03May

African fintech takes the continent by storm

In Africa, deals recorded by fintech players are rising dramatically. By 2021, 63% of funding to the technology sector went to fintech.The growth of fintech is helping to improve financial inclusion.

When Nigeria went into lockdown in 2020 to stop the spread of the coronavirus, Michael Terver was able to keep his small internet café afloat, but also to help his friends and customers facing new challenges brought on by the pandemic. He did this through a partnership with an electronic banking company.

Before the COVID-19 pandemic, most of the cybercafé’s customers, who did not have bank accounts, preferred to make purchases or sales with cash. But as social distance made it impossible to conduct most transactions “in person,” they were able to go digital with the help of an integrated online system, allowing them to pay bills, make deposits or transfers, or apply for microcredit from the café.

Dubbed Quickteller Paypoint, the system had been launched in 2016 by Interswitch, a Nigerian fintech company, to help individuals as well as micro and small businesses adopt paperless transactions.

“Accessing Quickteller Paypoint from my facility was a game changer,” says Michael Terver. Because of the lockdown, businesses couldn’t operate as usual, which affected cash payments. Our Quickteller Paypoint automatically replaced cash transactions, because staying safe was what mattered most.”

Michael Terver’s story is indicative of a larger phenomenon. A combination of finance and technology, fintech is rapidly transforming the way individuals and businesses conduct transactions, particularly in Africa. North Africa and the Middle East have recently seen the fastest growth in transaction volume recorded by fintech players in the world, with a 40 percent increase in 2020, while sub-Saharan Africa, with a 21 percent increase over the same period, was on par with North America.

Over the past decade, fintech has enabled 1.2 billion unbanked people to access financial services, a 35% reduction in the unbanked population worldwide. With this increase in financial inclusion, more individuals and small entrepreneurs are saving, receiving government payments, conducting business, and securing their wages.

“Investment in fintech is growing much faster in emerging markets than in developed markets because it fills a vital gap. We expect this growth to continue,” says Aliou Maiga, Africa regional director for IFC’s Financial Institutions division. For the first time, microenterprises and individuals with very limited financial assets can secure their savings, make transfers without exorbitant fees, and even take out small loans to increase their income. This is a real turning point in our efforts to promote financial inclusion and eradicate extreme poverty.”

Plenty of room for growth

The African fintech market has plenty of room for growth. Indeed, only about 20 percent of adults in sub-Saharan Africa own a debit or credit card, compared to over 80 percent in developed economies. Cash is still prevalent in many underserved rural and urban areas, creating additional costs, difficulties in buying and selling goods, and increased exposure to theft and fraud.

Traditional banks have been reluctant to offer services to individuals with small incomes and few savings. Yet these millions of unbanked people represent a significant economic force that the digital finance sector can leverage.

The multitude of small businesses on the continent can also benefit from fintech. According to World Bank estimates, SMEs account for 90 percent of the total number of businesses, have one billion customers, and create seven out of ten jobs.

In addition, the continent is characterized by a large sector of informal and micro businesses, which have been particularly affected by the pandemic. During the crisis, fintech helped microenterprises and SMEs to keep their heads above water by offering them the possibility to conduct small transactions online and by providing microcredit and electronic payment platforms.

In South Africa, for example, Adumo, an IFC-supported company, is enabling small businesses to grow by moving to digital payments.

The sector’s growth continued in 2021: a report shows that venture capital funding for the tech sector in Africa tripled to more than $5 billion, beating all other regions of the world. The majority of this funding-63 percent, or $3.3 billion- went to fintech.

IFC has been a leading investor in the African fintech market. Its investments include Interswitch; Fawry, an Egyptian online payment platform; Wave, a mobile money service provider in West Africa; South African companies Adumo and Lulalend; and TerraPay, a pan-African fintech infrastructure player.

A momentum propelled by the pandemic

While fintech has been around since the early 1990s, the COVID-19 pandemic spurred the development of its services to unbanked and vulnerable populations, especially at a time when confinements limited cash transactions. According to a survey conducted by the World Bank and other partners, two-thirds of fintech companies surveyed worldwide report changing their business models during the crisis by lowering fees, revising lending criteria, and relaxing payment terms.

For example, TerraPay expanded its operations to North America to allow Africans working abroad to transfer money within 24 hours at an affordable cost. Also during the pandemic, fintech giant Tutuka, which has since merged with Paymentology, expanded its virtual card offering to meet demand from businesses and governments for solutions that allow them to pay employees working remotely and to disburse government grants or insurance benefits.

