high levels of worker job satisfaction. Therefore, identifying your organization’s ‘pull’ factors is an important step toward choosing strategies to improve job satisfaction. These factors should also be considered when developing remuneration packages (Lehmann, 2008).

Methods

This literature review used articles sourced with keywords that included ‘non-financial incentives’, ‘motivation’, ‘job satisfaction’, ‘recruitment’ and ‘retention’. Key words were put into PubMed, Web of Science, and Google Scholar for sources dating back to 1999.

Results

Common factors influencing workers’ recruitment and retention include: positive work environment, safe and comfortable living conditions, opportunities for professional development, and supportive supervision and management. Considerations related to gender and a job’s geographic location also play an important role. A discussion of each factor follows.

Working EnvironmentWorking conditions have a strong impact on retention; a study in South Africa found that working conditions were one of the most important factors in job satisfaction (Kotzee, 2006). Whatever the job, workers require the appropriate facilities, supplies, equipment and environment to conduct their jobs properly and without frustration. Lack of appropriate infrastructure, sanitation, lighting, equipment and supplies, communications and transportation can affect employee morale and greatly undermine job performance. (Henderson, 2008) Adequate working conditions help set the employee up for success in completing their scope of work.

Workplace SafetyWorking environment encompasses workplace security. Previous research suggests a correlation between workplace violence and increased burnout, sick leave and turnover of staff. In areas with high risk of violence or other threats, such as theft, improving safety can greatly influences


staff recruitment and/or retention. Measures that may be implemented in resource-constrained settings include policies that require workers to operate in teams, community watch and alert mechanisms, improvements in the layout of health centers or other facilities, and the use of private rooms (Henderson, 2008).

Living ConditionsStudies also demonstrate a correlation between willingness to remain in an area and quality of living conditions. A study conducted in Thailand found that staff housing at rural hospitals was vital to worker retention (Lehmann 2008). To address the issue of retention of teachers in rural settings, various organizations have offered reduced-rent housing, free housing, loans for the purchase of a house, or a living allowance. This has proven to be a successful method to recruit and retain employees in Iraq, Mexico, Pakistan, Senegal, Sierra Leone, Syria and Zimbabwe. This has been an efficient method used for the compensation for employees willing to relocate to rural areas (McEwan, 1999). Housing provisions can also be a useful tool used by organizations when they lack the financial means to provide their employees with a stable salary.

Professional DevelopmentThe provision of training and continued education to employees can be a very appealing means in which to promote retention. Providing trainings allows employees to build upon existing skills, and add value to the organization. This also provides employees with a personal sense of accomplishment, enabling them to progress towards career advancement (Willis-Shattuck 2008). The World Health Organization (WHO), for instance, recommends the use of open learning courses to refresh medical personnel knowledge and retain staff. This recommendation was evaluated in Fiji where a correlation was found between the provision of training and the willingness of doctors to remain in their current posting. A different study of midwives in rural Australia found that continuing professional development and an organizational culture of ongoing learning were important strategies for the retention and continued professionalism of the staff (Henderson, 2008).

Furthermore, training can influence retention by alleviating people of work related concerns. “A study reported that health professionals working in areas with a high prevalence of HIV/AIDS in Africa were concerned about the associated risks…Members of the same group of workers reported that this negative effect was greatly reduced once effective training had been provided” (Mathauer, 2006). Once people were eased about work-related risks they were more likely to remain at their posting.

Supervision and ManagementIn public and private sector workplaces around the world, navigating effective supervision and management is a high profile issue. HRM tools are used to a) obtain, b) develop, c) evaluate, and d) retain employees. Supervision and management tools to recruit and retain workers include: the provision of adequate technical support and feedback; recognition of achievements; good


communication; clear roles and responsibilities and; clear norms and codes of conduct (Henderson, 2008).

Simple recognition and/or appreciation from managers, co-workers or the community were shown to be effective ways to promote job motivation. A study in Tanzania showed that health workers reported needing to feel valued and supported (Willis-Shattuck, 2008). Studies also found that recognition by the employer and community was one of the most important motivating factors for health workers (Lehmann, 2008).

