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Letter of transmittal

September 2, 2010 To Md. Arafater Rahman Bhuiyan Lecturer BUBT Mirpur, Dhaka. Sub: Report on Human Resource Practices in NGO Dear Sir, We are pleased to submitte the report on Human Resource Practices in NGO. It has been conducted under your supervisory advices. We have prepaid a total overview of Three NGOs. We is confident that this report will help you to know the current news of Human Resource Practices of three NGOs. We have tried our best to make the report perfect. We hope that you would be kind enough to receive this report and bless us.

Thank you On behalf of Nargis Akhter ( Group Leader) BUBT Mirpur, Dhaka

ACKNOWLEDGEMENT
At first we are grateful to Allah to make us able to prepaid such types of a report This work is a synopsis of my recent study on Human Resource Practices of NGOs. We have been received help and active co-operation from our course teacher. We are very much grateful to our honorable advisor MD. Arafater Rahman Bhuiyan for assigning us to prepaid this report. He has guided us in coordinating the whole report. He has taken time to check the report and given his suggestions on different chapters of the report. Without his help, it would have been difficult to prepare exploratory report. We also express special gratitude to All employees, who has helped us a lot by Providing necessary information about their NGO. We specially acknowledge the help of Md. Arafater Rahman bhuiyan in developing the proposal of the Report. He has given his valuable guidelines to show path to a novice. And finally, we would show our gratitude to all the individuals who helped us to prepare this report during the 3 weeks.

Table of Contents

Subject

Page 04

Chapter: One
Introduction, Origin of the report, Area of the study, Objective of the study.

METHODOLOGY, Limitation

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Chapter -2 Bangladesh Institute Of Labor Studies Mission, Goal, Objectives, Major Activity Bangladesh Nari Probate Sangha (BNPS
Vision, Mission, Goals

06 07 08 10 11 12

Executive Committee of BNPS (2008-2010)

Organogram Sajida Foundation

13 14 15

Vision, Mission, Guiding Principles and Values, Services


Governing Body, Organogram

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Human Resources Practices

18-21

SWOT ANALYSIS OF HRD OF NGOs Findings Analysis, RECOMMENDATIONS Conclusion , Different organizations satisfactions HR executives Satisfaction level analysis

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Chapter: One

Introduction
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Bangladesh has been perhaps the most important hearth on the globe for non-governmental organizations. Some Estimates place the number of NGOs in Bangladesh in excess of 20,000. There is many types of NGOs in the country, but most focus on development or poverty alleviation. Bangladesh is often seen as the birthplace of the microcredit NGO, namely the Grameen Bank. SAJIDA Foundation & Nari Progati Songha is also micro credit Non Governmental organization,& Bangladesh institute of labor studies is a organization for Human Rights and Humanitarian. BILS endeavors to uphold the causes of working people and trade unions of Bangladesh. 13 major National Trade Union Federations is associated with BILS. Protecting workers rights is the main objective of BILS and it strives to promote just and worker friendly policies and laws in Bangladesh. It also plays a catalyst role in bridging trade unions, civil society and the government on labor market issues. SAJIDAs goal is to improve the ability of poor Bangladeshi women to take charge of their lives and earn productive livelihood through access to credit and knowledge of enterprise development. Bangladesh Nari Progati Sangha is an ideology based women organization The main focus of BNPS is empowerment of women, but it targets the society as a whole. It considers its role as a facilitator in social transformation in order to attain social justice, peace and development, free of all forms of discrimination and oppression by gender, class, ethnic identity and religion.

Origin of the report:


We were authorized to prepare a report on human resource practice on NGO. For partial fulfillment of our course requirement we were send three NGO (BNPS, BILS & Sajida Foundation) , head office where we found necessary information regarding our report.

Area of the study:


-To relate theoretical knowledge to practical experience in several HR practices of NGOs -To present our observation and suggestions to NGO. -To make ourselves more confident. -To know about the previous and present HR practice of NGO.

