SUBMITTED

Professor Dr.

Adjunct Profe

Independent U

Submitted B

Ashik Chowdh

Nafees Hasan
Md Nizam uddi
HR Planning about FRIENSHIP NGO Md Mamun Ho
Nahiduzzaman-

Course ID-HR

Course Tittle-
Policy

Submission
 Abstract
The purpose of this report is to discuss the importance of Human Resource Planning (HRP)
in the context of non-governmental organizations (NGOs). HRP is the process of forecasting
an organization's future human resource needs and developing strategies to meet those needs.
In our report focused on the NGO sector that is FRIENDSHIP, effective HRP is critical to
achieving the organization's mission and goals.

The report begins by providing an overview of the unique challenges and opportunities facing
FRIENDSHIP NGO, such as limited resources, diverse cultural contexts, and the need to
balance financial sustainability with human capital impact in society. These factors make
effective HR planning even more critical for FRIENDSHIP.

Next, we are trying to explore the key steps involved in developing an effective HR plan for
FRIENDSHIP. These steps include conducting a workforce analysis, identifying key areas of
need and opportunity, developing strategies for recruitment, retention, training, and
development, and continuously monitoring and evaluating the HR plan.

We are discussing some of the key tools and techniques that our organization can use to
support effective HR planning. These tools include succession planning, performance
management, and talent development.

We also highlight the importance of continuously monitoring and evaluating the HR plan to
ensure that it remains aligned with the organization's mission and goals. This includes
tracking key metrics such as employee satisfaction, turnover rates, and program outcomes.

Overall, this report demonstrates that effective HR planning is critical to the success of
FRIENDSHIP in achieving its mission and goals. By investing in their workforce and
aligning their HR strategies with their organizational objectives, NGOs can build a strong,
capable, and committed team that is dedicated to achieving meaningful social and
environmental impact.
Table of Contents
Introduction...........................................................................................................................................3
A brief discussion about the organization:.............................................................................................3
How do they manage their total workforce............................................................................................4
Calculate HR demand and supply..........................................................................................................7
What problems they are facing to manage the workforce or plan for the workforce.............................9
Calculate performances by HCIS or how they assess their performance...............................................9
Policies such as job rotation, transfer, recruitment, promotion, retirement, employee separation, etc. 11
Succession Planning............................................................................................................................12
Downsizing..........................................................................................................................................14
Software used for Human resource supply and demand......................................................................16
How did FRIENDSHIP NGO manage their workforce at the time of Covid-19?................................17
Conclusion...........................................................................................................................................20
Recommendation.................................................................................................................................21
Reference.............................................................................................................................................22
Introduction
FRIENDSHIP is a non-governmental organization (NGO) based in Bangladesh that was
founded in 2002 by Runa Khan, a Bangladeshi social entrepreneur. The organization is
committed to providing essential services to marginalized communities living in remote areas
of the country.

FRIENDSHIP's main focus is to provide healthcare, education, and disaster relief services to
communities that would otherwise have limited access to these services. The organization
operates a fleet of hospital ships and boats that travel along the rivers of Bangladesh to
provide medical care and emergency assistance to communities in need. These hospital ships
are equipped with modern medical facilities and staffed by trained medical professionals who
provide a range of services, including consultations, surgeries, and diagnostic tests.

A brief discussion about the organization:

FRIENDSHIP's healthcare program is designed to address the healthcare needs of the
communities it serves, with a focus on maternal and child health, infectious diseases, and
non-communicable diseases. The organization provides a range of services, including
vaccinations, antenatal and postnatal care, family planning, and treatment for tuberculosis,
malaria, and other communicable diseases. FRIENDSHIP also operates mobile clinics that
travel to remote areas, providing basic medical care to people who would otherwise have no
access to healthcare services.

