AFDEM and ZIF International recruitment and Deployment. Talent Resourcing and Deployment in NGO Environment within an African context

Transcription

1 Creating Value Through People AFDEM and ZIF International recruitment and Deployment Talent Resourcing and Deployment in NGO Environment within an African context Tendai Kufa Manager People & Culture- Human Resources HEA World Vision September 2010

2 Critical role of recruitment or people resourcing Recruitment strategies mainly driven by organization and people strategies People with training and skills from an NGO environment have the expertise to effectively harness and deliver the work Recruitment and deployment is therefore critical if NGOs are to meet their mandate in terms limited time lines Effective recruitment entail- getting the best candidates, with right attitude and ability to take risk in terms of tenure, disaster preparedness, politics, Creating Value Through People 2

3 African Context Limited skills-high unemployment rate between 25% to 80 percent Competition within and without- NGO versus productive sector Culture sensitivity and language barriers (Anglo phone versus Lusophone / francophone) and person fit versus organization fit Limited recruitment capacity by resourcing organizationsautomated/ recruitment databases Perceived country and continent risk The labor markets in Africa skewed toward production Immigration laws and challenges in Africa and general Creating Value Through People 3

4 NGO in Zimbabwe Creating Value Through People 4

5 Labor Market in Zimbabwe and Africa in General Limited skills- skills mainly for the productive sector and civil service Brain drain occasioned by historical political and economic challenges in the 1990s and early part of this decade Limited talent- talent geared for profit making sectors Undefined succession management- nature of NGO tenure makes it difficulty to for succession planning for most critical roles (funding cycle) Uncoordinated recruitment or skills database- competitive vs collaborative AFDEM one of those institution playing a critical role in ensure adequacy numbers and quality candidates for international deployment Unchartered nor tested universities courses in the area of NGO s demands- NUST and Africa University, Cape Town University and University of Johannesburg Creating Value Through People 5

6 Context and challenges for recruitment within an African context Creating Value Through People 6

7 Recruitment systems that are currently in place Humanitarian imperatives- quick intervention to save life as well as to meet the human dignity of the beneficiaries Humanitarian imperatives- hiring within the context of grant rules and expectations Quick win is the ultimate goal- hiring with a human face How do you work within the time frame of the imperatives Skills deployment versus the plethora of legal requirements required by different countries for work permits Issues of programme cycle versus hiring Creating Value Through People 7

8 Procedure and Process Need is established through a crisis or identification process Government reports ZIMVAC (Zimbabwe Vulnerability Assessment Committee) Donor willing to provide resources are identified through a proposals/ appeals and invitations Proposal normal covers resources required including the programme cycle and skills sets Approval of funding by a donor HR or resourcing specialist work hand in glove with the progamme specialist to scout for those skills required as per the proposal Creating Value Through People 8

9 Sources of recruitment Local internal or external use of advertisement Generally NGOs don t use recruitment or head hunting agencies because of the limited skills in their databases For rare skills- international recruitment use our partnership network Within an organization's international recruitment database Use of relief and other NGO databases Creating Value Through People 9

10 Resourcing procedures and processes Creating Value Through People 10

11 Screening and recruitment Written Job Descriptions Skill requirements Advertisements- multimedia Databanks linked to websites Head Hunting Application/Interview Employee-position Match Orientation Rewards/Recognition past experience as it relate to the role or position applied for Creating Value Through People 11

12 Screening and short-listing Creating Value Through People 12

13 Recruitment Matrices that can be useful Time spent on hiring versus other critical human capital priorities Cost of hiring versus total cost of employment Number of outsiders versus internal candidates Acceptance rate- first offer versus others Vacant post versus filled roles Vacant rate versus attrition or turnover rate Gender rate Diversity rate Very useful in tracking how useful the recruitment function is in the organization Creating Value Through People 13

14 Competency Based Profiles Achiever Competitor Mission of service Discerner Team building Technical mastery Developer Creating Value Through People 14

15 Concluding remarks Be careful of yesterday s success, because success tastes so good it dulls the appetite for risk.. Alvin Toffler The significant problems in life cannot be solved from the same mode of thinking that created them Albert Einstein Creating Value Through People 15

16 Some of the useful pointers to address challenges Networking informal or formal useful lead to harness the skills and talent around Change mindset from competition to collaborative Use of existing databases people in aid, roaster database Aim at being visible rather than secretive Creating Value Through People 16