IFC supports these and other fintech services through direct and indirect investment in funds such as Helios, Partech and Apis Partners. Interswitch, for example, is receiving funding from Helios and LeapFrog.

In the coming years, fintech will become an even more integral part of African economies as businesses and customers alike recognize the long-term benefits of digital transactions.

According to a McKinsey report released in August, fintech is indeed enabling more affordable services for customers. “Transaction fees can be up to 80 percent lower, and interest on savings accounts up to three times higher than traditional players. Money transfers can be up to six times cheaper,” the report said.

Lulalend, which allows small businesses to apply for financing online, believes that fintech will play a key role in the continent’s future growth.

“Fintech is transforming Africa, because it allows companies to manage their cash flow better than ever before. It gives every business the opportunity to succeed,” says CEO Trevor Gosling. And a successful business grows the economy and creates jobs.”

Source: https://www.ifc.org/wps/wcm/connect/news_ext_content/ifc_external_corporate_site/news+and+events/news/african-fintech-rises-to-the-challenge-en

24Mar

Investor Interest in ESG Remains. What’s Expected of Your Company?

As the crisis continues to unfold, ESG topics will continue to grow in importance. Companies will be judged by their ability to withstand financial shocks, but also by how they’ve treated their employees, clients and communities.

Over the past decade, interest in how companies manage environmental, social and governance (ESG) issues has grown considerably. Investors, consumers and employees increasingly expect companies to account for issues such as worker safety, climate change and financial transparency. As the world finds itself in the midst of a pandemic, these stakeholders are now adding a company’s response to COVID-19 to the list.

Specifically, what are they looking for in a company’s response to COVID-19?

Ratings agencies and other organizations are starting to issue guidance. S&P Global provided insight on how it might adjust its ESG evaluation. Sustainalytics has produced research that examines the impact of COVID-19 on ESG. The UN Principles for Responsible Investment has published resources for investors to engage companies around their COVID-19 response.

Based on this information so far, stakeholders will be looking for insight on the following:

  • Governance of COVID-19 response: How is the company managing its overall response to the pandemic? Is there a specific management team? Does the board have oversight?
  • Workforce: What is the company doing to keep employees, suppliers, contractors and other key stakeholders safe? How is the company maintaining productivity during this time? Has the company been forced to adjust its headcount; and if so, how is it supporting those affected?
  • Community support: What is the company doing to help address challenges brought about directly or indirectly by the virus? Support could include monetary giving, as well as in-kind donations of product and supplies. Is a company’s philanthropic response aimed not only at the health crisis broadly, but also at supporting communities where the company operates and where employees live?
  • Supply chain continuity: How is the company identifying and managing potential disruptions in the supply chain due to the virus?
  • Customer loyalty and satisfaction: What is the company doing to engage customers during this time — through product innovation, outreach and other efforts?
  • Stakeholder engagement: How is the company listening to all stakeholder groups during this time? What is the company doing to respond to concerns?

The impacts of this crisis are both immediate and long term. Companies must be proactive, diligent and dedicated to a business strategy that protects and enhances recovery — and ultimately, their reputation. Three steps your company can take today include:

  1. Audit: Assess where your company stands on key COVID-19-related ESG topics such as workforce, community support and supply chain continuity.
  2. Act: Take action where necessary to build initiatives and programs to mitigate any identified risks and act on opportunities.
  3. Communicate: Tell your company’s story — be specific about what you’re doing under the topics listed above, and other stakeholder concerns.

As the crisis continues to unfold, ESG topics, such as the safety of employees and community engagement, will continue to grow in importance. Companies will be judged by their ability to withstand financial shocks, but also by how they’ve treated their employees, clients and communities.

Source : https://sustainablebrands.com/read/finance-investment/the-world-has-changed-but-investor-interest-in-esg-remains-what-s-expected-of-your-company

27Feb

Jobs in the pharmaceutical industry that are recruiting

Driven by digital transformation and new technologies, the pharmaceutical industry is in a constant state of renewal. Pharmaceutical markets are transforming and are looking for talent with technical expertise, a good knowledge of the environment and a highly developed emotional intelligence. From health marketing managers to pharmaceutical representatives, from hospital buyers to clinical research associates, the health industry is a promising sector for those wishing to make a career in it. Here is a look at four key markets.