In addition to its healthcare programs, FRIENDSHIP also runs schools and education
programs for children and adults, with a focus on improving literacy rates and promoting
sustainable development. The organization operates primary schools that provide education
to children in remote areas, many of whom would not otherwise have access to education.
FRIENDSHIP also operates adult literacy programs that teach basic literacy skills to adults,
including women who have never had the opportunity to attend school.

FRIENDSHIP is actively involved in disaster relief efforts, providing aid and support to
communities affected by natural disasters such as floods and cyclones. The organization has a
disaster management team that responds to emergencies quickly and efficiently, providing aid
and assistance to communities in need. The team provides emergency medical care,
distributes food and water, and provides shelter to people who have lost their homes due to
natural disasters.

FRIENDSHIP is committed to addressing the root causes of poverty and inequality and
promoting long-term sustainable development in the communities it serves. The organization
works closely with local communities to understand their needs and develop programs that
are tailored to their specific needs. FRIENDSHIP also provides training and education to
communities, helping them to develop the skills they need to improve their economic
prospects and achieve sustainable development.

FRIENDSHIP's work has received numerous accolades and awards over the years, including
the Skill Award for Social Entrepreneurship in 2008 and the UNICEF South Asian Award for
Humanitarian Action in 2013. These awards are a testament to the impact that
FRIENDSHIP's work has had on the communities it serves, and the organization continues to
expand its services and reach more communities in need throughout Bangladesh.

FRIENDSHIP's success is due in large part to its commitment to working with local
communities and understanding their needs. By developing programs that are tailored to the
specific needs of each community, FRIENDSHIP can have a meaningful impact on people's
lives and help them to achieve sustainable development. The organization's focus on
healthcare, education, and disaster relief is critical to improving the lives of people living in
remote areas of Bangladesh, and its commitment to addressing the root causes of poverty and
inequality is an important step toward achieving long-term sustainable development.

How do they manage their total workforce

Managing a workforce is an essential task for organizations, as it involves ensuring that
employees are recruited, on board, and trained effectively, their time is managed efficiently,
and their productivity is optimized. Workforce management includes several key functions,
such as recruiting and hiring, scheduling and time management, workforce planning, leave
administration, forecasting, human capital management, employee scheduling, turnover rate,
and retirement rate. In this article, we will discuss how organizations manage their workforce
effectively using these key functions.

Recruiting and Hiring:

Recruiting and hiring are essential functions of workforce management. An organization
must identify job vacancies and attract qualified candidates to apply for the job. This process
involves job analysis, job description, and job posting. Once an organization receives
applications, it must screen and evaluate the candidates to select the best fit for the position.
Organizations may use a variety of methods, such as resume screening, phone screening, and
interviews, to select the best candidate for the job. Once the organization has selected the
candidate, they will extend a job offer and conduct a background check and drug test before
the new hire starts their position.

Onboarding and New Hire Tasks:

Onboarding and new hire tasks are critical components of workforce management.
Onboarding involves providing new hires with the necessary information and resources to
perform their job effectively. This process includes completing paperwork, providing
information about the organization's culture and policies, and training on job-specific tasks.
New hire tasks include setting up computer systems, establishing employee files, and
assigning tasks to ensure they are productive from the beginning.

Time Management and Staff Scheduling:

Effective time management and staff scheduling are critical to workforce management.
Organizations must develop schedules that meet the needs of the business while also
accommodating employee preferences and requests. This process involves tracking employee
attendance, leave, and hours worked to ensure they are paid accurately. Organizations may
use various software tools to automate these processes and improve accuracy and efficiency.

Workforce Planning:
Workforce planning is the process of identifying the organization's current and future
workforce needs and developing strategies to meet those needs. This process involves
forecasting the organization's workforce needs based on historical data and projected business
demand. Workforce planning ensures that the organization has the necessary talent to meet its
strategic objectives and goals.

