| Date 15-May-2023 to 18-May-2023 |
Location Online |
Format Institutional |
Participatory Research in Asia (PRIA) introduced Talent Management and Legal Compliance related to Human Resources in Non-profit Organisations for the Northeast cohort. It was conducted virtually from 15-18 May 2023. 14 participants from 11 organisations participated in the workshop. The workshop was facilitated by Mr. Rajan Sinha, Mr. Puran Jha, and Ms. Sujata Samal.
The major HR-related challenges faced by Non-profits are recruitment, retention & motivation to perform. Retention and performance of employees are majorly impacted by organisational culture and support structure (supervisor, team). Organisational culture is a combined result of values practiced in the organisation. Values practiced may not necessarily be the ones aspired to or promoted by the organisation.
What can you do to cultivate the right values?
1. Effective Hiring – The accidental values in an organisation emerge without the management cultivating them, it reflects the common interest of the maximum number of employees. So, hiring the right kind of people is the first step towards nurturing a favourable organisational culture. An organisation broadly considers two aspects while recruiting a candidate – attitude & value system and relevant skills & knowledge. In an ideal situation, an organisation would want both aligned. However, it is a rare combination to find. Skills and knowledge can be learned through proper training, but it is very difficult to change the value system of a person. While considering a candidature, alignment of the applicant’s values with that of the organisation should be prioritised.
The talent acquisition process starts way before the recruitment process kicks in and doesn’t end with the selection of the candidate. Does your organisation have a brand value? Research shows that 75 percent of job seekers consider an employer’s brand before even applying for a job. Most of the job seekers (65 percent) wouldn’t join an organisation with a bad brand image, even if they are unemployed. Hence, for hiring the right fit for the organisation, the organisation needs to work around building its brand value among the target audience. This implies that the organisation’s brand value, sourcing of talent, recruiting, selection, and onboarding all would have an impact on the organisational values. Competency is a series of behaviours, skills, abilities, knowledge, aptitude, attitude, and personal traits and characteristics that leads to the effective performance of an individual. For identifying the competencies of a candidate, Behavioural Event Interviewing should be adopted once competency mapping is done. The advantages of using the competency approach are that it is objective, is the study of demonstrated behaviour, and takes into consideration hidden factors such as motivation and traits. Onboarding is another critical part that has an impact on job satisfaction, organisational commitment, employee turnover, performance levels, career effectiveness, and employee stress. The process of onboarding may involve documentation, provision, socialization (e.g., assigning a buddy), and compliance.
2. Communication of Purpose and Values of Organisation – Hence, the promotion of these values through different means including policies, rules, events, leader’s & senior management’s conduct, communication, etc. is of immense importance to cultivate a favourable organisational culture. The clarity and communication of purpose and values hold the organisation together and impact the retention of employees positively.
3. Discipline – Discipline is a tool for management to use to maintain an effective, efficient, and orderly workplace. Not taking disciplinary action or trying to sweep the matter under the rug might do damage to the morale and productivity of other employees as well. It is the management’s responsibility to make employees aware of expectations, requirements, rules, policies and all that qualifies as misconduct i.e., what is/isn’t acceptable.
There are two principles behind disciplining-
Disciplinary action is also influenced by natural justice law which has two aspects- 1. Numex Judex Causa (No one can be the judge of their own cause) and 2. Audi Alterum Partum (Everyone has a right to be heard).
Common errors organisations make in the discipline are:
A conducive organisational culture would result in better retention, motivated and performing employees and overall organisational growth and development.
As Maslow’s Hierarchy of Needs Theory suggests, every employee comes with their own motivation factors. It is very important for an organisation to have engaged employees who put in discretionary efforts to accomplish tasks important to the achievement of organizational goals. But different employees would have different factors influencing their engagement. Based on the Harrison Assessments, there are broadly eight areas of employee expectations: Development, Appreciation, Remuneration, Communication, Authority, Personal, Social and Work/Life Balance. Higher attrition rates are a major indication of low engagement of employees in an organisation.
Performance management is a key component in dealing with many of these expectations and keeping the motivation of employees high. Performance is different from potential, and both should be rewarded differently. Potential revolves around ‘what an individual can do’ while performance talks about ‘what an individual is doing right now’. Performance shouldn’t be rewarded by promotions. Promotions should be based only on potential. Performance can be promoted by salary increments, bonuses, flexibilities, and other benefits. Super keepers should be provided with very accelerated career paths and compensation growth, high-level development investment and mentorship support. The performance of an employee is greatly affected by feedback – both positive and negative. Criticism and suggestions for improvement are not sufficient for bringing about improvement. The process enables the supervisors to manage effectively by ensuring that people and teams know and understand what is expected of them (key responsibility area) and also have the skills and ability to deliver these expectations. It also ensures that employees are given timely feedback on their performance.
