Nurturing aid workers' unique engagement
This contribution to a panel on Humanitarian Careers for the 2009 World Conference on Humanitarian Studies is based on my experience as an HR director and consultant with aid agencies, after 15 years in the corporate sector.
Implementing professional HR policies does indeed contribute to NGOs ability to deliver their mission in ensuring they can get, grow and retain rare resources. Rather than importing such systems directly from corporate management models, they should be designed around the very special engagement that aid workers demonstrate in their work. Even if the meaning of work usually is the strongest motivation, reward is an example of an area that needs framing. Beyong the fairness demanded by all staff, divides appear between generations and cultures on what constitutes acceptable salaries and benefits. Performance management is another area where good practices directly impact programmes effectiveness. The balance between recognising commitment and achievement can however prove difficult to find.
On the other hand, agencies cannot rely on the seemingly limitless commitment of their staff to consider their duty of care lightly. Assumed employees' resilience does not justify the lack of stress and burnout prevention. Sustainable employment and work conditions are not just a matter of funding, as evidenced by the disparities in terms offered by agencies supported by the same donors. Enabling staff to maintain their employability and ability to re-adjust to a « normal » career after emergency field experience should also be an objective of HR systems.
A good people management for humanitarian agencies should nurture the unique engagement of workers rather than test the limits of their flexibility.
Cécile de Calan
25.10.2008. 12:13
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