Results from studies in the Philippines and Papua New Guinea found that supportive supervision improved both worker performance and job satisfaction (Lehmann, 2008). Studies of employees in Kenya and Benin showed that top-down managerial approaches to supervision were not helpful. Rather, supervisors that provided support and constructive feedback were viewed as beneficial (Mathauer, 2006). Focus group discussions by Masango et al. found that improved management and support, including improved communication, was a top concern for focus group discussions. Results showed that communication between workers and managers could improve if they met regularly to discuss and address common issues of concern (Masango, 2008).

The clear communication of defined roles and responsibilities during staff recruitment may affect worker retention; clear understanding prevents staff frustration because of uncertainty. A survey of Indonesian health workers showed that roughly half of the health workers did not have formal job descriptions. As a result of the study, clear job descriptions were developed. In a follow up survey staff reported that the job descriptions, along with new standards of operation and procedures, had given them greater confidence about their roles and responsibilities (Henderson, 2008). Findings from Masango et al. showed a focus group of workers to be interested in regular induction courses for all new employees; said courses would outline terms and conditions of employment (Masango, 2008).

Geographic Consideration“Life here is different; last year we had twenty vacancies advertised, but only six people applied because there are no strategies to attract them to live in rural areas where there are no house, electricity and tarmac road,” interviewee (Zinnen, 2012). Much evidence shows that geographic location impacts potential employees’ willingness to apply to a position. Wherever health workers’ job decisions are related to poor working environments (Henderson, 2008), appropriate incentives must be provided to overcome the geographic barrier to recruitment in rural areas. Gender Sensitive ConsiderationsBecause women are the primary caregivers in many countries, it is essential to consider the particular incentives that can be offered to, and needs of, female workers. A study in Australia of over 300 female health workers considered ways to attract and retain employees, including by providing flexible and/or part-time working hours, flexible leave/vacation time, access to


childcare and schools, and planned career breaks. Results indicated that flexible practice structures, mentoring by other female employees, and personal recognition as the top non-financial incentives factoring into recruitment and retention of women (Henderson, 2008).

Remuneration BundlesBuilding a mix of financial and nonfinancial incentives into a remuneration package can help attract, retain, and motivate staff. Many remuneration bundles aim to address employee living environment and job satisfaction. This can be accomplished through the provision of housing, continued education, and supervision in the work environment, as well as through the opportunity for career advancement. However, employers who wish to use this bundle approach must ensure they have an adequate monitoring and evaluation system in place to track the progress of the strategies used and make adjustments as needed (Lehmann 2008).

Monitoring and EvaluationWhat motivates some may de-motivate others, and as needs and desires of staff change, incentives designed to attract and retain workers must also be modified. Continuous monitoring and assessment of worker’s effectiveness and motivation must be conducted to adjust remuneration packages appropriately. Programs in low-resource settings may be more successful if they select incentives that can be easily monitored without complex administrative systems (Henderson, 2008).

ConclusionBased on the literature, there are several important non-financial incentives that can positively impact recruitment and retention of professional staff. Among these, working conditions, continuing professional development, and supervision and management were the most commonly mentioned non-financial incentives influencing job motivation. A workforce benefits from a healthy variety of both financial and nonfinancial incentives. This package of incentives should include consideration of: 1) the local context and the organization's structure, 2) cultural and institutional capacity, 3) societal values and expectations, 4) the ease of implementation and monitoring, 5) the cost and timeframe for the package to take effect, and 6) the sustainability of the incentives (Henderson, 2008).

It is important to note that there are limitations to what can be achieved with non-financial incentives alone (International Council of Nurses, 2008). Continuous funding must be sought to provide both the financial and non-financial incentives necessary to attract and retain a core group of professionals, in spite of the reduced workforce in low-resource settings.


Recommendations for Sneha Care

Given the constrained finances of the organization, we recommend that Sneha Care offer new staff a bundled remuneration package. It is important that Sneha Care capitalize on the strong pull factors that already exist for employees since the organization cannot solely depend on financial incentives. We recommend Sneha Care focus particularly on the following ‘pull’ factors: provision of employee housing, transportation for work-related travel, provision of relevant trainings, provision of all necessary supplies to complete scopes of work. Sneha Care should develop a working protocol on health and safety to ensure a positive work environment.

Recommended Remuneration Package: Snehagram

This package would be offered to the three new staff that will be hired following the opening of Snehagram Adolescent Care home in May/ June 2013. New staff will include a program coordinator, one-two teachers, and a program counselor.

