Winter Training Research Report On

ROLE OF HR IN NON GOVERNMENT ORGANIZATIONS

For the partial fulfillment of the requirement of Master of Business Administration (MBA -2009-2011)

Submitted To: Mr.Sumit Bajpai

(H.O.D MBA Dept.)

Submitted By: (Anuj Kumar Dubey) Roll No.0928770007

Naraina College Of Engineering And Technology(1432) Ratanpur, Panki, Kanpur 208020

CONTENTS

Chapter 1 Introduction About the Organization Chapter 2 - Objectives and Rationale of the Study

Chapter 3 Conceptual Overview & Review of Literature Literature..

Chapter 4 Research Methodology 4.1 Research Design mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmjjkjkhdhshash 4.2 Sample Size DesigndddeeeenndndndndndnDesign.... asdhkshdhdhshasdhsdhdhksdhsdhkasdhjkMMMMMMMmmmmmmmmmm 4.3 Research Tools and Questionnaire . mmmmmmmmmmMethodology.. 4.4Data Collection .

Chapter 5 Research Findings Chapter 6 Summary, Conclusion & Recommendation Appendix - Questionnaire Bibliography References:

List of Tables
Serial No. 1 2 3 Review of Literature Number of people working in the NGO sector in India Number of full time equivalent persons working in NGOs in India 4 Classification of essential Human Resource Management tasks Title Page No.

List of figures
Serial No. 1 2 3 Comprehensive findings Effectiveness of Training programs Organizational objectives are balanced with Training programs Title Page No.

Training & Development programs plays a crucial role in their career development

5 6

Methods used for imparting training Training programes help you to handle your current job responsibilities

ACKNOWLEDGEMENT
I, Anuj Kumar Dubey, hereby declare that this report is prepared on the basis of Primary Research Work conducted by me on Role of HR in NonGovernment 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 organizations which have provided information and helped me directly or indirectly in successful completion of this study.

ANUJ KUMAR DUBEY

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 do something 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

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

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.

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 NonGovernment 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.

Chapter 1 Introduction

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 of total 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 nonprofit 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.

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.

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.

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 consultative

and 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

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

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

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 beneficiary communities, 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.

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.

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.

Our Mission 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.

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 innovative without fear of failure in 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

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 competencies staff who can empathize and bond with the poor and marginalized people and their issues.

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 the participation 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

Organizational Structure Mr. R Venkataraman , Former President of India is the patron of HelpAge 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.

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.

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 challenged starting 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.

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.

Chapter 2

Objectives and Rationale of the Study

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 the effectiveness 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?

Objectives of Study:

To learn about the functioning of Non-Government welfare

organisations in NCR region.

To understand the significance of Human Resource Management

in 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.

Chapter 3

Conceptual Overview & Review of Literature

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

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 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?

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.

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 both qualitatively 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.

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 social sector 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, CRY which is in the field of consumer marketing needs

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 being undertaken 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.

This 'cross-over' is particularly interesting because unusually, it is a feature of both Northern and Southern countries. However, the reasons for crossover 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 UN targets, 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

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.

Even in conditions of high unemployment, environmental constraints on resourcing 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 NonGovernment 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

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 organisation it 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

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,

 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 higherlevel NGOs.

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, information bout 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.

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.

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 by telling 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

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

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.

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 delivering competent 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.

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

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 One paid staff Between 2 to 5 paid staff Between 6 to 10 paid staff Above 10 paid staff % of NGOs 73.4% 13.3% 04.8% 08.5%

Number of people working in the NGO sector in India:

All India / State All India West Bengal Tamil Nadu Delhi Maharashtra Meghalaya

Number 19.4 million 1.52 million 1.49 million 1.03 million 0.77 million 0.12 million

Volunteers 85% 90% 72% 80% 89% 83%

Paid 15% 10% 28% 20% 11% 17%

Number of full time equivalent persons working in NGOs in India

All India / State All India West Bengal Tamil Nadu Delhi Maharashtra Meghalaya

Number 60.35 lakhs 3.51 lakhs 6.41 lakhs 3.45 lakhs 2.43 lakhs 0.43 lakhs

Volunteers 56% 62% 42.5% 50% 71.3% 55%

Paid 44% 38% 57.5% 50% 28.7% 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

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 macroenvironment 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.

Chapter 4

Research Methodology

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.

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

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

Chapter 5

Research Findings

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 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 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.

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 of the 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 bet ween 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:

 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 development in 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.

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.

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.

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

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

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.

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.

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 four respondent 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.

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

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 of volunteer 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

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.

Human Resource Management consists of a set of tools to help NonGovernment 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.

Human Resource Management in NGOs

Motivation/ Development

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

C A R E E R S E R V I C E

Discipline and Termination

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

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.

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.

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.

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

Comprehensive finding

From

the Comprehensive

2% 12% 0% 37% 5(Fully) 4(Satisfied) 3(Neither satisfied nor dissatisfied 2(dissatisfied) 49% 1(Not at all)

findings and the data collected four NGOs, from the

respective 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

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 staff and 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.

