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Understanding Nationally-Recruited Staff in Humanitarian Organizations

This study examines the significant role of nationally-recruited staff (NRS) within international NGOs, revealing that 89% of total staff are NRS. It highlights gaps in HR management systems, including a lack of basic statistics on local staff. Key reasons for NRS employment include community support, pay, and career opportunities. The report emphasizes the importance of equity in management practices, performance appraisals, and the need for improved data and training for NRS. It serves as a call to evaluate and enhance HR policies in the humanitarian sector.

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Understanding Nationally-Recruited Staff in Humanitarian Organizations

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  1. ALNAP2 December 2004 Jonathan Potter Executive Director People In Aid www.peopleinaid.org

  2. H?llo, Nationally-recruited staff • Hello, • Hullo or • Hollo?

  3. Hullo! “Indeed, a significant number of the agencies consulted within this study do not appear to have basic statistics concerning their ‘local’ staff, let alone a database of their names, details, skills etc – the basics for an HR management system.” Understanding HR in the humanitarian sector, People In Aid 2003.

  4. Nationally-recruited staff: numbers • 1997: 53% of 63,900 were ‘indigenous country staff’ • People In Aid survey ‘03: 89% of total staff are NRS - EPN ‘04: Average of 86%

  5. Nationally-recruited staff: why do they work for INGOs? • Kudos 7.5 • Pay 7.45 • Help the Community 7.45 • Career opportunities 6.77 • Values 6.41

  6. Issue: equity • ‘Equity (fairness) is not the same as equality but is applying the same values to different situations’. • Contextualisation. Security, inductions, benefits, selection......

  7. The People In Aid Code says: • “Indeed, growing concern over the status of host country staff means that there is now only one Code indicator where a distinction between international and host country staff can even be implied – though it is understood that different cultural and legal backgrounds will affect groups of staff in different ways.” People In Aid Code 2003

  8. Issue: management • ‘Rigorous performance appraisal, linked to career development, is vital if NRS are to be managed equitably’ • HR or line: who is responsible?

  9. Issue: learning and development - Average of 3% of international staff used to be NRS • Average of 35% of NRS are on short-term contracts (EPN). Obstacles: • Data • Short contracts • Restricted funding

  10. Hello, People In Aid! • Impact of contract length • Performance management - individual, team, at a distance • Induction: handovers/briefing • Mentoring and coaching • Basic line management skills Cross-cutting themes: • NRS • Cross-cultural issues

  11. Thank you ! www.peopleinaid.org Jonathan@peopleinaid.org

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