hr funtions in ngo

7/28/2019 Hr Funtions in Ngo

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submitted by:-

Chakravarti Singh


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Human resource management, or HRM as it isreferred to in this manual, is the process usedto obtain, place, manage, and develop the

people needed by an organization to achieve itsmission.

The success or failure of every NGO willdepend in large measure on its ability toattract, develop, and hold committed people.


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Peter Drucker suggests that NGO managers shouldbe asking three important questions about theorganization's human resources:

Are we attracting people we are willing to entrustthis organization to?

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

Are we holding them, inspiring them, recognizingthem? Are we, in other words, building fortomorrow in our people decisions, or are wesettling for the convenience and the easy today?


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Non-governmental organizations differ frommost public and private organizations in theiruse of volunteers.

Volunteers are individuals who donate theirtime and expertise without compensation tohelp the organization fulfill its mission withinthe community.

For many NGO, volunteers are theorganization's most important human resource.


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For example,

many NGOs employ a full or part-timevolunteer coordinator who works directly with

the organization's chief executive officer. In thiskey position, the volunteer coordinator is ableto place volunteers in more significant rolesoften as equal partners with paid staff in the

pursuit of the organization's goals.


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1. Recruitment and hiring:

Procedures are established for recruitment tofill vacancies, for selecting the best qualifiedpersons according to valid criteria, and fororienting new employees and volunteers.


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2. Wages and benefits:

Job descriptions are prepared for all positions,pay is assigned to jobs based on their relativeworth to the organization and to similar jobs inthe job market, and a package of employment

benefits is made available consistent withcurrent practice.


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3. Employee motivation:

Motivation and support strategies are designedto encourage creative inputs and initiatives andprovide intrinsic rewards for employees.


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4. Workforce management:

Managers direct and support the work of theirsubordinates by varying their styles ofmanagement consistent with the ability andmotivation of each volunteer and employee.


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5. Training and development:

Training is used to correct discrepancies inperformance resulting from lack of knowledgeor skill and results are evaluated againstplanned performance improvements. Training

is also an important strategy for personal andprofessional development.


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6. Performance review:

Standards are established and used to measurethe performance of employees and volunteers,and results are openly discussed and used toraise mutual expectations for future

performance.


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7. Discipline and termination:

A process is established for discipliningvolunteers and employees who fail to performsatisfactorily and terminating them whenreasonable efforts for their rehabilitation fail.


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hr funtions in ngo

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