How to Succeed in Talent Management in Africa in 2024?

Navigating the Unavoidable Labor Shortage

According to forecasts from the Quebec Ministry of Labor, Employment, and Social Solidarity, over 1.4 million positions are expected to remain vacant in the province by 2026. A similar reality is unfolding across the African continent, posing a significant challenge for employers: meeting human resource needs despite limited availability. This long-term perspective demands a thoughtful approach, uniquely tailored to African realities.

A promising strategy involves optimizing operational efficiency. Automating repetitive tasks, developing employee skills, and recognizing underutilized skills within the team are measures to consider. Technologies such as artificial intelligence and robotics can be leveraged to enhance efficiency, while accounting for local specificities. This approach not only helps achieve more with fewer resources but also enhances employee engagement by offering more autonomy, recognition, and growth opportunities.

Combatting Talent Attrition

While recruitment efforts continue, talent retention is of paramount importance in the African context. In an environment where resources are scarce, losing team members is a luxury few companies can afford.

To retain employees, it’s crucial to rethink offered benefits and working conditions. By aligning salaries with the market, offering improved retirement plans and flexible leave options, you can encourage loyalty. A strong corporate culture also plays a vital role in employee satisfaction. Transparent management, professional development opportunities, work-life balance, and an inclusive and collaborative culture are essential elements for maintaining an engaged team.

Overcoming Disengagement and Resistance to Change

In an environment where engagement is a valuable asset, addressing disengagement and resistance to change is crucial. The pandemic has exacerbated these challenges, requiring a response tailored to the African context.

To boost engagement, focus on a motivating corporate culture that highlights employees’ skills. Encourage their participation in company decisions through collaborative platforms or cross-functional committees. Listen to their concerns, value their suggestions, and maintain strong bonds to strengthen team unity.

Maximizing “Boomerang” Talent Opportunities

In Africa, the concept of “boomerang employees” is gaining traction. In a competitive market, it’s time to reconsider these opportunities. Rehiring former employees can expedite the recruitment process and bring new skills to the team.

Before welcoming a former employee, understand their motivations and openly share developments that occurred during their absence. Also, anticipate future departures and encourage the preservation of professional connections, which may potentially lead to new talent.

Strengthening Employer Brand Beyond Appearances

In the African context, employer branding plays a pivotal role. A positive reputation attracts quality talent and fosters employee loyalty. Investing in a high-performing, well-being-focused corporate culture is a powerful way to attract and retain talent.

Focus on the values that define your organization and create a healthy and fulfilling work environment. Your company’s reputation plays a decisive role in recruitment and retention, as candidates are drawn to employers who share their values.

Fully Integrating Digital Transformation in Talent Management

Digital transformation is a major lever for addressing African talent challenges. Digital tools, such as artificial intelligence and applicant tracking systems, can streamline the recruitment process and provide valuable real-time data. However, a successful transition requires meticulous planning, accounting for local needs and African market specifics.

Redefining the Role of Managers

The role of managers in Africa is evolving toward a more humane and collaborative approach. They must act as coaches, attuned to their team members’ needs. Developing human management and communication skills is essential. Free managers from administrative tasks and encourage them to be inspiring leaders within the team.

Emphasizing Skills Development in the Employee Journey

In Africa, skills development is crucial for enhancing employee experience and organizational efficiency. Invest in diverse and adaptable training methods. Foster internal mobility and transfer knowledge to ensure continuity.

Promoting Equity, Diversity, and Inclusion

By promoting equity, diversity, and inclusion, African companies create positive and high-performing work environments. This requires a strategy aligned with the organization’s values and involvement at all hierarchical levels. Strengthening these initiatives contributes to attracting, retaining, and advancing diverse talents.

In summary, the talent management challenges in Africa in 2024 demand approaches tailored to the region’s specifics. By investing in operational efficiency, retention, digital transformation, skills development, and equity, companies can build strong and high-performing teams for the future.


The Executive Leadership Skills in High Demand in Africa in 2024

Africa is undergoing significant economic transformation, offering a fertile ground for ambitious executive leaders. In 2024, the African professional landscape is rapidly evolving, demanding exceptional leaders equipped with specific skills to tackle the challenges of tomorrow. In this article, we will delve deep into the most sought-after skills for executive leaders in Africa in 2024. Whether you are a seasoned senior executive or an emerging leader, understanding these skills is essential for your success on this burgeoning continent.

Visionary Leadership

Executive leaders in Africa in 2024 must be capable of conceiving and communicating a long-term vision. Companies are seeking leaders who can inspire and guide their teams toward a prosperous future while navigating a complex business environment.

Agility and Adaptability

Agility is essential in an ever-evolving business environment. Executive leaders must adapt rapidly to changes and innovate to remain competitive in the dynamic African market.

