submitted by:Chakravarti Singh

Human resource management, or HRM as it is

referred to in this manual, is the process used
to obtain, place, manage, and develop the
people needed by an organization 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 asking three important questions about the
organization's human resources:
Are we attracting people we are willing to entrust
this organization 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?

Non-governmental organizations differ from

most public and private organizations in their
use of volunteers.
Volunteers are individuals who donate their
time and expertise without compensation to
help the organization fulfill its mission within
the community.
For many NGO, volunteers are the
organization's most important human resource.

For example,
many NGOs employ a full or part-time
volunteer coordinator who works directly with
the organization's chief executive officer. In this
key position, the volunteer coordinator is able
to place volunteers in more significant roles
often as equal partners with paid staff in the
pursuit of the organization's goals.

1.

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.

2.

Wages and benefits:

Job descriptions are prepared for all positions,
pay is assigned to jobs based on their relative
worth to the organization and to similar jobs in
the job market, and a package of employment
benefits is made available consistent with
current practice.

3.

Employee motivation:
Motivation and support strategies are designed
to encourage creative inputs and initiatives and
provide intrinsic rewards for employees.

4.

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.

5.

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. Training
is also an important strategy for personal and
professional development.

6.

Performance review:
Standards are established and used to measure
the performance of employees and volunteers,
and results are openly discussed and used to
raise
mutual
expectations
for
future
performance.

7.

Discipline and termination:

A process is established for disciplining
volunteers and employees who fail to perform
satisfactorily and terminating them when
reasonable efforts for their rehabilitation fail.