Objective of the study:


Our project was limited in Three NGO. We studied HR Practice & Activities of this NGO.

METHODOLOGY
In order to make the report more meaningful and presentable, two sources of data and information have been used widely.

1. Data Collection Method: The data collection method of this study considered of both primary and secondary sources. Majority of the information was collected from Primary sources. 2. Data Sources: The primary sources included interviews with the Employees of NGOs. The primary Sources is as follows-Face to face conversation with the respective officers and staffs of NGOs. -Relevant file study as provide by the officers concerned. The Secondary Sources of data and information is The annul report, general report, official documents.

Limitation:
_ It is obvious that every study has some limitation.. the study we have made is of great importance and require us huge work Whole conducting we had to face a number of problem. These limiting factors that hampered our smooth work in NGOs and finally in preparing this report is as follows: _ The organization maintain strict confidential about HR practice and other information. _Any type of such presentation requires along time . But we did not have much busy time to concentrate on our work. Duration of this study was too short to have a sound understanding of the overall knowledge about HR Practice of NGOs. _Scope of our study is so wide that analytical and comprehensive study is not possible. _ Lack of sufficient books paper and periodicals take us go on serious problem while preparing this report. -Some officials were not much for giving data which cal help to prepare this report.

Chapter: Two OVERVIEW OF THREE NGOs

Established in 1995, Bangladesh Institute of Labor Studies-BILS has become the only labor institute and the apex organization of the country endeavoring to uphold the causes of working people and trade unions. 13 major National Trade Union Federations is associated with BILS. Keeping in view to build up a just and democratic society, enabling the workers organizations to play appropriate role as a major force BILS emphasizes on capacity building of the Trade Unions through training, research and information sharing. Building up the trade unions as vanguard of protecting workers' rights is the main objective. BILS assists in motivating its associated federations and other partners in civil society to intervene in development of just and worker friendly policies and laws. It also plays a catalyst role in bridging trade unions, civil society and the government on labor market issues. BILS aims to contribute in the process of establishing an exploitation free society by ensuring workers fair shis of the national wealth and development ensuring equality and the integration of women in the mainstream trade union at all levels. elimination of child labor, ensure safe workplace and to introduce a social safety net

Mission:
The BILS mission is to co-operate the trade union movement in Bangladesh to grow like a special partner and as vanguard for democratic development and common prosperity. Forthcoming days is challenging and yet prosperous. The TU movement has always and shall, in future too, have to overcome the challenges and embrace the prosperity. It is only a united, strong, capable, effective and responsible TU movement which can accomplish the task. The BILS mission is to corporate the TU movement in Bangladesh to grow like that. And that is the only way to improve the capacity of the national trade union movement to put into effects in an organized and effective way, the real desire of the workers, at large, who have learnt from their experience the necessity of unity, knowledge and skill. This is what the BILS wants to do as an institute of the working people. Goal: To achieve time befitting social safety net schemes for the workers of Bangladesh

Objectives:
- To strengthen the capacity of the trade union movement to become recognized as an active partner in the social dialogue regarding the development process of Bangladesh. - To contribute to the effective participation and functioning of the TU movement in the tripartite mechanism. - To develop a workers-friendly mind setup of the society where workers rights is recognized and honored.

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- To contribute to a greater unity in labour movement and encourage organizing more workers in Trade Unions. - To contribute to the strengthening of the democratic process of Trade Unions and their ability to improve services to their members. - To contribute in the process of establishing an exploitation free society by ensuring workers fair his of the national wealth and development. - To contribute to the strengthening of national regional and international solidarity and networking of the workers organizations and institutions. - To ensure the ability and skill of the TU movement to render services, and the capacity in order to address the priorities of the members.

Major Activity:

Research, Social dialogues, Roundtables on Social Safety-Net with special focus on


national minimum wage and maternity protection at national level.

Capacity Building trainings, workshops, follow-up programmes for the trade union leaders
and activists at national and sectoral levels.