SalaryA small baseline salary will be provided to employees based upon education, qualifications and skill level. This salary will be negotiated upon hire. Upon the allocation of additional funds, and if deemed fitting, further financial incentives may be offered to reward managerial staff performance. Snehagram is also willing to provide funds to employees for any major life events, and or emergencies, which combines both financial and non-financial (support, positive work place) ‘pulls.’

Program Coordinator SalaryFollowing completion of a year of work, and if the program coordinator can secure a sustainable funding source, he/she will be eligible for a pay increase. The degree of salary increase will be determined as a function of the amount of funding allocated.

Employee HousingThe new hires will be provided free housing at the Snehagram Adolescent Home. This will consist of room and board and related living expenses, such as food and utilities (i.e. electricity and water). Any additional personal expenses including personal cell phone or personal necessities will not be included. The living expenses allowance enables employees to save most of their earned salary, particularly considering that Snehagram’s rural location will result in few additional expenses. Free employee housing reduces other potential costs for the organization, including provision of employee transportation to and from work or the hiring of additional staff to care for staff’s children after working hours.


Employee TransportationNew hires will be granted free transportation for any work related travels, while any additional travel will be their responsibility. A tracking system will be devised to record work related travel expenditures and gas used for such trips. Since employees will be living at the Adolescent Care Home, little work related travel is anticipated and costs should be minimal.

Medical CareAs a large majority of Sneha Care staff are trained medical professionals, employees will be treated for free at the Snehagram Home for any minor medical issues. Any serious medical treatment (care at a hospital) costs will not be covered by Sneha Care. However Snehagram will provide other forms of support to employees with serious medical issues/complications as needed.

Provision of TrainingsRelevant and appropriate trainings, (e.g. a workshop on HIV/AIDS care for youth), will be offered to the program coordinator, teachers and social workers free of cost to build up staff’s existing knowledge. This will help staff feel they are developing professionally and contributing to possible career advancement in the future.

SupervisionA management protocol will be developed for the supervision and support of staff at Snehagram. This is to ensure that employees receive regular constructive feedback on performance and guidance as they conduct their daily tasks. The project coordinator will be responsible for this role, acting as a supervisor and in accordance to this protocol.

Snehagram InfrastructureStaff will be equipped with all materials and supplies needed to successfully carry out their scope of work. The program manager will ensure the provision of the necessary materials.

Job Satisfaction/Quality of LifeEmployees at Snehagram have the opportunity to, first and foremost, make a lasting impact on the lives of orphaned and vulnerable children (OVC) living with HIV/AIDS. The social contribution made by employees can generate gratification not often found in the corporate sector. A key, non-financial ‘pull’ will be the sense of community and home at Snehagram. Employees will be working with children and should be encouraged to consider them as family. Employees should be encouraged to see their job as more than a job, but as an opportunity to help HIV-afflicted children become confident, independent adults. We foresee Snehagram as not only an optimal environment to raise children, but as a place for employees to also build better lives for themselves.


New OpportunityGiven that there are currently no programs in India directly tailored to meet the needs of adolescents solely suffering from HIV, employment at Snehagram provides staff with a unique opportunity. This innovative program will act as a model for the development of future adolescent homes for OVC living with HIV. Staff working here will have the ability to provide useful insight in making it a sustainable model for future replication.

Job Descriptions

Program CoordinatorThe Program Coordinator will be in charge of the implementation and management of the second phase of Sneha Care Home, Snehagram, a program designed specifically to address the needs of adolescents living with HIV. The Program Coordinator will be heavily involved in expanding the school’s capabilities to accommodate a total of 100 adolescents by Year 2. This is an enormous opportunity to develop an amazing program from the ground up.

Program CounselorThe program counselor will provide counseling and educational services. The counselor will provide vital psychosocial support to children transitioning into adolescence, always with the understanding that these young people are facing HIV/AIDS, poverty, family illness, stigma, and other challenges. Work at Snehagram will be woven into the overarching work of Sneha Charity Trust, linking children, their families, other staff, and local social services.