Leave Administration:
Leave administration involves tracking employee absences, such as sick leave, vacation time,
and personal time. Organizations must develop policies and procedures for managing
employee leave and ensure that employees are aware of these policies. Leave administration
ensures that the organization can operate effectively, even when employees are absent.
Employee Productivity:
Employee productivity is essential to workforce management, as it involves ensuring that
employees are performing their job duties efficiently and effectively. Organizations may use
various methods, such as performance evaluations and incentive programs, to encourage
employees to improve their productivity.

Forecasting:
Forecasting is the process of predicting future business demand and workforce needs. This
process involves analyzing historical data, market trends, and other relevant factors to
estimate the organization's future workforce needs. Forecasting enables the organization to
plan for future workforce needs and ensure that it has the necessary talent to meet those
needs.

Human Capital Management:

Human capital management involves managing the organization's human resources to ensure
that it has the necessary talent to achieve its strategic objectives and goals. This process
involves recruiting and hiring employees, providing training and development opportunities,
and managing employee performance. Effective human capital management ensures that the
organization has the necessary talent to meet its business objectives.

Employee Scheduling:
Employee scheduling involves developing schedules that meet the needs of the organization
while also accommodating employee preferences and requests. This process involves
tracking employee attendance, leave, and hours worked to ensure that employees are paid
accurately. Organizations may use various software tools to automate these processes and
improve accuracy and efficiency.

Turnover and Retirement rate:

In addition to these areas, organizations must also consider factors such as turnover rate and
retirement rate. The turnover rate refers to the percentage of employees who leave the
organization over a specific period of time. High turnover can be costly for organizations in
terms of recruitment and training expenses, as well as lost productivity. Organizations can
address turnover through various methods such as improving employee engagement and
retention programs.
Retirement rate refers to the percentage of employees who retire from the organization over a
specific period of time. As employees retire, organizations must plan for succession and
ensure that there are employees ready to take on key roles. This involves identifying potential
successors, developing their skills and competencies, and creating a plan for transitioning
responsibilities.

Overall, managing a workforce is a complex and ongoing process that involves various
aspects such as forecasting, recruitment, onboarding, time management, leave administration,
employee productivity, turnover rate, retirement rate, and more. A well-managed workforce
can help organizations meet their business goals and maintain a competitive edge in their
industry.

Calculate HR demand and supply

FRIENDSHIP involves analyzing the current & future workforce needs of the organization
and comparing it to the availability of talent in the market. Our organization has to recruit
employees based on the project that calculates how many employees need to complete their
work within the time period. Because HR demand and supply in our organization have a few
steps those are given below:

1. Determine HR needs: The first step is to identify HR needs by analyzing

FRIENDSHIP's strategic goals and objectives, organizational structure, and budget.
This will help identify the number and type of positions required to achieve the
organization's goals.
2. Conduct a workforce analysis: Once the demand is identified, the next step is to
conduct a workforce analysis to determine the current and future supply of talent.
This analysis includes the number and type of employees in the organization, their
skills and qualifications, and the likelihood of turnover.
3. Identify talent gaps: By comparing demand and supply data, HR can identify any
talent gaps that exist within the organization. These gaps may include shortages in
specific skill sets or areas of expertise, or overstaffing in specific roles.
4. Develop a recruitment plan: Based on the talent gaps identified in the workforce
analysis, you can develop a recruitment plan to address the HR needs of the
organization. These plans may include recruiting from within the organization,
targeting specific talent pools or populations, or partnering with external
organizations.
 5. Implement the recruitment plan: Once the recruitment plan is developed, then HR
can start implementing it. This may include advertising job openings, attending
career fairs and other recruiting events, or leveraging social media and other digital
platforms to reach potential candidates.
6. Monitor and adjust the plan: Finally, it is important to monitor the effectiveness of
the recruitment plan and make adjustments as needed. This may involve tracking
recruitment metrics such as time-to-hire, cost-per-hire, and applicant conversion
rates and making changes to the plan based on these metrics.