Research and development

Impacted by new innovative working methods, research and development (R&D) in the pharmaceutical industry is developing new methods of multidisciplinary and cross-disciplinary collaboration.

From start-ups to research laboratories, universities and specialized centers, in France and abroad, R&D jobs require solid scientific expertise and a great appetite for working in collaborative mode. Dual skills are particularly sought after, whether in software engineering, robotics, IT or nanotechnology.

In a globalized and competitive environment, it is essential to be able to work in a team and to master English (especially scientific English), the international language par excellence.

Research and development jobs in the pharmaceutical industry :

Laboratory officer
R&D manager
Scientific communication manager
Test technician
Bioinformatician

Production

From raw material management to quality control, logistics and manufacturing optimization, production jobs cover a wide variety of positions.

The development of connected factories, IoT and robotization is profoundly transforming industrial processes for the production of drugs and pharmaceutical products. Production management in an environment with very strong quality, hygiene and safety constraints requires qualified profiles who master the manufacturing and control processes, while having a global vision of the entire life cycle of the product production chain.

Production jobs in the pharmaceutical industry :

Production manager
Industrial buyer
Supply chain manager
Packaging manager
Maintenance manager

Regulations

In an environment as specific as that of pharmaceutical products, regulations have a concrete impact on the daily work of healthcare professionals.

Registration of a health product, control of marketing and advertising operations, implementation of clinical trials, coordination of marketing authorization (MA)… these are the legislative safeguards that govern the regulatory and pharmacovigilance professions.

Working directly with the regulatory authorities, these professionals are experts in ethics and professional conduct who identify risks, supervise projects, and support and train teams at every stage of the development of a new product. Both legal and scientific skills are essential to manage rigorous work processes with methods.

Regulatory affairs in the pharmaceutical industry :

Regulatory affairs officer
Legislative monitoring manager
Pharmacovigilance officer
MA coordinator

Commerce, sales and distribution

As an essential link between research and prescribers, the professions involved in the promotion and marketing of pharmaceutical products include health marketing professionals, medical information specialists and health economics experts.

Working in this sector implies a perfect knowledge of the workings of the healthcare world, and in particular the regulatory authorities, healthcare structures (hospitals, retirement homes, patient associations, regional health agencies, etc.), as well as a great deal of knowledge of the territorial network. This work combines scientific knowledge with promotional and informational activities to make new drug products better known to the healthcare professionals who will be in direct contact with patients.

The professions of commerce, sales and distribution in the pharmaceutical industry :

Sales engineer
Market research manager
Medical sales representative
Regional coordinator
Marketing, information and sales manager for health products
If good scientific skills are essential to work in the health sector and in all pharmaceutical markets, one must not neglect great interpersonal skills, a mastery of English and enjoy teamwork in a transversal and multidisciplinary manner. These qualities open the door to many sectors and professions within the private or public structures of the pharmaceutical industry.

Source : https://executive.devinci.fr/lindustrie-pharmaceutique-recrute/

25Jan

ESG criteria in business: Africa lags behind

African companies are being called upon more than ever to implement environmental, social and governance (ESG) criteria and drive the ongoing economic acceleration in a sustainable and inclusive manner.

This is according to a survey conducted by the global research and advisory firm Oxford Business Group (OBG), which states that “although implementing ESG criteria should be a top priority for Africa, only a third of companies surveyed in the region currently have a dedicated ESG department”.

Entitled “Renewed focus: How the Covid-19 pandemic shaped priorities around ESG principles”, the survey found that only 22.4% of African business leaders surveyed said they had invested in ESG.

According to OBG, “Africa would benefit greatly from stricter regulations, more incentives, and more awareness and information related to ESG criteria”.

While explaining that ESG are “dimensions encompassing a company’s activities that may have impacts on society or the environment that constitute the three main dimensions used to measure the sustainability and ethical impact of an investment in a company or economic area and that make up responsible investment”, OBG revealed that “more than 60% of global respondents said the pandemic had moderately or significantly affected their understanding of and/or appetite for ESG, indicating that the health crisis had highlighted vulnerabilities in supply chains and other areas, and thus encouraged companies to bring sustainability to the forefront of new strategies.

Regarding barriers to ESG compliance, the same survey indicates that insufficient funding and incentives or penalties for non-compliance were cited as the biggest challenge faced by companies, with 20.4% of responses.

