EXTERNAL FACTORS

Difficult
Retention of
Volunteers - COMPLEXITY OF BUSINESS
FLUCTUATING DEMAND TOUGH, HYPER COMPETITION LEGISLATIVE RAPID TECHNOLOGICAL ADVANCES
BHUMI NGO ENVIRONMENT
their volunteers engaged in the procedure to acquire volunteers certain level of commitment step
projects K- The working hours are not I- The policy dictating the rules for K- The leadership and senior
ER CT AT BI OC

K - Lack of detailed process design

AD RU IC PA PR

SH UR IO LIT ES
IP E N Y S

incompetentK- awareness programs Volunteers.in the joining kit so

K-the the policiesvolunteers;
recruiting formulatedpaid/unpaid
by the
Need of having a more and poor execution of current mentioned team doesn'tdo
Management recogise
not feelthe
theneed
needto
to
LE ST NT CA
INTERNAL

government which restricts the

RIGIDITY

K - Inferior volunteer attraction authentication

Volunteers procedure
are not aware ofbefore
the their
createtenure at bhumistructure for
a standardized
very simple process where people onboarding volunteers and employees NGOs activites K- The
CO UT
HE
A

by paying regular compensation are registered daily high attrition and equipments eg smartboards.
K- Improper use of funds leaves no donations K- Bhumi
K- does not have
The organisation anable
is not organised
to brackets organisation
K- This leads is
tovery
poortraditional
engagementin
ST

worked
K- Leadsfor just a couple
to improper months
records and
rectify
reservesthe current
left problems
for volunteer K- The organisational orgsnisation fails to
correctly identify theidentify simplistic K- Sub-optimal utilization of funds on
lack of aincentives, of volunteers and a dull image in
K- No leaders are not recieving relavant heirarchy will ensure a better
Sno Knowledge Gap Knowledge Capability What Why When Where Who How

Giving responsibility,
I- Demand exists but Bhumi lacks a defined process Clear defined
autonomy and authority
in place to keep their volunteers engaged in the K- Need of having a more defined and engaging volunteer hiring Reduce volunteer Physical On-site offices Cluster Lead, Human to individuals. By logging
1 process. Keep them On Project Demand
projects project work is not recognised by the NGO engaged in different turnover. and online application Resources Manager their reports daily and
getting rewarded
projects.
accordingly
I - Lengthy and complicated procedure to acquire Shorter and efficient Ambassadors and
2 volunteers K - Need a more detailed process design and Need for detailed
method to acquire
During inviting Over Mass Mails and on Presidents to
establishing & on google
I- Smoother, explicitly mention of certain no. of K- Theexecution
better working hours should be
of innovative mentioned
process in
design process design volunteers to apply their website volunteers,
appoint campus attendance log
structure/ time- table To have quantifiable
volunteers communicating
based onawhich
clear
3 hours which asks for a certain level of commitment the joining kit so the volunteers know how much to be sent every week, working hours
Weekly Via mails and whatsapp according to sheets,
time is to be given convenience and certificates can be
Volunteer Leader
K- The leadership and senior team should During recruitment and Human Maintain an online data
I-Registration is in person, or online , there is no Lack of seriousness For a better and safe On volunteer data
4
verification step recogise the need to upgrade to a better and by the leaders verification process
process and update
sheet online
Resource Manager sheet with ID
more efficient process every half yearly to oversee the verification evidence
process

Greater presence on By forming a special

As soon as possible so team within the
I - Limited volunteer reach due to incompetent social media and To be able to increase that more people apply On the website and on Social Media
5 awareness programs K - shift to better volunteer attraction methods increasing the reach the popularity of the Managers and
marketing department
and retention policies of the existing NGO during the next social media Marketers of Bhumi which focuses solely on
recruitment season the social media image
website and reach of Bhumi

Create experience
repository on social
Volunteer turnover During the media and offline
I- Better experience offered by the competitors high as they're Authorities' lax Social Media
K-Volunteers to be made aware of the benefits of unaware of benefits attitude in spreading registrations, due to
While working on platforms to increase
6 drive away Bhumi's Volunteers. Managers and
long term commitment even if it is not consistent or impact created by awareness lack of media projects, half way
Marketers of Bhumi
and showcase the
them promotions benefits offered by
Bhumni to the
volunteers.
some experienced to create a stable and The board members outsource the procedure
K- defined long term paid employee and not major projects
7 - Leadership individuals need to be developing on an immediate basis or trustees of the to an agency to recruit
volunteer to maintain constant or stability in org hired by the ngo environment underway or are about ngo such individuals
K- Senior Management should feel the need to this needs to be done
I- Lack of Technology used in any process, No create a standardized structure for all volunteers to eliminate the
two step Verification or cross checking across India, so volunteers know what to expect. Technological loopholes and make By hiring a freelancer to
changes need to be Pan-India,one The senior
8 regarding volunteer information, and less The organisation is very traditional in its made in selection and the process smoother on an immediate basis universal system leadership create a new portal and
track of the work they do during their tenure at functions and therefore needs to become wiling and standardized, and all round system
recruitment process
bhumi to modify the current systems of working which also to keep track of
has alot of loopholes. work progress easily

there have been By hiring a freelancer to

a new system needs instances of the create a new portal and
The board members
9
I - Complex acceptance method of donations K- change to proper records and effective to be created, as the money from Pan-India,one all round system as for
on a priority basis or trustees of the
compensation plans. only means to accept donations not universal system ngo the authentication
donations for the ngo reaching the ngo, to portal, and tying up with
avoid such frauds a payment gateway