We are convinced that to achieve our mission we must have the human resources with right competencies staff who can empathize and bond with the poor and marginalized people and their issues.

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

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

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, ActionAid, 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

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

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.

Comprehensive finding

From

the

above

Comprehensive
1% 15% 0% 5(Fully) 4(Satisfied) 39% 3(Neither satisfied nor dissatisfied 2(dissatisfied) 45% 1(Not at all)

findings and the data collected from the four NGOs, respective we can

observe that the field

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 centrestage in there day to day functioning. Human Resource Executives across these four organisations have overall rated 4 (Satisfied) on the scale of 5 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.

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 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, Various NGOs established a full-fledged training wing, with generous financial support from donor institution like Industrial Development Bank of India (IDBI), State Bank of India and FORD Foundation who were interested in the development of NGOs.

Supporting individuals in the Non-government organizations in India as they endeavor to construct the basic building blocks of democracy is the work of the NGOs Training and Resource Center. By serving vulnerable populations and advocating for citizens' rights, non-governmental organizations are essential agents of change in creating and strengthening civil societies.

For eg. The IAMR would provide about 10 days training to the 50 identified NGOs in a group of 25 participants each. Two representatives from each NGO would be trained in organizing and imparting the skill development

programs to unemployed rural poor according to the demand of trades at local level. The training will be conducted by IAMR at suitable venues either for the individual State or groups of States depending upon the number of NGOs selected in those States. The training content would include the topics such as how to organize a training programs, the training techniques, financial management, micro-entrepreneurial management, networking skills, marketing of products, community mobilization, preparation of project for banks, etc. and also the training in soft skills such as leadership, communication, attitude change, team-building, motivation, etc. The training would be started immediately after the identification of NGOs as well as trades.

At Deepalaya The trained NGOs will organize training programs at local levels for the identified rural educated poor. Selection of participants from rural poor will be based on eligibility criteria such as education, age, motivation, record of employment/ training, coverage under other schemes, etc. The selection criteria would be prepared in consultation with

management level. The selection of the participants according to the criteria would have to be approved by a Committee consisting of representatives from organisation, NGOs, Local Authorities and experts. Coverage of the rural poor would be done on the basis of the priority categories. 80 per cent trainers would be selected from volunteers.

Preferences will also be given to women, SC/ STs and disabled.

The

duration of the training to the employees would vary from 15 days to 180 days depending upon the nature of trade. The certificate to the trainees would be provided only after a competency test.

From the Comprehensive findings and the data collected from the four respective NGOs, we can observe that the field of social work or Nongovernment 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 nongovernment organizations and has taken centre-stage in there day to day functioning. At the same time it is worth noticing that Training &Development activities are helping the employees to inculcate high ethical values in them and boosting their career growth in the organization.

Human Resource Executives across these four organisations have overall rated 4 (Satisfied) on the scale of 5 the training Programs and methods and career growth opportunity in NGOs. The sample size (i.e. 100)

According to your professional need, to what extent Training program/ programs formulation is effective?

When

asked

According to your professional need, to

0% 14% 0% 33% 5(Fully) 4(Satisfied) 3(Neither satisfied nor dissatisfied 2(dissatisfied) 1(Not at all)

what extent Training program/ formulation effective? executives programs is 33% agreed

53%

(fully) and 53% executives marked (satisfied) to the fact that training programs are formulated according to the professional need.

To what extent organizational objectives are balanced with Training program/ programs?

5% 10% 0% 5(Fully) 4(Satisfied) 3(Neither satisfied nor dissatisfied 2(dissatisfied) 1(Not at all)

50% (fully) & 35% (satisfied) agree that the Organizational are with program/ 34% & 55%

50% 35%

objectives balanced Training programs. (fully)

(satisfied) agree that training programs meet the changes taking place in the work environment hence helping them to keep a pace with the competition.

How significant training & development programs in the organization are playing role in your career development?

38% (fully) while 50% agree (satisfied) training &

2% 10% 0% 5(Fully) 4(Satisfied) 38% 3(Neither satisfied nor dissatisfied 2(dissatisfied) 50% 1(Not at all)

development programs plays a

crucial role in their career development.

Methods used for imparting training are effective?

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

0% 9% 0% 30% 5(Fully) 4(Satisfied) 3(Neither satisfied nor dissatisfied 2(dissatisfied) 61% 1(Not at all)

Most

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

potential for Human resource management NGOs. On in 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.

36% human resource

To what extent the training program/ programmes helped you to handle your current job responsibilities?

executive (fully) 44%

agreed where the &

(satisfied)
4% 0% 16% 36% 4(Satisfied) 3(Neither satisfied nor dissatisfied 2(dissatisfied) 1(Not at all) 5(Fully)

with

Training

development program helping them to handle there current job

44%

responsibilities. However executives 16% marked

(neither satisfied nor dissatisfied) and 4% marked (dissatisfied) with the training program playing any role in improving or handling there current job responsibilities.