When asked what executives’ priorities are for environmental sustainability over the next 12 months, 22% of respondents said it was on their agenda, followed by renewable energy (19%) and, finally, reducing carbon emissions (10%).

The survey, based on 362 responses from business leaders, found that “shareholders and investors are now taking ESG strategy and trajectory into account in their decision making (…) This is also true for foreign investors who are looking at the ESG environment, regulations and incentives of the countries in which they are considering doing business”.

In contrast, the OBG survey reaffirmed that “while the battle for environmental sustainability to be taken seriously was being won at many levels, relatively weak governance performance was a challenge for some of the emerging markets seeking to attract foreign investment.

In the eyes of OBG’s researchers, “the tacit acceptance that corruption is simply part of doing business in some places is a significant barrier to advancing the governance segment.

Source: https://www.dzentreprise.net/criteres-esg-afrique-ogb

09Dec

Job interview: how to highlight your soft skills?

Adaptability, stress management, empathy, resilience, … Due to the obsolescence of technical skills (hard skills), behavioural skills (soft skills) are increasingly valued by companies. And it is often during the job interview that everything is decided for the candidate. Because while hard skills help you get a job interview, soft skills help you succeed. Discover our 3 tips for highlighting your soft skills during this crucial stage of the recruitment process!

Step 1: Know the soft skills most sought after by recruiters

First of all, it is important to know which human skills are most sought after in the world of work. According to the World Economic Forum’s “Future of Jobs” report, 10 key skills – mainly soft skills – will make the difference in meeting companies’ recruitment needs by 2025. We have compiled a list of the soft skills that will make you the candidate that all companies are looking for:

Analytical skills
Complex problem solving
Critical thinking
Creativity
Leadership & influence
Team spirit
Emotional intelligence
Resilience, stress resistance and flexibility
Autonomy and initiative
Ability to adapt
Service orientation
Negotiation skills
While some of these skills are innate and difficult to acquire, others can be developed through appropriate training. Unlike hard skills, no artificial intelligence can, for the moment, replace soft skills, hence the importance of not neglecting them!

Step 2: Identify your soft skills to make the most of them

To talk about your qualities on your CV and then in a recruitment interview, it is important to know how to identify them. To do this, you need to do some real work on yourself. To help you do this, you must first of all have an exhaustive vision of the 3 major families of existing soft skills:

Soft skills related to communication

Ability to communicate, speaking
Ability to network
Sense of community, ability to work in a team
Negotiating power
Influence
Friendliness/Courtesy

Soft skills related to agility

Taking a step back, being open to criticism
Stress management, emotional stability
Open-mindedness, creativity
Adaptability, flexibility, problem solving
Proactivity, taking initiative, strength of proposal
Efficiency, ability to work under pressure
Ability to judge, decision making

Soft skills related to personality

Self-confidence, perseverance
Motivation, extraversion
Resilience
Organisation, time management, conscientiousness
Assertiveness
Convergence
Empathy
Reliability, loyalty
To find your own personality traits:

Draw on your personal and professional experiences: what personal skills enabled you to carry out your last mission successfully? How did you overcome this or that difficulty? Think back to all the situations where you made a difference thanks to your personality traits, and which quality(ies) you had to call on.
Ask your professional and personal entourage: don’t hesitate to ask your former colleagues as well as those close to you to name your 3 main soft skills from the list above. You will note which qualities come up most often.
Take a test: this is not about testing your technical knowledge but your personality. Certain psychological evaluation tests such as the MBTI (Myers Briggs Type Indicator) can help you identify the soft skills that stem from your personality.

Step 3: Showing your soft skills to a recruiter

It is during the job interview that you will be able to differentiate yourself from the other candidates. Make a point of verbalising your soft skills and contextualising them (in what professional situation(s) did you use such and such a personality trait?): the recruiter will be able to assess them all the better and thus judge the compatibility of your profile with the position to be filled.

If adaptability, good organisation, the ability to work in a team and autonomy are among the skills most commonly required in a company, you must ensure that you highlight the specific soft skills expected for the position in question. To do this, compare the behavioural skills that you have identified during your self-assessment with the qualities that promote performance in the position you are targeting. Be careful, however, to mention only the soft skills that you really possess, otherwise the recruiter may find you unmasked.