Advocacy, Lobby and Networking with government authorities, employer groups, human
rights organisations, civil society members and professionals at national and sectoral levels.

Awisness raising campaign through the use of electronic and print media reporting and other publications like posters, brochures, leaflets, stickers, flyers and audio-video documents

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Bangladesh Nari Progati Sangha (BNPS)

Bangladesh Nari Progati Sangha (BNPS) was set up in June 1986 by a group of committed professional and activist women who came forward to advocate alternative development processes that would give prime emphasis on the fundamental rights of the deprived and marginalized people of Bangladesh particularly women. Since then, the organization has been initiating programs positively causative to empowerment of women of all social categories in Bangladesh. BNPS follows a bottom-up right-based approach linking community to the national level. In the process its role is the one of a catalyst and a facilitator. It is trying to create an environment for women and other marginalized groups to raise their voices and to claim their entitlements through a variety of activities, like awisness development, institution building, livelihood activities and reforms of different policies, system, institution and mindset. The congenial working environment, culture of co-operation and team work, non-hierarchical management with activist orientation is seen by all as an asset in BNPS. Vision A society free from all sorts of discrimination against women, religious & ethnic minorities and other marginalized groups where they enjoy equal rights and status in all spheres of life from family to state. Mission Equality through empowerment of women. Goals Establishing an enabling environment for the disadvantaged people particularly women to be able to get organized, exert for demand and ensure access to their rights and quality services for social, political and economic empowerment. Services: Micro-macro linkage Mainstreaming gender & marginalized groups in education, budget, national policies& empowerment of women. Analysis of national Budget & PRSP,

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Executive Committee of BNPS (2008-2010)


Ms. Rahima Chowdhurani Ms. Shyamoli Nasreen Chaudhury Ms. Afroza Banu Ms. Shibani Das Ms. Rokeya Kabir Ms. Syeda Shamim Siddiqui Ms. Kanak Chapa Chakma Ms. Papri Isng Chairperson Vice Chairperson Vice Chairperson Treasurer Member Secretary Member Member Member

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In 1987, SAJIDA Foundation started as a private family-funded charity with a small garage school in SAJIDA's founder's residence. By 1993, the organization evolved into a formal institution offering micro-credit to poor urban women in old Dhaka . Over the next decade the micro credit program diversified, and SAJIDA began providing a variety of loan products for its heterogeneous group of family entrepreneurs. Concurrently, SAJIDA began offering various types of social development programs. Over the years, the association with other professionals at all levels has increased significantly. 17

Vision

Health, Happiness and Dignity for all.


Mission

To improve the quality of life in the communities where we work through sustainable and effective interventions.
Guiding Principles and Values

1.Innovation&uality We bring innovation and quality to everything we do 2.EmpoweringMothers&Families We recognize the central role of mothers in uplifting their families 3.Inclusiveness&Dignity We believe all lives is equal 4. Transpisncy & Accountability We is transpisnt and accountable in our work.

Services: Identification of the poorest & most marginalized households, conducting,


household micro planning, and developing households profile for supporting & tracking Planning & implementation of nutritious food packages in response to the essential needs of children. Providing skill training to support income generating activities & livelihood opportunities Monitoring changes in the quality of lives of children. Conducting case studies & rapid assessment of supported households

Governing Body:
SAJIDAs Governing Body consists of eleven distinguished professionals activities and entrepreneurs elected for their divers skills and experiences. This Governing Body conduct four meeting annually to effectively oversee the work of foundation and assess the effiency of SAJIDAs program.

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Human Resources Practices

SAJIDA Foundation

Bangladesh Institute of Bangladesh Nari Progati Labor Studies(BILS) Songha(BNPS)

Management

Recruit- SAJIDA works to recruit ment & the best personnel on Selection merit, education, background and work experience. Possible candidates is shortlist interviewed and tested where need be. A selection committee is involved in every case.