FRIENDSHIP all time use quantitative forecasting technique for their HR demand and
supply. Based on this forecasting we used regression analysis which involves using statistical
methods to analyze the relationship between two or more variables. In HR, regression
analysis can be used to predict future demands for human resources, such as the number of
employees needed to meet production targets or the number of job openings expected in the
coming years. For Example,

What will be the total number of employees in the year 2024 by using regression
analysis if the healthcare project we assume is 40000 mill USD?

Year Project (in $ No of xy X^2

million)(X) employees (Y)
2020 500 300
150000 250000
2021 800 500
400000 640000
2022 900 700
630000 810000
2023 2000 800
1600000 4000000
2024
2780000 5700000
€ x= 4200 €y= 2300 €xy= 2780000 €x^2=5700000

𝑋 ̅ = 4200/4 = 1050 𝑌 ̅= 2300/4 = 575

B=
∑ XY −N ( X )( Y )
∑ ( X 2 )−N ( X )2
= 0.282946
𝐴=𝑌 ̅−𝐵𝑋 ̅
 = 575-( 0.282946*1050)
= 278
Ans- In the year 2024 we need 278 new employees for our healthcare project which mean the
total number of employee’s 800+278=1078 for 40000 mill USD.

What problems they are facing to manage the workforce or plan for the
workforce
Managing the workforce and planning the workforce for FRIENDSHIP can present unique
challenges. Some of the challenges that we are facing in the workforce are given below:

 Limited Resource: tight budget for operation and limited resources to devote to
workforce management and planning.
 Volunteer Management: Most of the time we need people for volunteers to support
the program, and managing volunteers can be challenging as they may have varying
levels of commitment and availability.
 Changing program needs: May need to adjust our workforce plans based on changes
in program needs or shift for funding.
 Cultural differences: most of the time we face cultural issues when our project
implementation in different districts and managing the workforce that reflects these
cultural differences can be complex.
 Remote work: May operate in remote or hard-to-reach areas, making it difficult to
manage and communicate with our workforce.
 Compliance with local laws and regulations: In many cases, projects will not match
our local laws and regulation, and ensuring compliance can be a challenge.

Overall, workforce management requires a tailored approach that takes into account the
unique challenges the organization faces.

Calculate performances by HCIS or how they assess their performance

Calculate the performance of human capital impact in FRIENDSHIP as different goals and
objectives for achieving project targets in our country. However here are some key metrics
that our NGO may use to measure the impact of human capital:
  Program outcomes: Our NGOs exist to achieve specific social and environmental
outcomes, and human capital performance can be measured by the success of
programs in achieving these outcomes.
 Volunteer retention: In our organization often rely on volunteers to support
programs, and measuring volunteer retention rates can be an indicator of an
organization's ability to engage and motivate its workforce.
 Employee Satisfaction: Employee satisfaction surveys can help NGOs understand
how our employees feel about their work, the organization's goals, and opportunities
for growth and development.
 Diversity and Inclusion: Measuring the diversity and inclusion of the FRIENFSIP
workforce can be an indicator of the organization's commitment to building a more
equitable and representative organization.
 Training and Development: Measuring how much we invest in the training and
development of our staff can be an indicator of the organization's commitment to
building a skilled and knowledgeable workforce.
 Impact on Communities: Measuring the impact of FRIENDSHIP programs on the
communities we serve can be an indicator of the organization's ability to leverage our
human capital to achieve meaningful social and environmental change.

FRIENDSHIP HR departments commonly use performance appraisals to evaluate employee

performance. Performance appraisals may include a combination of self-evaluation,
supervisor evaluation, and 360-degree evaluation (where feedback is obtained from
colleagues, peers, and customers). Evaluation criteria may vary depending on the
organization and position, but typically, they will include things like job knowledge, work
quality, productivity, teamwork, communication skills, and problem-solving abilities.