For example, an accountant who is able to highlight his or her ability to be proactive by explaining that he or she is capable of analysing and solving a problem when he or she detects it will have a better chance of attracting the recruiter’s attention than someone else. In the same way, an IS Project Manager in charge of implementing new software in a company will be able to promote himself by highlighting his soft skills related to communication. To do this, he or she can explain that he or she must communicate with the company’s various departments on a daily basis, demonstrate an analytical mind and, above all, negotiating skills in order to successfully complete the project.

In addition to the suitability of your behavioural skills for the position, the recruiter will also test your personality to see if it matches your future manager, the team and more generally the company’s culture. So before the interview, don’t forget to find out about the company!

Source : https://www.dogfinance.com/fr/news/entretien-embauche-comment-mettre-en-avant-ses-soft-skills

23Nov

ESG investment flourishes in infrastructure funds

Investors’ growing interest in the environmental, social and governance (ESG) aspects of investments is perfectly matched by their enthusiasm for infrastructure. ESG is the alpha and omega of infrastructure,” exclaims Charles Dupont, Head of Infrastructure Finance at Schroders. In essence, we finance assets that demonstrate a strong social utility. Our business is based precisely on an analysis of the balance between economic profitability and social interest. ESG aspects are the primary source of risk,” he points out. Proof that green finance and infrastructure go hand in hand is the fact that half of the 34 funds with the Greenfin state label are infrastructure funds (debt or equity).

At a time when the climate emergency is making the headlines, this concern is prompting us to take a fresh look at certain assets. Digitalization and de-carbonization of the economy are two strong trends,” says Harold d’Hauteville, head of infrastructure at DWS. Some time ago, we looked at a port asset whose activity was largely based on the transport of coal to power plants in Germany. We preferred not to do so. Conversely, data centers powered by clean energy can be interesting assets.”

Increasingly diverse assets

The growth of the market is allowing for increasingly targeted strategies. “We are initiating niche strategies where our expertise and commitment sets us apart from traditional players,” summarizes Johnny El Hachem, managing director of Edmond de Rothschild Private Equity. One example is the PEARL Infrastructure Capital fund, which focuses on water, waste management and renewable energy, with the ambition of promoting the circular economy.

The diversity of assets and their rapid evolution requires the use of more and more different expertise. This market is shifting from a system of fixed tariffs guaranteed by governments to over-the-counter energy sales contracts, which makes credit analysis more complex,” explains Philippe Garrel, head of the RE infrastructure funds at Acofi Gestion. And the assets themselves are also becoming more complex, with energy storage complementing traditional wind and solar projects. This complexity is also a source of barriers to entry for the managers of these very special assets.

Emmanuel Schafroth    

Source : https://www.lesechos.fr/finance-marches/gestion-actifs/linvestissement-esg-sepanouit-dans-les-fonds-infrastructures-1140078

18Oct

9 HR JOBS IN NGOS: HOW TO APPLY?

NGOs often have a lot of staff. Large NGOs may have hundreds or even thousands of staff. An NGO’s human resources department is an essential part of effectively managing these staff. There is a wide range of jobs in the NGO sector for qualified human resources professionals. There are also entry-level positions for people who want to start a career in human resources in NGOs.

If you’re interested in working in human resources at an NGO, be sure to read our guide to the most common HR jobs. We’ve also included a section for each role on the experience and qualifications often needed to apply.

HR Manager

The HR Manager oversees all HR processes within an NGO mission. If working at the headquarters level, the HR Manager is likely to oversee a certain department or the NGO’s HR work in a number of country offices.

The job of the HR Manager in an NGO is to ensure the effective implementation of HR processes. This includes recruiting, managing staff, developing guidelines and tools, and coordinating with other teams. The HR Manager will oversee the HR team and often manage HR Officers and recruiters.

How to Apply

If you are interested in becoming an HR Manager in an NGO, we suggest you complete a formal qualification in Human Resources. As a management position, you will also need experience working in HR. Previous experience in an NGO would be an asset, but experience in the private and public sector may also be beneficial.

HR Officer

In an NGO, the HR Officer is the primary mid-level position within the human resources department. They are responsible for the day-to-day management of the NGO’s human resources procedures. This includes developing guidelines, assisting with recruitments, onboarding staff and entering monthly payroll.

The HR Officer often reports to the Human Resources Manager or Human Resources Coordinator. In smaller NGOs, the HR and finance teams may be combined into an administration team. In these cases, the HR Officer usually reports to the Administrative Coordinator. The HR Officer will provide line management for the HR assistants.