BILS s management generally conduct the recruitment & selection process . they select employees on the basis of merit, education ,work experience

BNPS Recruit & select employees on the basis of merit, experience, educations. They give more priority to the female candidates than male candidates during the recruitment & selection process. Their top management generally conduct this procedure. They select different category employees in different ways.

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Training & SAJIDA overall goals of Develop- all the training programs ment is to ensure quality services for its client through the development of human resources & contributes towards the overall stability . SAJIDA primarily Organizes orientation training followed by on the job training to fresh staffs . Primary training programs is followed by a six month higher Applied training with the purpose of developing a solid professional workforce . Who will perform at their utmost efficiently.

BILS trained their BNPS trained their employees for developing employees so that they can Their skill& knowledge. ensure quality services for Their clients. they trained on current issues of labor laws through follow-up programs on Workers Rights and Labor Law. file workers received basic orientation and knowledge on various TU issues and developed their basic skill to handle work place problems and now they is able to conduct the training on different labor issues.
TU activists including BILS staffs were trained on LFA Matrix and now they is able to prepis project proposal on various workers issues.

Employees were trained on labor law and workers' rights and now they is able to conduct seminar regarding this issue.

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Various Compensation dimensions

House rent Leave with pay Conveyance allowance Medical allowance Food allowance Hardship allowance Provident fund Field conveyance Sick leave Leave allowance Bonus Incentive.

House rent Medical allowance Provident fund Sick leave( with Pay) Conveyance Allowance Bonus

House rent Maternity leave Sick leave Childrens educations facility Conveyance Allowance Provident fund Medical allowance

Several types of leave:

Ordinary leave (with full payment) Leave on half pay Leave without pay Maternity leave . Study leave

Leave with pay Leave without pay Ordinary leave

Maternity leave Study leave Casual leave Ordinary leave

Performa All of their employees nce The H R D is responsible for quit satisfied with their is Appraisal-al maintaining a personal file for performance appraisal al each staff member. Staff process evaluations is conducted twice a year to recognize achievements and provide feedback for further improvements. Evaluations coordinate linkages between staff efforts and the organizations over all goals

All of their employees is quit satisfied with their performance appraisal process

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Salary Scale

Information was not found -----------------

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Gratuity

SAJIDA,s gratuity rate is 1% of basic salary. Gratuity is given only one time in a year.

BILSs gratuity rate is 1% of basic salary. Gratuity is given only one time in a year.

BNPSs gratuity rate is 1% of basic salary. Gratuity is given only one time in a year.

SWOT ANALYSIS OF HRD OF NGOs:

SAJIDA Foundation Strength

BILS

BNPS
Skilled officer Linking community to the national level. Better services For women. congenial working environment culture of cooperation and team work

Long experience in Skilled officers In women rights Having movement knowledge about Skilled Officers labor law Provides quality National Trade Services to client Union Federations is Having associated with strategic plans for BILS elevating poverty Special Programs for women. Having strong managerial services

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Weakness

organizations weakness. Huge expenditure

Organizations weakness organizations weakness. Poor managerial services Seniority based promotion instead of merit. The powers of Political leaders can Hampered Compensations is not good their work. enough

introducing of Become a prime Develop safe SAMRIDHI savings Intuition in human rights Workplace for women. Opportunity programs organizations. Promoting rights through Ensure a better living Availability of both Mobilization & Empowerment standard for the working Educational & Promoting Rights of Women people Additional loans Through To achieve time befitting social Emphasis made on staff net schemes for the workers of Changing mindset. safety development Bangladesh Making training Education gender Responsive & Preventive to HIV/AIDS Huge amount of Delay in settlement Huge amount of Competition Of case Competition Delay in settlement Project become Delay in settlement Threat Of case sick lack of working Of case capital Project become Project become sick lack of working Effective sick lack of working capital management capital training is hindered Effective Effective management management training is hindered training is hindered

