- Anthony Oyeyiola, ACIPM, ANITAD, MBA

Introduction

In the world of non-governmental organisations (NGOs), resilience isn’t just a desirable trait; it’s a necessity. NGOs operate in some of the most challenging and volatile environments, facing political instability and resource constraints. Building a resilient workforce becomes paramount for surviving and thriving amidst adversity in such contexts. Effective human resource management (HRM) practices play a pivotal role in nurturing this resilience. Strategic  Human  Resource  Management is a principle that ensures that employees in an organisation aim to achieve the organisational goals and objectives in the long run. This paper explores strategies for cultivating resilience within NGOs through HRM.

Understanding Resilience in NGO Context

Resilience is defined as the psychological capacity or ability to withstand and recover from highly disruptive experiences that jeopardise the continuity and stability of psychological functioning. Resilience, in the context of NGOs, refers to the NGO’s and its employees’ ability to adapt, innovate, and persevere in the face of challenges. These challenges can be manifold, including funding fluctuations, regulatory hurdles, socio-political unrest, manpower, and humanitarian crises. A resilient NGO is one that can sustain its operations, deliver its mission effectively, and emerge stronger from adversity.

Challenges Facing NGOs

Before proffering strategies for building resilience, it’s crucial to understand the challenges NGOs encounter. These challenges can vary depending on the geographical location, sector focus, and organisational capacity. However, some common challenges include:

  1. Resource Constraints: Limited funding and resources hinder NGOs’ ability to implement programs, sustain operations, and invest in staff development.
  2. Political and Regulatory Uncertainty: NGOs often operate in environments where government policies, regulations, and political landscapes are volatile and unpredictable, impacting their activities and sustainability.
  3. Operational Risks: NGOs working in conflict zones or disaster-prone areas face heightened security risks, logistical challenges, and operational disruptions, endangering the safety of staff and beneficiaries.
  4. Staff Burnout and Turnover: High workloads, stress, and exposure to traumatic experiences can lead to burnout among NGO staff, affecting morale, productivity, and retention rates.

Strategies for Building a Resilient Workforce

Effective HRM practices are instrumental in fostering resilience within NGOs, empowering employees to navigate challenges, adapt to change, and sustain organisational effectiveness. The following strategies can help NGOs  build a resilient workforce:

  1. Recruitment and Talent Management: Attracting and retaining talent with the right skills, values, and mindset is essential for building a resilient workforce. NGOs should prioritise recruitment processes that assess candidates’ resilience, adaptability, and commitment to the organisation’s mission. Additionally, investing in talent development, training, and career advancement opportunities can enhance employee engagement and retention.
  2. Capacity Building and Training: Providing ongoing training and capacity-building initiatives equips employees with the knowledge, skills, and competencies required to address evolving challenges and seize opportunities. NGOs can offer training programs on resilience, stress management, conflict resolution, leadership development, and other relevant topics to enhance the capabilities of their workforce.
  3. Promoting Work-Life Integration: Balancing work demands with personal well-being is essential for maintaining employee resilience and preventing burnout. NGOs can implement policies and practices that support flexible working arrangements, promote wellness initiatives, and encourage a culture of work-life balance. Flexible scheduling, remote work options, and access to mental health support services can contribute to employee well-being and resilience.
  4. Effective Communication and Transparency: Transparent communication fosters trust, collaboration, and resilience within organisations. NGOs should prioritise open communication channels, regular updates, and opportunities for staff feedback and input. Providing clarity on organisational goals, strategies, and challenges enables employees to understand their roles, contribute effectively, and adapt to changing circumstances.
  5. Crisis Preparedness and Response: Proactive planning and preparedness are essential for managing crises and disruptions effectively. NGOs should develop crisis management plans, protocols, and contingency measures to address potential risks and emergencies. This includes strategies for ensuring the safety and security of staff, maintaining operational continuity, continuous staff awareness programme, and communicating with stakeholders during crises. In another vein, NGOs need to design their risk matrix using tools like SWOT (Strengths, Weaknesses, Opportunities and Threats) or PESTEL (Political, Economic, Social, Technological, Legal, and Environment. This will help NGOs be proactive rather than reactive. Consistent update of the risk map is also important.
  6. Promoting Equality Diversity and Inclusion: Embracing equity, diversity and inclusion (EDI) principles strengthens organisational resilience by harnessing the collective experiences, perspectives, and talents of a diverse workforce. NGOs should prioritise EDI initiatives that foster a culture of belonging, respect, and collaboration, enabling employees to thrive in inclusive environments where their contributions are valued and celebrated.
  7. Stakeholder Engagement and Partnerships: Collaborating with stakeholders, including local communities, government agencies, donors, and other NGOs, enhances organisational resilience by leveraging collective resources, expertise, and networks. Building strategic partnerships and fostering collaborative relationships enable NGOs to access additional support, share best practices, and amplify their impact.

Conclusion

In the ever-evolving landscape of NGO work, building a resilient workforce is not a luxury but a strategic imperative. Effective HRM practices that prioritise recruitment, talent management, training, well-being, communication, diversity, partnerships, and adaptive leadership can contribute to building resilience within NGOs. By investing in their greatest asset—their people—NGOs can navigate challenges, seize opportunities, and fulfil their missions with resilience, integrity, and impact.

About the author

Anthony Oyeyiola is a distinguished alumnus of the prestigious University of Jos, where he earned his Bachelor of Science in Political Science, focusing on International Economic Relations. His academic journey continued at Obafemi Awolowo University, Ile-Ife, Osun State, where he attained a Master of Business Administration (MBA) specialising in Human Resources Management.

With over sixteen years of progressive experience, Anthony stands as a beacon of innovation and success in Human Resource Management. His journey has traversed diverse industries, including Oil & Gas Services, Consulting, Real Estate, and presently, the international NGO sector. At the British Council where he currently works, he serves as the Senior People Advisor for West Africa, until June 1st, 2024, when he moves on to the position of the Lead People Advisor, Middle East and Africa.

Anthony is a staunch advocate for continuous professional development, evidenced by his participation in numerous local and international trainings. Notably, he is a certified job evaluator, specialising in the Hay Job Evaluation Methodology. Additionally, he holds associate memberships with professional bodies such as the Chartered Institute of Personnel Management (CIPM) and the Nigeria Institute of Training and Development (NITAD).