Diverse Management Skills

Africa is a diverse continent, both culturally and economically. Executive leaders need diverse management skills to harness this cultural and economic richness, promoting an inclusive workforce and developing strategies tailored to different markets.

Artificial Intelligence and Technology

Executive leaders in Africa must be at the forefront of technology. Proficiency in artificial intelligence, blockchain, data analysis, and other advanced technologies is crucial for business growth in the region.

Ethical Leadership and Social Responsibility

African businesses are increasingly aware of their social and environmental impact. Executive leaders must be ethical, responsible leaders engaged in sustainable development initiatives.

Crisis Management Skills

Africa may face unforeseeable challenges such as health, political, or economic crises. Executive leaders must effectively manage crises, make tough decisions, and protect their businesses’ stability.

Excellent Communication Skills

Effective communication is essential for leading businesses in Africa, where cultural diversity is the norm. Executive leaders must communicate with clarity, understand the needs of various stakeholders, and negotiate successfully in multicultural contexts.

Being an executive leader in Africa in 2024 is an exciting yet demanding opportunity. The most sought-after skills are evolving to meet the needs of a rapidly expanding continent. To succeed, leaders must be visionary, agile, diverse, technologically savvy, ethical, and capable of handling crisis situations. Effective communication and an understanding of cultural diversity are essential skills. By cultivating these skills, executive leaders can be at the forefront of leadership in Africa, contributing to the sustainable development and prosperity of this dynamic continent.


Alarm Call of HR Managers and CEOs in the Face of Increasing Talent Loss. What are the Solutions?

In the dynamic business landscape of Africa, talent management stands out as a crucial challenge. Human Resources Directors (HR) and CEOs invest time and energy in developing local talents but often find themselves defenseless against the departure of these skills to other horizons. This phenomenon, sometimes referred to as the “talent drain,” requires thorough reflection and solutions tailored to the African context.

Trained Treasures, Lost Treasures

Investments in training are not enough

African companies significantly invest in the training and development of their internal talents. However, many witness, perplexed, the migration of these skills to other, often more established, markets. It is time to rethink our strategies to prevent our investments from evaporating.

Root Causes of the Exodus

The search for new challenges, dissatisfaction with corporate culture, or even uncompetitive compensation can explain the talent drain. However, the key often lies in the implementation of robust retention strategies.

Facing the Puzzle: Some Adapted Solutions

Strengthen Cohesion through an Engaging Corporate Culture

African companies face a cultural transformation imperative to foster a more inclusive and inspiring work environment. Similar to the Japanese management model, which emphasizes proximity between leaders and employees, African leaders must adopt a more accessible and open approach.

Creating a corporate culture rooted in African values goes beyond inspirational speeches; it requires a profound revision of management practices. Leaders must be visible and accessible, establishing a direct connection with employees at all levels of the organization. This accessibility reinforces the sense of belonging and encourages transparent communication.

Similar to the Japanese model, where leaders are often present in the field, African leaders should engage more with their teams. Idea-sharing sessions, informal meetings, and open communication contribute to breaking hierarchical barriers, creating an environment where each employee feels heard and valued.

The openness of African leaders should also manifest in decision-making. Involving employees in the decision-making process, gathering their opinions, and integrating their ideas promote a sense of engagement and collective responsibility. This collaborative leadership model, inspired by Japan, helps build a common vision where each individual feels invested in the overall success of the company.

By embracing this approach, African companies can not only create a corporate culture rich in shared values but also strengthen employee loyalty and engagement. This open and accessible management model contributes to forging a solid organizational identity, conducive to talent retention and sustainable growth. Ultimately, fostering proximity and openness is how African leaders can truly guide their teams towards common success.

Offering Local and Regional Evolution Perspectives

African talents, especially Generation Z, seek challenging opportunities and mobility across the continent. Companies need to adapt their career development programs to meet these aspirations.

Transparent Evolution Paths: Career plans should be clear, showing progression steps within the company.

Intra-African Mobility: Encouraging mobility between African countries provides exploration opportunities and enriches skills.

Mentorship and Coaching: Integrating mentor relationships helps talents overcome challenges and promotes personal and professional growth.

Valuing Local Contribution: Highlighting the local impact of work reinforces a sense of belonging.

By adapting these programs, companies can attract and retain exceptional talents, creating a flourishing professional environment for Generation Z in Africa.

Reassessing Compensation Policies in an African Context

In a complex African economic context, talent retention requires a creative approach to compensation. Companies must remain competitive while considering economic realities.

Prudent Salary Competitiveness: Maintaining salary competitiveness by intelligently adjusting to the cost of living.

Creativity in Compensation: Exploring innovative compensation methods such as performance-related bonuses, non-monetary benefits, and professional development opportunities.