Chapter 6

Summary and Conclusion

6.1 Summary: From the above Comprehensive findings and the data collected from the four respective NGOs, Action-Aid India; Help-Age India; Deepalaya and Child Relief and You (CRY) we can observe that the field 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 on the scale of 5 the training Programs and methods and career growth opportunity in NGOs. Executives are fully satisfied or just satisfied with the training programs and agree to the fact that Training & Development programs are formulated according to the professional need. Executives in high number fully agree that training programs meet the changes taking place in the work environment hence helping them to keep a pace with the competitive environment. Also they agree that training & development programs play a crucial role in their career development.

61% are (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) agree & 45% are (satisfied) and believe that with the change in time and radical growth, in this sector MBAs are key performance drivers in Non-government organisation. However 15%

executives are (neither satisfied nor dissatisfied) and feel people from all walks of life can play a significant role, an individual need not been a MBA.

6.2 Conclusion
Based on the findings and interactive, responses from the respondents. Finally I would like to conclude that Non-Government Organisations have fostered a culture of participation and modernism for employee growth and contribution. A high slandered of social ethics and religious dedication in there day to day activities have made these arganisation grow more professionally. There is an atmosphere of complete harmony and support in these organisations. There 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 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.

It may be pertinent to note that a substantial number of executives in nongovernment organisation find training directly, indirectly, or in some way relevant. They also feel that training has helped them in changing their attitude, brought in greater self-confidence and improved their performance. 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. It is worth noticing that voluntary work has changed into a pulsating profession with exciting growth possibilities, especially those that are technology-driven, the role of the professionals in this sector has taken a canter-stage and they are the keydrivers of high performance and integrity.

It has happened in spurts in the past. It has happened elsewhere in the world. But the trend is now strengthening in India.

6.3 Recommendation:

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

Appendix

QUESTIONNAIRE

1. Is significant training & development programes in the organization playing role in your career development a) Yes b) No

2. Are organizational objectives balanced with training programs a) Yes b) No

3. Is the formulation of training programs effectives a) Yes b) No

4. Is the training programmes healp to employee to handle the current job Responsibilities.

a) Yes

b) No

1. If not, have you ever felt the need of human resource department in your organization.

a) Yes

b) No

b) If yes, can you give us the reason.

5. Number of staff employed in your organization. Particulars Full time Part time Volunteers Number of Staff

6. Do employees leave the organization for any one of the reasons in your organization. a) b) c) d) e) f) g) h) Lack of trust in senior management Lack of communication between superior and sub-ordinate Lack of job satisfaction Lack of motivation Lack of training Uneven distribution of work Inadequate compensation Lack of career growth

a) Yes

b) No

7. For all the 8 choices given below , rate them as A, B, C or D depending on how they affect employee in leaving the organization A Less significant factor B- Significant factor C - One of the key factors D Key factor

Particulars Lack of trust in senior management

Lack of communication between superior and sub-ordinate Lack of job satisfaction Lack of motivation

Lack of training Uneven distribution of work Inadequate compensation Lack of career growth 8. Do you conduct exit interview to the employees when they leave the organization a) Yes b) No 9. Do you have any policy which states the notice period before employee leaves the organization. a) Yes b) No 10. Do you have any guideline in relation with discipline of employees in the organization. a) Yes b) No

11. Does your organization have policy manual. a) Yes b) No ii) If yes, do you have a policy manual for health and safety of employees. a) Yes b) No iii) Do you 12. have a policy manual for welfare of employees. a) Yes b) No 13. Do you have separate coordinator for the following Y Yes N No Particulars Fund raising Marketing Y N

Personal Relations Finance Administration

14. If not , how many responsibilities does a single staff handle. a) 1 b) 2 c) 3 d) 4

14. Number of staff employed in your organization . Particulars Number of Staff Full time Part time Volunteers

Bibliography

References:
Non-governmental organisations: Performance and Accountability beyond the Magic: by Michael Edwards, David Hulme Kamat, Sangeeta. Development hegemony: NGOs and the State in India, Delhi, New York; Oxford University Press, 2002 The State and NGOs: Perspective from Asia: by Shinoichi Shigetomi. Strategic management: NGO management- by R.K Gupta. Guidelines for NGOs Management in India: Snehlata Chandra. New Delhi, Kanishka, 2003 Human Resource Management: by Gary Dessler World Bank Policy Research Working Paper No. 3525: by William A. Blomquist , Ken Calbick and Ariel Dinar Proceedings of the 7th International Conference, Enterprise Information Systems (ICEIS), Miami, USA, May 24-28, 2005: Jos Vasconcelos , Paulo Castro Seixas , Paulo Gens Lemos and Chris Kimble World Bank Policy Research Working Paper No. 2530: Shanti Jagannathan Ross School of Business Paper No. 1055: Thomas P. Lyon and John W. Maxwell Community-Based Scheme Working Paper No. 3: International Labour Office and Saliya Kanathigoda

Internet References: http://www.cry.org/intro.html http://www.actionaidindia.org/ http://www.deepalaya.org/ http://www.helpageindia.org/