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Findings Analysis SAJIDA Foundation

Bangladesh institute of labor studies

Bangladesh nari progati songha


This NGO does not have wonderful internal environment to deliver the HR practices Their training & development ,compensations, grievance handling procedure is in a satisfactory level Project become sick lack of working capital They dont have enough time to help student. Their employees is not satisfied enough with the amount of gratuity. Not enough information is published about their organization

Sajida foundation Poor managerial has huge services expenditure It provides average Their employees is HR facilities than not satisfied enough other foreign & with the amount of local NGO. gratuity. Their employees is Their promotion criteria need not satisfied enough further improvement with the amount of gratuity. Project become Not enough sick lack of working information is published capital about their organization

RECOMMENDATIONS SAJIDA foundation Bangladesh Institute of labor Studies

Bangladesh Nari Progati Songha

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They should improve their promotion criteria They should minimize their expenditure Should increase their gratuity rate

Managerial services should be brought in a satisfactory level. Should increase their gratuity rate Information about their organization should be published them

Should improve their internal environment. Their training & development ,compensations, grievance handling procedure should be brought in a satisfactory level. They should help the student.

Conclusion
From its birth as an independent nation in 1971, Bangladesh became a site for Non Government Organizations. Initially focused on relief and rehabilitation activities following the War of Liberation and succeeding natural calamities, International and local NGOs turned their efforts to longer term development in the absence of state capacity to deliver welfare. Sajida foundation & Nari Progati Songha ensure welfare for poor people through micro credit. Bangladesh institute of labor studies raise their for labor so that they can have safe workplace & have minimum remuneration ,women workers can have equality.

Different organizations satisfactions HR executives Satisfaction level analysis


The total fifteen questions is actually about the overall performance of HR Development of various institution. We surveyed on 03(three) NGOs of our country. Our sample size was 8. From each organization we considered 03 persons but some persons did not give us their time. We followed here stratified sampling. 1. The first question asks what is HR executive view about the recruitment & selection procedure of their institution? Excellent 5% Average 80% Satisfactory 5% Others 10%

This questionnaire is truly focused on human resource department activities of several NGOs.

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90 80 70 60 50 40 30 20 10 0
av er ag e ct or y nt ex ce lle fa ot he rs

Series1

From the above figure we found that out of 8 peoples opinion are 80% Average, 5% excellent, 5% satisfactory, 10% others, About recruitment & selection procedure of three organizations. 2.which factors mostly influence recruitment? All 60% Both internal & external 40%

sa tis

40% 60%

All Both internal & external

From the above figure we found that out of 8 peoples opinion are 60 % all and 40% both internal & external factors mostly influence recruitment process , 3.Do you think that the performance appraisal process is more consistent comparable than other NGOs?

100% Agree

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VIEW ABOUT PERFORMANCE APPRAISAL PROCESS


100% 80% 60% 40% 20% 0% Agree S1 Series1 Agree, 100%

From the above figure we found that out of 8 peoples opinion are 100% Agree about their performance appraisal process is more consistent comparable than other NGOs. 4. Do you think this NGO does not have a wonderful internal environment to deliver the HR practices? Agree 60% Disagree 40%

view about internal environment deliver to HR Practices


60% 50% 40% 30% 20% 10% 0% agree disagree S1 Series1 40% 60%

From the above figure we found that out of 8 peoples opinion are 60 % agree and 40 % disagree about internal environment to deliver the HR practices . 5.Do you think that training and development procedures is sound enough for HR Executives? 1oo% neither agree nor disagree

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view of tranning and development process

100 80 60 40 20 0 1

100

nither agree nor disagree nither agree nor disagree

From the above figure we found that out of 8 peoples opinion are 1oo% neither agree nor disagree about the training and development procedures for HR Executives. 6. How satisfied you with the procedure of job evaluation ?
satisfied 90% Neither satisfied nor dissatisfied 10%

v ie w w ith th e p ro c e d u re o f jo b e v a lu a tio n
90%

100% 80% 60% 40% 20% 0%

S eries 1 10%

S atis fied

Neither s atis fied nor dis s atis fied

From the above figure we found that out of 8 peoples opinion are 90 % satisfied and
10% neither satisfied nor dissatisfied about the procedure

of job evaluation .

