As the founder or leader of a small non-governmental organisation in West Africa, you wear many hats. You are the chief fundraiser, the head of programs, the communications director, and often, the reluctant head of Human Resources. In the drive to make an impact, managing people can sometimes feel like a secondary task—a luxury for larger, better-funded organisations.
This is a dangerous misconception. Your team is your single greatest asset. Without a solid approach to hiring, managing, and retaining them, even the most passionate mission can falter due to high turnover, low morale, and burnout. Effective HR for Small NGOs isn’t about creating corporate bureaucracy; it’s about protecting your mission by caring for the people who carry it out.
This practical guide will provide a framework for building and managing a resilient, high-impact team, tailored to the unique realities of our region.
The Unique HR Challenge in West African NGOs
We operate in a unique environment. Our work is fueled by immense passion, but often constrained by tight budgets. We must balance the desire for top talent with financial realities and navigate complex cultural dynamics. A successful approach to HR for Small NGOs acknowledges this context and builds systems that are both professional and people-centric.
Part 1: Hiring Your Dream Team (Without a Big Budget)
Step 1: Define the Role, Not Just the Title
Before you write a job description, forget the title. Instead, write down the top 3-5 outcomes you need this person to achieve in their first year. For example, instead of “Hiring a Communications Officer,” you need someone who can “Increase our social media engagement by 50%” and “Secure three media placements for our annual report.” This outcome-oriented approach attracts problem-solvers, not just task-doers.
Step 2: Look Beyond the Usual Job Boards
While major job boards have their place, the best candidates for NGO work are often found in niche communities.
- NGO-specific platforms: Websites like
MyJobMagorJobberManin Nigeria often have dedicated sections for NGO roles. - Professional Networks: Use LinkedIn to search for people with experience at similar organisations.
- Word-of-Mouth: Tap into your network of partners and fellow non-profit leaders. A recommendation is powerful.
Step 3: The Structured, Mission-Driven Interview
Design your interview questions to test for two things equally: competence and commitment.
- Competence: “Tell me about a time you had to manage a project with a very tight budget. What did you do?”
- Commitment: “What about our mission specifically resonates with you? What do you see as the biggest challenge facing the community we serve?”
Step 4: The Employment Contract is Non-Negotiable
Passion does not replace a contract. A clear, legally sound employment contract protects both the employee and the organisation. It should clearly state the job duties, salary, work hours, duration of employment, and termination clauses. It is crucial to ensure your contracts comply with national labour laws, such as the Nigerian Labour Act, which governs employer-employee relationships.
Part 2: Managing and Retaining Your Staff
Hiring is just the beginning. Keeping your team motivated and effective is the real work.
Onboarding: The First 30 Days are Critical
A new hire’s first month sets the tone for their entire tenure. Don’t just give them a laptop and point them to a desk. Create a simple onboarding plan that includes:
- Clear introductions to all team members.
- A review of the organisation’s history, mission, and key projects.
- Clear instructions on their first few assignments.
Performance Management: More Than Just an Annual Review
In a small, fast-moving NGO, an annual review is too slow. Implement lightweight, regular check-ins. A simple 30-minute conversation every month to discuss progress, challenges, and professional goals is far more effective for managing performance and building morale.
Compensation: Be Fair and Creative
While small NGOs often can’t compete with corporate salaries, you can compete on purpose and culture.
- Be Transparent: Explain your salary structure and its limitations.
- Offer Non-Monetary Benefits: Provide opportunities for professional development (online courses, workshops), offer flexible working hours, and create a supportive, respectful work environment.
A Strong Team is a Fundable Team
Being creative with compensation is crucial when funds are tight. The ultimate solution, however, is to secure better, more consistent funding. Donors are increasingly looking for well-run, sustainable organisations. Having strong HR practices—clear contracts, performance metrics, and a motivated team—is a powerful signal to funders that you are a sound investment. At grantsdatabase.org, we connect professionally managed NGOs with funders who value organisational strength. A strong team, documented through good HR, is a core part of the story you tell in a grant application, a topic we explore further in our proposal writing resources.
Preventing Burnout: A Leader’s Responsibility
Passion can be a double-edged sword, often leading to burnout. As a leader, it’s your job to protect your team.
- Encourage time off and lead by example by taking your own leave.
- Celebrate small wins to keep morale high.
- Ensure workloads are manageable and realistic.
Conclusion
Building a great team is the most important work you will do as an NGO leader. It requires intention, structure, and empathy. By implementing these simple, practical HR strategies, you are not getting lost in paperwork; you are creating a resilient, positive, and high-impact environment where your people—and your mission—can truly thrive.