How to apply

To become an HR Officer in an NGO, you need between one and three years of professional experience. Previous experience in an HR position in an NGO would be an advantage, but relevant experience in the private and public sectors is often also considered. A formal qualification, such as a Bachelor’s or Master’s degree, in human resources would also be an asset.

Recruiter

Large NGOs have hundreds, sometimes thousands, of employees. Managing the turnover of this number of staff requires a significant amount of recruitment. Some NGOs have the dedicated role of Recruiter. This position is responsible for managing the hiring of new employees and ensuring their effective integration.

In an NGO, the Recruiter is often managed by the HR Manager. Their role is to oversee the entire recruitment process, from validating job descriptions and vacancies, to signing contracts for new employees and coordinating their onboarding.

How to apply

NGOs look for individuals with a proven track record of hiring staff when employing a recruiter. While previous experience in the NGO sector is an asset, this is certainly a role where private or public sector experience is also very valuable.

Talent Manager

The NGO sector has become increasingly professionalized over the past decades. As a result, some aspects of private sector HR are beginning to be used within NGOs. Talent managers in NGOs are responsible for recruiting senior staff and retaining talented staff. They also develop strategies to foster internal mobility within the NGO so that staff can develop their skills and grow in their careers.

Only large NGOs will have a Talent Manager on their HR team. The Talent Manager is often managed directly by the HR Coordinator or the Director of the Human Resources Department.

How to apply

If you are looking for a job as a Talent Manager in an NGO, you will need a proven track record of hiring senior staff and retaining talented staff within an organization. Many NGOs will look favorably on both private and public sector experience when recruiting for talent manager positions.

Administrative Coordinator

In some NGOs, usually smaller ones, the finance and human resources teams are combined into one administrative team. This team is managed by the administrative coordinator. The job of the administrative coordinator is to oversee the finance and HR functions of an NGO’s mission. They have ultimate responsibility for both areas.

As the senior HR position within an NGO, the administrative coordinator manages the HR staff. Often, they will provide line management to the HR manager and staff. The administrative coordinator will typically report to the head of mission. An important part of the Administrative Coordinator’s job is to ensure that HR processes are effectively implemented across all PVO programs.

How to Apply

To become an administrative coordinator in an NGO, you must have a solid understanding of finance and human resources management. Previous experience in HR roles would certainly be an asset. You will often need five or more years of experience to become an administrative coordinator. A formal qualification in finance or HR would also be beneficial.

Human Resources Coordinator

In most NGOs, the human resources coordinator is the most senior position on the human resources team. They have the ultimate responsibility for ensuring the effective implementation of HR processes. In most NGOs, the HR Coordinator is based in a country office and is responsible for HR management throughout the mission.

As the senior HR position, the HR Coordinator reports to the Country Director. They also manage the HR team, often reporting directly to HR managers and supervising HR assistants and recruiters. In most NGOs, the HR Coordinator will also report indirectly to HR Advisors at headquarters.

How to Apply

If you are interested in working as an HR coordinator for an NGO, you need several years of relevant work experience. NGOs usually look for previous experience in HR management positions within the NGO sector when recruiting HR coordinators. A formal degree or qualification in HR would also be an asset.

Administrative Officer

In the NGO sector, the administrative office role is the mid-level position within the administrative team. The administrative officer covers a range of bureaucratic and human resources tasks. Their role is to ensure the smooth running of the administration of an NGO. The administrative officer is managed by the administrative coordinator.

Many NGOs combine human resources with administration because the two functions overlap to some extent. In small NGOs, the administrator may cover all human resources work. In larger NGOs, the administrative manager may work alongside the human resources manager.

How to Apply

If you are looking for a position that covers both administration and human resources, consider applying for administrator positions with NGOs. As a mid-level position, you will need two to three years of work experience to get a job as an administrator.

HR Assistant

The HR assistant position is the entry-level position in an NGO’s human resources team. The HR assistant is responsible for the day-to-day management of the HR department. Their duties often include writing documents, arranging travel, issuing contracts, and providing assistants to the entire HR team.

The HR assistant is usually managed by the HR manager. They also often provide assistance to other departments regarding travel or HR administration. In some NGOs, HR assistants or similar roles are offered as internships.