7.how would you rate compensation and benefits to you? good average Very good

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80%

10%

10%

rate of compensation and benifts


80% 70% 60% 50% 40% 30% 20% 10% 0% good 80%

Series1 10% 10% S1 average Very good

From the above figure we found that out of 8 peoples opinion are 80% good, 10 % average and 10 % very good about the rate compensation and benefits of the organization. 8. Is you satisfied in the case of grievance handling procedure of your NGO?
Excellent 80% Average 10% Sat isfactory 10%

satisfacto ry level o f g revan ce h an d ln g p ro ced u re o f N GO

10% 10% E x c ellent A verege S atis fac tory 80%

From the above figure we found that out of 8 peoples opinion are 80 % excellent, 10 % average & 10 % satisfactory .on average their Grievance Handling procedure is excellent.
9.Do you think promotional criteria need further improvement? Disagree 80% Agree 10% Neither agree nor disagree 10%

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View about prom otions criteria


90% 80% 70% 60% 50% 40% 30% 20% 1 0% 0%

80%

Series1

1 0% Disagree Agree

1 0% Neither agree nor disagree

From the above figure we found that out of 8 peoples opinion is 80 % disagree, 10 % agree & 10 % neither agree nor disagree about promotional criteria need further improvement of
the organization .

10. Is there any constraints on recruitment effort?


Yes 20% No 80%

v ie w o f c o n s tra in ts o n re c ru itin g e ffo rt

80% 70% 60% 50% 40% 30% 20% 10% 0% Y es No 2 0% 8 0% S e rie s 1

From the above figure we found that out of 8 peoples opinion is 80 % no & 20 % yes about any constraints on recruitment effort . 11 . If it is yes , which type of constraints ex ist ?
Attraction 30 % Others 70%

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T h e ty p e o f c o n s tra in ts e x is ts
70% 60% 50% 40% 30% 20% 10% 0% A ttrac tion O thers 30% S eries 1 70%

S1

From the above figure we found that out of 8 peoples opinion is 30 % attraction & 70 % others about various types of constraints ex ist.
12 . How sat isfied you with the amount of gratuity ? Neither good nor poor 80 % Good 20 %

Satisfactory level of gratuity

80% 70% 60% 50% 40% 30% 20% 10% 0% Neither good nor poor 20% Good 80% Series1

From the above figure we found that out of 8 peoples opinion is 80 % neither good nor
poor & 20 % good about the sat isfactory level of gratuity . 13. What kind of HR facilities you get from upper Mgt.? Sat isfactory 80 % Good 20 %

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view of HR facilities get from upper Mgt.


80% 60% 40% 20% 0% Satisfactory Good 20% S1 Series1 80%

From the above figure we found that out of 8 peoples opinion is 80 % sat isfactory &
20% good about HR facilities get from upper Mgt. . 14. What kind of HR facilities it provide than other foreign and local NGO? Average Service 80 % Good service 20 %

view about HR facilities it provides

20% Average Service Good service 80%

15. Do you want to precede your career in HR Department? No 70% Yes 20% Confused 10%

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V iew of precede career in H R D epartm ent

0.8 0.6 0.4 0.2 0 0 1 0 2 20% 0 3 4 10% S1 S2 70%

S eries 1 S eries 2

From the above figure we found that out of 8 peoples opinion is 70 % no& 20% yes &
10% confused about to precede career in Human Resource Department .

BIBLIOGRAPHY
www.BNPS.com

NNUAL REPORT OF BNPS 1999 www.SAJIDA FOUNDATION.com ANNUAL REPORT OF SF 2009 www.BILS.com

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