if volunters and other

potential volunteers Posting regular updates
I - Limited volunteer reach due to incompetent ngo needs to work know the extent of the and video snippets, and
10 awareness programs K - shift to superior volunteer attraction methods more on its media impact their work
gradually increasing online media, print creating a position
testimonials from the
and retention policies coverage has, they are more
coverage media, bhumi website of a media handler
people impacted by the
likely to stay on work Bhumi does.
longer
SUMMARY AND SOLUTION:
Due to the lack of a proper fund collection system embezzlement was prevalent leading to lack
TECHNOLOGY

as BHIM, PayTM, Google Pay,

PhonePay, Rupay and all bank apps
Tie up with Oracle HCM Cloud to
have an integrated system with one
common database all over India for
effective payroll management
Have a common payment gateway
for all online transactions
TION:
oper fund collection system embezzlement was prevalent leading to lack of funds due to which volunteers were not pa
OPERATIONAL CHANGES TO PROCESS MANAGEMENT ACTIONS

account as well as the database that helps them make a that look over the designing and
budget and allocate funds in a systematic and timely implementing the fund collection and

The middle level employess who go for field work
have viewing access to the site and are trained to
assist the donors
Compensation plans are designed on the basis of cities
(i.e Tier1, Tier2 and Tier3) and type of project the
volunteers are assigned to.
Rolling out a 2-day workshops in
batches that train volunteers and field
workers to familiarise them with the
new technology.
(ABC Consultants) that will help them
ideate new compensation plans that
will help improve volunteers retention
o which volunteers were not paid well for their
WORKING DESCRIPTION OF PROCESS
CAPABILITY:
Volunteers to be made aware of the benefits of long term commitment even if it is no

SUMMARY AND SOLUTION:

Increasing awareness among volunteers and other audiences about the benefits and
belongingness towards Bhumi, and have the feeling that their work matters

TECHNOLOGY
Creating accounts on all social media
platforms :
Facebook, Instagram, Youtube, Twitter
etc

Use these accounts to create an

experience repository on social media
to increase and showcase the benefits
offered by Bhumni to the volunteers.

Analysing insights from all the

accounts
aware of the benefits of long term commitment even if it is not consistent
TION:
among volunteers and other audiences about the benefits and impact of their contribution, so they have a feeling of co
s Bhumi, and have the feeling that their work matters
OPERATIONAL CHANGES TO PROCESS
Each campus ambassdor will be responsible for
approaching their respective institutions and organise
events (such as street plays, flash mobs etc) that would
help attract new talent
The internal content curation team to work along with the
PR agency, and also with the Campus Ambassadors to
keep a record of events being conducted, how much
impact they are creating on the audience, especially the
volunteers
The internal team to actively take volunteer feedback, and
assess their level of engagement. They are also to note if a
certain type of post increases the volunteers' interest and
committment, and report the same to managememt and
PR team
MANAGEMENT ACTIONS
Hiring a local PR team to help them
formulate better marketing strategies
Appointing an internal team to work
on curating content and information
to provide the same to the PR team.
And also to oversee the posts being
shared online along with the
response being recieved
Informing the volunteers about the
new changes being introduced and
encouraging them to stay tuned, to
recieve immediate feedback and
impact of their work
ibution, so they have a feeling of committment and

WORKING DESCRIPTION OF PROCESS

CAPABILITY:
Defined long term paid employee as the leader and not a volunteer

SUMMARY AND SOLUTION:

The current top management needs to outsource the procedure of hiring an agency
direction and stability

TECHNOLOGY

Use of technology like ATS -

Application Tracking System, which
will shorten the search for the right
candidates, saving time and money.
Coursera, Swayam which will
enhance the skills of a team leader
Introduce a log system, where
through the portal itself the leader
can disperse tasks and keep a tab on
its progress.
employee as the leader and not a volunteer

TION:
ement needs to outsource the procedure of hiring an agency to bring in an experienced individual in a leadership capa

OPERATIONAL CHANGES TO PROCESS MANAGEMENT ACTIONS

Begin the process of looking for potential

Headhunting firms which agree to the
conditions and are within the budget of the
company.
Sanitation, Women's welfare etc and set a
year goal which can be measured.
Hiring a headhunting firm
briefing them about their requirements and
why such an individual needs to be hired so
they can screen best candidates
ienced individual in a leadership capacity as the NGO lacks

WORKING DESCRIPTION OF PROCESS

CAPABILITY:
Upgradation of recruitment and retention process under the guidance of leaders and
SUMMARY AND SOLUTION :
The recruitment process does not have a proper flow and documentation process. A
target to achieve and the management is also not actively involved in the workings

TECHNOLOGY

An employee accessible portal must

be made for each employee on which
they can register their achievements
and also see their performance
graphs based on which they will be
receiving their compensation.

These portals must display

individual targets and also the
performance graphs of their fellow
employees working in the same area.

Analysing the performance of the

workers. Also the top management
to have a regular feedback to be
posted on the portal for reference
purposes.
ment and retention process under the guidance of leaders and top management
TION :
ss does not have a proper flow and documentation process. Also the retention is a big issue as the employees don't ha
he management is also not actively involved in the workings of employees.

OPERATIONAL CHANGES TO PROCESS MANAGEMENT ACTIONS

The leaders of the

organisation must follow up
To hire coders to develop a portal centric to on their employees to ensure
management and it's employees. proper functioning and
coordination between
different departments.

The management should

Trainers to be hired to train the employees on how to actively involve themselves in
improving their and
use the portal and different facilities it provides like
leave application, attendance, feedbacks etc. employees performances and
also focus on their career
graphs.

Informing the employees

about the new portal and
The internal team to actively log their progress so that it telling them about its usage
can be mapped objectively with their outputs and the and importance and also
top management to log into to check the same.
encouraging them to use it
efficently.
t

is a big issue as the employees don't have a set

WORKING DESCRIPTION OF PROCESS