How to apply

If you are interested in working in human resources for an NGO and are at the beginning of your career, apply for HR assistant jobs. You need a degree in human resource management if you want to enter the NGO sector as an HR assistant. A relevant internship can also help you land the job.

Administrative Assistant

In the NGO sector, the administrative assistant is the entry-level position on the administrative team. They often cover a range of HR tasks. Smaller NGOs may have the administrative assistant oversee the majority of the day-to-day HR work. In larger NGOs, the administrative assistant’s role covers both administration and human resources.

The administrative assistant may report to the administrative officer or the human resources officer. The administrative assistant role is in many ways similar to the HR assistant position, but with a greater focus on the day-to-day administration within the NGO.

How to Apply

Getting a job as an administrative assistant can be a fantastic way to start a career in the NGO sector. You will often need a relevant degree, but completing an internship will also give you an advantage. However, some NGOs will accept people who are simply willing and dedicated in administrative assistant roles.

Source : https://www.pageshumanitaires.com/devenez-humanitaire/9-emplois-rh-dans-les-ong-et-ce-dont-vous-avez-besoin-pour-postuler?_scpsug=crawled,10004551,fr_093110c2f2c1e10224d8ab307d4e9d93515fbd3de7d4769e9e6f1b02f27e82d4#_scpsug=crawled,10004551,fr_093110c2f2c1e10224d8ab307d4e9d93515fbd3de7d4769e9e6f1b02f27e82d4

24Aug

Human resources: the “great resignation” of talent

Monday: telecommuting. Tuesday: office. Wednesday: coworking. Such a schedule would have seemed inconceivable just a few years ago, but hybrid work has now become the norm. But its rise corresponds to a more worrying phenomenon for companies, that of the “Great Resignation”, i.e. a strong increase in resignations. How do you counter this phenomenon and re-engage employees?

A recent Gartner survey (2021) indicates that 39% of employees are likely to quit if their company insists on a “return to the office.” 55% of employees say that their ability to work flexibly will impact their decision on whether or not to stay with their employer. Among employees who currently work remotely or in a hybrid arrangement, 75% say their expectations for work flexibility have increased. Only 4% say they would prefer to work in the office full-time.
While all telecommuting makes most employers cringe, “remote” is an essential component of hybrid work practiced by many companies.

On a day-to-day basis, teams find themselves split up. A manager may only see his team a few days a week, and a new recruit will only meet his new colleagues very occasionally. A practice that necessarily impacts team spirit, the feeling of belonging to the company, but also the way of thinking about one’s career.

Hybrid work and resignation: out of sight, out of mind?

The Great Resignation is raging. This phenomenon began in the United States in the summer of 2020, when millions of Americans who were dissatisfied with their jobs or their pay quit. Today, the movement is affecting many countries, putting certain sectors in a bind. In France, all professions and markets seem to be impacted. The cause, in particular, is the loss of individual and collective meaning. This is precisely why companies must learn to combine hybrid work with a corporate project. The office must once again become the place where the organization’s culture is expressed, and a space for socialization. These two facets, corporate project and group life, are, more than ever, key elements in talent retention.

Companies must actively enable their employees to renew a strong relationship with them and with each other. Social interaction and the ability to put one’s individual contribution into the context of a corporate mission would allow employees to put meaning back into their work, and thereby influence their productivity. In fact, numerous research studies now show that the feeling of belonging to a community has a positive impact on the latter.

To give meaning back, companies must also give employees a voice. Whether it’s giving employees the flexibility to choose how to organize their work week, or even where they can work: you need to involve talent to get them on board – sustainably. It’s also a way to give substance to the company’s culture.

Make the office a unique (work) place

Moreover, most companies still have a key asset to retain their employees: their workspaces! No, the office is not dead. But it must reinvent itself. Studies show that it’s not the “fun bonuses” (juice bar, foosball, etc.) that make it valuable, but rather… serendipity, collaboration and informal social interactions.

For example, employees may miss impromptu exchanges, chance meetings, and impromptu brainstorming. Elements that are difficult to reproduce remotely…

To sum up, the Great Resignation is the strong signal of a quest for meaning and a questioning of the organization of work for a new project centered on the human. In the past, this human dimension was achieved by building relationships with colleagues on a daily basis in the office. Today, one of the challenges for companies is to revive this life. To make people want to go back to the office after months of isolation and disintegration of the common sense. A virtuous circle which, in order to work at full speed, must be implemented as soon as possible.