TeacherTeachers at Snehagram will be responsible for coordinating lessons for vulnerable HIV+ adolescents, ages 13-18. The focus of their work will be to foster a learning environment through the teaching of life skills, guiding these children through their developing years. The curriculum provided to adolescents will be based on the homeschooling concept following the National Open Curriculum. Training will be provided to teachers as to provide them with opportunity for professional development.

Interview Checklist

Each of these positions requires a combination of professional qualifications and a deep personal commitment to HIV+ youth. There are a number of things that the SCI interviewing committee can do in preparation to aid in the process of identifying the right candidate for these positions. One of the most important steps, however, is for the committee to clarify the following questions in their own minds:


What traits are desired for this position - positive attitude, a heartfelt desire to serve children, a sense of humor?

What skills or expertise are needed for this position - organizational and leadership skills, multitasking, computer skills?

What do our students need, require, and expect in a teacher or counselor? Who will supervise this position? What kind of person works best under this supervisor’s

management style? What sort of person will fit best within this organizational culture? What shared values

must they have? What skills are we willing to train on, and what skills do we need to hire for?

Thinking through these factors will help ensure that interviewers fairly evaluate each applicant based on both the needs of the organization and the traits required to be successful in that environment. In the Annex, you will find a sample checklist that can be used as an aid in addressing the factors that SCI decides are most important. The checklist outlines a list of traits, also shown in the table below. We recommend that the checklist be used as a guide by the interviewing committee when thinking aboutquestions for candidates in each position.

Traits: To evaluate:

Attitude and Motivation What is this person really like?

Capability & Expertise Are they equipped to do this job?

Integrity Do they have character?

Teamwork and Leadership Ability Do they work well with others?

Stability Do they know how to handle personal stress?

Planning and Organization Are they organized and responsible?

Communication Can they communicate well with others?

Resourcefulness & Problem Solving Skills Can they manage work independently?

Compatibility and Fit Do they fit within our organizational culture?

Long term Goals Will they be likely to stay a longer period of time?


Incoming applications for a position should be used to tailor questions for the interviewing and screening process, but every applicant for a position should be asked the same types of questions to allow for a fair assessment of key attributes, skills and measures of fit within the organization. Using open-ended questions is the best tool to learn how candidates think, what they value in life, and motivates them in their work. The provided checklist contains a number of open ended questions that once tailored to your needs for each position, can be used to evaluate individual candidates. Conclusion

Developing appealing remuneration packages that promote employee attraction and retention are quite challenging tasks, which many organizations must undertake in the developing world. It requires the incorporation of many pull factors that people often fail to think about and strengthen to improve overall job quality. Improvement of job quality and quality of life are intangible in the sense that it is not simply something physical you can offer your employees, however the pay-off of ensuring these factors is great. As a consulting team we have developed a remuneration package we recommend Sneha use for any new hires to work at the new Snehagram Adolescent Home. It incorporates: salary, cost of living, medical expenditures, transportation, professional development and new opportunity, quality of life, and structured infrastructure. We also developed three job descriptions for the three new staff Snehagram will be looking to hire in May; a teacher, social worker and a key program coordinator. Finally we have developed an interviewer checklist to use in the hire of these people, tailored towards the mission and goals of Sneha. We hope that this package of human resources will aid Snehagram in scaling-up successfully.


Annex


Are you an energetic and caring person who loves working with adolescents? Are you looking for an opportunity where you can make a lasting difference in their lives while being able to

help create a program from the bottom up? If so, you could be perfect for the Project Coordinator position at Snehagram, a home and school for adolescents living with HIV.

Program Coordinator

Term of Employment 2+ years, ideal candidate would stay on a long-term basis

Start Date May 2013

Location Snehadaan, Bangalore

Education Bachelor’s degree or 5+ years working with adolescents

Experience 3+ years in School Administration, Youth Programming or similar

background

Sneha Charitable Trust (SCT) is looking for a long term Program Coordinator for Snehagram, a new project beginning in June 2013. SCT belongs to the Order of the Ministers of the Infirm, known as Camillians, a faith-based organization exclusively involved in health care for the past 450 years. One of the key activities of SCT is the Sneha Care Home; a-home-away-from-home for HIV infected adolescents. The Program Coordinator will be in charge of the implementation and management of the second phase of Sneha Care Home, Snehagram, a program designed specifically to address the needs of adolescents living with HIV. The Program Coordinator will be heavily involved in expanding the school’s capabilities to accommodate a total of 100 adolescents by year 3. This is an enormous opportunity to develop an amazing program from the ground up.