  • Equitable Remuneration: Establishing fair salary structures, considering individual contributions.
  • Adapted Benefits: Offering social benefits aligned with economic reality, such as health insurance or financial well-being programs.
  • Transparent Communication: Clearly communicating the compensation policy, explaining its consideration of economic conditions.
  • Financial Flexibility: Providing flexible options, such as remote work, to help employees manage their budgets.

By balancing financial competitiveness and understanding economic realities, companies contribute to talent retention and the creation of a resilient professional environment. By investing in employee financial well-being, they strengthen the employee-company bond and promote long-term stability.

Continuing to Invest in Ongoing Training with Local Content

Maintaining talent competitiveness in Africa requires a proactive strategy centered on ongoing training, rooted in relevant local content. Companies must recognize that the professional growth of employees must align with the specificities of the African market.

Assessment of Needs: Companies must conduct regular assessments to understand developments in the African market and the required skills. This ensures that ongoing training remains in line with changing sector requirements.

Local Partnerships: Collaborating with educational institutions and local experts allows the integration of specific African perspectives into training programs. These partnerships also promote knowledge exchange and the development of a local network.

Strengthening Local Skills: Ongoing training should focus on strengthening local skills, promoting the growth of talents from local communities.

Innovation and Adaptability: Encouraging innovation and adaptability in training programs allows employees to develop skills aligned with emerging opportunities in the African market.

Reducing Unemployment: Effective training programs contribute to reducing unemployment by improving the relevance of workers’ skills in the local and international markets, especially with the opportunities offered by remote work.

By investing in ongoing training with local content, companies contribute not only to the individual growth of their employees but also to the overall economic development of Africa. This approach ensures that local talents remain relevant, competitive, and ready to face the specific challenges of the continent. Ultimately, by investing in education and the development of local skills, companies shape a prosperous future for Africa.

Conclusion: Let’s Value Our Human Wealth

The talent exodus can be transformed into an opportunity for local growth. African companies must take a proactive approach, rethink their talent management strategies, and invest in solutions that consider the continent’s specificities. By creating an environment where talents feel at home, offering concrete career development perspectives, and recognizing the value of each employee, African companies can not only retain their human treasures but also nurture sustainable growth. It is time to move from concern to action, transforming our human wealth into an invaluable asset for Africa.


African managers: optimize year-end performance reviews with systems adapted to Africa!

Dear African Leaders and Entrepreneurs of all Sizes,

As the year draws to a close, it’s the perfect time to reflect, celebrate achievements, and set the course for a promising future. In the African entrepreneurial landscape, optimizing performance through relevant evaluation systems is a key to success. Regardless of the size of your enterprise, this initiative can pave the way for sustainable growth and shared prosperity.

1. Annual review: a valued Tradition

At the heart of every African enterprise, the annual review offers a precious opportunity for introspection. It’s the moment when we honor successes, identify lessons learned, and build bridges toward the future.

2. Evaluation systems tailored to african Diversity: an unavoidable imperative

2.1 Cultural Inclusivity: In the rich tapestry of African culture, the establishment of inclusive evaluation systems is crucial. Let’s value and celebrate the cultural diversity that characterizes our teams, integrating mechanisms that recognize different contributions.

2.2 Market Contextualization: Understanding local markets is a key to success. Evaluation systems must adjust to the specific realities of each sector, reflecting our commitment to growth rooted in our lands.

3. Constructive feedback: building Excellence together

3.1 Open dialogue: Encourage open dialogue between leaders and employees. Constructive feedback builds trust and fosters a culture of continuous improvement, a crucial element for all businesses, large or small.

3.2 Deserved recognition: The year-end is an opportunity to recognize and celebrate exceptional efforts. Whether in large corporations or startups, well-deserved recognition is a powerful motivator.

4. Strategic planning for a flourishing Future

4.1 Local and attainable objectives: define clear objectives, in harmony with local realities. Whether a large corporation or a startup, establish a realistic trajectory for the coming year.

4.2 Localized professional development: Encourage professional development by aligning skills with the needs of the African market. It’s a strategic approach for all businesses seeking to thrive in our dynamic environment.

5. Integration of Technological Solutions: innovation accessible to all

5.1 Accessible digital platforms: Technology can be a powerful lever for all businesses. Simplify the evaluation process with digital platforms, making these tools accessible even to smaller-sized enterprises.

5.2 Connectivity for all: Ensure that every member of your team, regardless of the size of your business, has easy access to evaluation tools. Connectivity facilitates engagement and active participation.

Conclusion: A call to shared Excellence

At the end of this year, let every African business, regardless of size, be a beacon of excellence. Relevant and context-adapted evaluation systems are the key to a flourishing future. Together, let’s create businesses that thrive, innovate, and contribute to the dynamic evolution of our continent.

Here’s to shared prosperity and a radiant future!


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


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


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


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/


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


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



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.


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


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