A team is a critical component in organisational growth, it influences organisational culture, employee motivation and retention. A team is defined by its purpose and not by its members. The purpose of the team is to co-create greater beneficial value for all its stakeholders. Teamwork, is simply, about seeking and giving help. It is important to remember that what gets measured, gets rewarded. Whatever gets rewarded gets done and that is promoted in the organisation. In order to promote teamwork, team-based performance should be rewarded. There are various derailers of team effectiveness.
The five disciplines model of team effectiveness talks about mastering 5 disciplines and their interactions: commissioning, clarifying, co-creating, connecting and core learning. Every team undergoes major four stages of forming, storming, norming and performing. Teams with a very stable membership deteriorate in performance over time, because members become too similar in viewpoint to one another or get stuck in ruts.
Legal Compliance in Non-Profit Organisations
Non-Profit Organisations are private institutions established for public benefits and are registered as either society, trust, or Section 8 company. These institutions can generate profit but are voluntary in nature. There are two kinds of legal compliance governing the legal structure for NPOs- Incorporation laws (registration laws under Trust, society or company) and Enabling laws (laws that apply upon these registrations). Enabling laws include FCRA Act 2010, Income Tax, Labour Laws, GST and CSR.
COURSE OUTLINE
|
Monday, 15 May 2023 |
|
|
Session 1 09.30 am to 10.30 am |
Introduction and Expectations Mapping |
|
Session 2 11.00 am to 01.00 pm |
Organisational Purpose and Values · Relevance of organizational purpose and values for inspiring and bonding in the workforce · Reviewing and re-crafting and the organisational purpose · Crystalising organisational values · Values as the medium for the resolution of conflict and creating cohesion in the organisation · Dissemination and inculcation of purpose and values as the driving force |
|
Session 3 02.00 pm to 04.00 pm |
Talent Acquisition · Norms for human resource planning and estimating the magnitude of skills requirement (consistent with the purpose and values of the organisation) · Best practices in talent acquisition · Key performance indicators in talent acquisition · BEI and Assessments · Compensation & Benefits |
|
Tuesday, 16 May 2023 |
|
|
Session 4 10.00 am to 12.00 pm |
Talent Management · Competency framework · Identifying competencies for job roles · Identification of training and development needs · New trends in training and development – use of e-learning, modular learning, mobile learning and its possible uses in the non-profit organisations · Organising training · Coaching and mentoring |
|
Session 5 02.00 pm to 04.00 pm |
Performance Management · Identification of key performance indicators based on competencies identified · Designing a simplified yet effective performance appraisal process · Performance review and feedback · Integration with other processes like reward and recognition, talent development, etc. |
|
Wednesday, 17 May 2023 |
|
|
Session 6 10.00 am to 12.00 pm
|
Discipline Management · Principles of discipline · Conduct, discipline and appeal rules · POSH and other diversity and inclusion issues · Domestic enquiry process · Basics of legal framework – discipline and justice system |
|
Session 7 02.00 pm to 04.00 pm |
Employee Morale and Experience · Enhancing employee engagement · Moments of truth · Team development · Employee surveys · Exit and stay interviews · Human Resource Audit |
|
Thursday, 18 May 2023 |
|
|
Session 8 10.00 am to 11.00 am
|
NPOs Regulatory Framework in India and Incorporation Act · Understanding legal structure of NPOs · Fundamental characteristics of NPO · Incorporation laws |
|
Session 9 11.00 am to 12.00 pm |
Overview of FCRA Compliance, Critical Issues Under FCRA · Objective of FCRA · Basics to FCRA · Amendment of FCRA · Implications of amendments on NPOs |
|
Session 10 2.00 pm to 3.30 pm
|
Income Tax Provisions, TDS Compliance, Recent Changes and Its Implications · Income Tax applicability on NPOs · Conditions for 12A exemption · Implication of Finance Bill 2023 on Income Tax · TDS
|
|
Session 11 3.30 pm to 4.00 pm
|
EPF and Gratuity Compliance · EPF law · Payment of Gratuity Act, 1972 · ESI · Staff Benefits and Good Practices
|