Source: https://www.lesechos.fr/idees-debats/cercle/opinion-non-la-grande-demission-des-talents-nest-pas-une-fatalite-1387869

19Jul

Working around the world: countries that offer the digital nomad visa

The telecommuting imposed during the pandemic has completely changed the work dynamic. An explosion of digital nomads, those remote workers who take advantage of the opportunity to travel, has taken place in 2020. According to a report published in March 2021 by The Adventure Travel, there was already a 20% increase between 2019 and 2020.

The digital nomad concept is one of win-win, where everyone benefits. For countries that have chosen to adapt their conditions of entry and work on their territory, it is a real opportunity to inject cash into their economy. As for digital nomads, freed from the office enclave, they will be able to enjoy the most beautiful landscapes from Mexican beaches to Dubai’s skyscrapers.

> List of countries offering a visa for digital nomads

Africa: Cape Verde, Mauritius and Seychelles
Europe: Croatia, Czech Republic, Estonia, Germany, Italy, Iceland, Georgia, Greece, Malta, Norway, Portugal, Romania
Asia: Indonesia, Thailand, United Arab Emirates
America: Anguilla, Antigua and Barbuda, Argentina, Bahamas, Barbados, Bermuda, Brazil, Colombia, Costa Rica, Curacao, Dominica, Cayman Islands, Mexico
Oceania: Australia

Source : https://www.francaisaletranger.fr/

23Jun

The future of fintech in Africa

The rise of digitalization on the African continent is one of the main factors behind the increase in financial inclusion.

Long perceived as the bank of the underprivileged, microfinance has historically targeted a large clientele excluded from traditional financing channels. Today, the reality of microfinance is that it is a mature market, conducive to the emergence of credible financial institutions alongside traditional players, particularly in Africa.

A sector in full transformation

The microfinance ecosystem today is very different from what it was in its early days and holds significant potential for growth and innovation. Indeed, the total outstanding amount of African Microfinance Institutes (MFIs) has grown by 56% since 2012 and a 46% increase in the number of borrowers over the same period in 2018 (Microfinance Barometer 2019, Convergences). In this context, MFIs are now at a key stage of their development, and find themselves facing the same issues as banking institutions: the need to optimize their business processes, find commercial differentiation strategies, meet the challenges of digitization of work methods… Like traditional banks, they are looking for continuous improvement of their productivity and face technological challenges. However, some of these challenges are unique to them. Indeed, the specific characteristics of microfinance, such as its alternative distribution networks, its clientele, etc. require technological solutions adapted to the reality of the field. The future of microfinance is based on a strategy of refocusing on the client and can only be built on the basis of innovative technological partnerships that enable a greater diversity of services to be offered while limiting risks and reinforcing the security of operations. For technology players, this is an area that promises to develop rapidly and promisingly.

Fintechs: opportunities to seize

The rise of digitalization on the African continent is one of the main factors behind the increase in financial inclusion. In sub-Saharan Africa, for example, 42.6% of the adult population had an account in 2017 compared to only 23.2% in 2011 (Source: Global Findex 2017). A trend observed over the past 10 years that continues and represents a unique opportunity. Yet, the microfinance sector is a fertile ground for experimentation. More flexible, pragmatic and often subject to lighter regulatory constraints, MFIs are generally more agile than the traditional banking sector. Their appetite for digital is a great opportunity for experimentation that will allow new solutions to emerge.

In fact, it is likely that the process of technological diffusion will be reversed in the future: MFIs will no longer be content to follow in the wake of banks, but will be the laboratories for technological advances and the creation of innovative solutions that will then benefit traditional banks. These are all issues that fintechs would benefit from taking on, especially since the technological maturity of microfinance is still in the “completion” phase, which has yet to develop. However, due to their history and implementation, fintechs have a place to take as true strategic partners to support the development of these institutions.

In Africa, microfinance has a strong potential for growth and development in terms of diversified digital solutions. Relying on MFIs would allow fintechs to consolidate their achievements in countries where they are already active, while reaching out to new customers. As microfinance is in essence a vector of positive values (social promotion, solidarity, economic development, etc.), it represents a differentiating factor for fintechs compared to the competition, while also providing a motivating environment for their employees.

Source : https://www.journaldunet.com/economie/finance/1502531-microfinance-et-l-avenir-des-fintechs-en-afrique/