Reports to:Father Mathew Perumpil, Director

Program Coordinator Chief Responsibilities

Interact with adolescents in a friendly and caring manner Develop programmatic policies, rules & procedures Manage project logistics, develop work plans and regularly monitor and evaluate project

activities


Coordinate student health care Coordinate care activities with teachers and counselor Manage volunteers and interns

Manage and provide support to all Snehagram personnel Develop separate constructive feedback and evaluation systems for students and

staff Build relationships with local government and communities Play a key role in fundraising, grant writing and donor relations Ensure the school meets all local and national government regulations

Obtain relevant certifications Ensure lessons are taught according to the National Open System Curriculum

Qualifications:

Compassionate, caring and committed to working with adolescents Willing to make a long-term commitment to the program Bachelor's Degree in Education Administration, or 5+ years working with adolescents Proficiency in written and spoken English Karnataka proficiency (Required) Able to work independently and as part of a team Excellent communication skills 2-3 years of experience working with HIV+ youth, orphans and vulnerable children Working knowledge of issues facing HIV+ youth in India

Are you a highly skilled, compassionate professional with several years experience counseling young people who are OVC and/or HIV+? Are you passionate about improving the lives of


vulnerable young people? About building their resiliency? Do you have the strong character to be a stable and protective force in young people’s lives?

Sneha Charitable Trust, Bangalore is looking to hire a full time program counselor for the new Snehagram Adolescent Home.

Title of the position: Program Counselor for Snehagram Adolescent Home

Reports to:Father Mathew Perumpil, DirectorSchool social workerProgram coordinator

Term of employment: Minimum of 2 years

Qualifications:

Bachelor’s degree in Counseling, Psychology/Mental Health, Sociology, Social Work or equivalent plus five years experience.

MA in one of the above fields, plus 2-3 years of experience working with/counseling HIV+ youth, orphans and vulnerable children (OVC), or similar background.

Working knowledge of issues facing HIV+ OVC. English proficiency (Preferred) Karnataka proficiency (Required)

Position summary:The program counselor will provide counseling and educational services, as well as safe social spaces, to vulnerable HIV+ youth, many of whom are OVC and/or have caregivers living with HIV/AIDS. The counselor will provide vital psychosocial support to children transitioning into adolescence, always with the understanding that residents are facing HIV/AIDS, poverty, family illness, stigma, and other challenges. Work at Snehagram will be woven into the overarching work of Sneha Charity Trust; the counselor will link children, their families, other staff, and local social services.

Amount of time

Duties and tasks


60% A. Counsel Children and Provide “youth-friendly” serviceA1. Design and hold support groups and workshopsA2. Help children develop self-esteem, agency, and resiliencyA3. Visit sick childrenA4. Provide grief supportA5. Work in conjunction with the other staff members to ensure a continuum of care for childrenA6. Maintain confidential profiles for each child that address their individual psychosocial needsA7. Address children’s feelings of depression or fatalism in meaningful, supportive ways, i. Be ready to discuss ART adherence with older youth ii. Be ready to offer methods for dealing with stigma, discrimination and isolationA8. Provide gender-sensitive counsel to girls in light of cultural barriersA9. Develop activities for children that are stimulating, educational and fun

10% B. Strengthen Children’s Support Networks (family, household, community)B1. Link heads of households to local services, including faith-based programs and NGOs, for mentoring and supportB2. Talk with caregivers about children’s needsB3. Be mindful of children’s vulnerability and of possible abuse; gather information on intervention services and draw on training to identify potentially dangerous home situations

30% C. Helping Youth Transition Out C1. Research and compile occupational, educational, and economic information to develop strategies for youth transitioning out.C2. Identify opportunities for older adolescents, including employment and/or higher education opportunitiesC2. Research up-to-date literature on self-care for HIV+ young adults.

Do you enjoy working with adolescence and providing educational trainings? Are you comfortable working with People Living with HIV (PLWH)? Do you want to contribute to the

society in a meaningful and lasting way?


Title of the position: Teachers for Snehagram Adolescent Home

Reports to (to whom the person directly reports)Father Mathew Perumpil, DirectorSchool social workerProgram coordinator

Term of employment: Minimum of 2 years

Qualifications:

Bachelors degree or higher from an accredited institution (Required) Meet professional teacher education requirement of National Open School (Required) Relevant teaching/mentoring experience (preferred) English proficiency (Required) Karnataka proficiency (preferred but not required) Comfortable working with PLWH (required) Culturally competent (required) Ensure safe environment, in light of students’ health challenges

Key competencies:Self-motivationHigh energy levelProblem-solvingDecision-makingOrganizing and planningStress toleranceFlexibility and adaptability

Position summary: Implement pre-developed National curriculum and provide guidance for vulnerable HIV+ adolescents, ages 13-18. Develop a learning environment that fosters students’ academic potential. Develop adolescents’ academic, life and vocational skills. Teaching will be based on the homeschooling concept already established by the National Open Curriculum.

Types of supervision received:Teachers will work six days a week for approximately of 100 hours providing four lessons per day along with engaging in physical activities and school events. Training materials will be sent


through mail to prepare teachers on National Open School curriculum. Meet with the school counselor on a biweekly basis to review students’ assignments and receive feedback on progress.

Amount of time

Duties and tasks

30% A. Lesson planning and leading classA1. Prepare lesson plans based on National Open School CurriculumA2.Plan and prepare instructional activities that facilitate active learning experiencesA3.Maintain appropriate records of students’ progress and developmentA4. Apply appropriate disciplinary measures when necessaryA5. Providing positive feedback for class work and holding individual conferences with students on biweekly basis

50% B. Leading workshops in life skillsB1. Develop lesson plansB2. Facilitate weekly skills development and strengthening workshops

20% C. Biweekly meetings with school counselor C1. Co-create clear objectives for learning activitiesC2. Discussing any ongoing discipline issues to brainstorm solutionsC3. Observe and evaluate student’s performance and developmentC4.Planning activities with Sneha Shining Star school to build a stronger community senseC5.Helping to hire interns and volunteers for the available opportunities

Interview QuestionsApplicant Name:Position:


Attitude and Motivation1. What attracted you to our organization? 2. How would your previous coworkers describe your work style?3. How would a close friend describe your personality?4. Tell me about a goal you have had in the past and what you did to achieve it.

Capability & Expertise:1. What do you think this job requires?2. Tell me about what you did in your last job. What skills and experiences would you contribute to this position?3. What parts of the job will you find the least satisfying? What about the most satisfying?4. Have you worked with children before? Tell me what you learned about yourself from that experience.5. Have you worked with HIV infected or affected people or children in the past? How would that experience influence your work here?

Integrity:1. Describe a situation in which your honesty was tested.2. What do you do to ensure that you meet the work commitments you make to others?

Teamwork and Leadership Ability:1. Have you worked or served in a leadership position? What did you learn about your own style of leadership?2. Tell me about a leadership experience which did not go as you planned. What did you do as a team member or team leader to address the problem?

Stability:1. What was your greatest frustration in your last job?2. How do you accept feedback, positive or negative, from your peers or supervisors? Can you give an example of how you have used feedback to change or improve your work?3. How do you deal with stress in your life outside of work?

Planning & Organization:1. Describe a situation where you had to multi-task at work. How did you handle it? 2. How do you like to manage your time when you have a lot to accomplish?3. How do you like to keep track of deadlines and follow up with others on their work?

Communication:1. Give an example of an experience in which you successfully persuaded others to consider your point-of-view.


2. How do you encourage people on your team to express their ideas and opinions? Can you give an example?3. Would you rather be closely supervised and given good direction or work out the solution for on your own?

Resourcefulness & Problem Solving Skills:1. Give an example of a problem you have solved and the process you used.2. Give me an example in which you successfully resolved a conflict at work.3. Tell me about a time that you tried something and failed? What did you learn from that experience?4. Give an example of an important decision you had to make. What steps did you follow to get to the right decision?

Compatibility & Fit:1. Describe the best employer you have had. What attributes do you think an effective manager should possess?2. Did you get along well with the people in your last job? Explain why.3. Under what conditions do you perform your best work?4. What are your expectations for us?

Long-term:1. What are your goals for the next several years?2. What skills would you hope to grow and deepen here at Snehagram?

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