HR departments can also use other methods to evaluate employee performance, such as
setting goals and objectives, tracking metrics, and conducting regular check-in and feedback
sessions with employees. These methods can help identify areas where employees are
excelling and where they need additional support or training. Measuring the effectiveness of
human capital in FRIENDSHIP requires an appropriate approach that takes into account the
organization's unique goals and objectives. By tracking key metrics such as program
outcomes, volunteer retention, employee satisfaction, diversity and inclusion, training and
development, and community impact, Our NGOs can gain insight into the performance of
their human capital and identify areas for improvement.
FRIENDSHIP NGO Human Capital Impact statement

Revenue Previous year Current year

project amount 1000000 6000000
FTE 500000 4000000
revenue per FTE 2 1.5
Costs
Total expense 388000 2500000
Total operating expenses 120000 1700000
The total cost of the workforce 100000 1400000
TCOW Percent of Revenue 10 23.33333333
TCOW Percent of Expense 25.77319588 56
TCOW Percent of opex 83.33333333 82.35294118
Profit
Net operating Profit 350000 800000
Profit per FTE 0.7 0.2
ROI of Human capital
Human capital ROI ratio 7.8 2.071428571
Return on Human Capital Investment 500 285.7142857

Policies such as job rotation, transfer, recruitment, promotion, retirement,

employee separation, etc.
Policies such as job rotation, transfer, recruitment, promotion, retirement, and separation of
employees are important for the effective management of human resources in our Friendship
NGOs. Here are some examples of how these principles can be applied in the FRIENDSHIP
sector:

 Job Rotation: In our organization uses job rotation policies to expose employees to
different areas of the organization and provide opportunities for professional
development. For example, an employee may rotate through different departments or
programs to gain a broader understanding of the organization's work.
 Transfers: our FRIENDSHIP NGOs may use the policy of transferring employees to
different positions on programs to meet changing needs or to provide opportunities for
personal and professional growth.
 Recruitment: FRIENDSHIP NGOs can use recruitment policies to attract and select
the best candidates for open positions. Recruitment policies may include requirements
for specific skills, experience, or qualifications, as well as strategies for reaching a
diverse and underrepresented candidate pool.
  Promotion: FRIENDSHIP NGOs can use promotion policies to recognize and reward
employees for their contributions to the organization. Promotion policies may include
clear criteria for promotion, such as job performance, skill development, or leadership
potential.
 Retirement: FRIENDSHIP can use retirement policies to help employees when they
are out of the workforce. Retirement policies may include retirement benefits,
retirement planning resources, and flexible work arrangements until retirement.
 Employee Severance: FRIENDSHIP can use Employee Severance Policy to manage
the termination of employment. Employee separation policies may include guidelines
for conducting exit interviews, providing severance pay, and ensuring compliance
with labor laws and regulations.

These policies can help FRIENDSHIP attract and retain talented staff, develop their skills and
potential, and support them at every stage of their employment.

Succession Planning
What does succession planning refer to?

The process of identifying the critical jobs within the

organization and creating action plans for people to fill those
positions is known as succession planning. This kind of planning
ensures that companies have the right people in the right jobs
today and in the years to come by taking a comprehensive approach to current and future
objectives.

Purpose of Succession Planning:

This policy's objective is to set up a succession planning procedure to make sure that the
FRIENDSHIP organization has the required leadership skills to satisfy both present and
future business needs. Employees who have the potential to hold important leadership
positions within the business are identified and developed as part of the ongoing succession
planning process. With the help of this policy, we hope to develop a pool of bright, capable
people who are prepared to step into leadership positions as soon as they become available.

Scope of Succession Planning:

This policy applies to all employees, including executives, managers, and staff. The
succession planning process applies to all positions that are critical to the success of the
organization, regardless of level or function.

The Policy of Succession Planning:

 Succession planning will be a continuous process that is integrated with the

FRIENDSHIP organization's strategic planning process. The ED and senior
management team will regularly review the organization's strategic objectives and
identify the key positions that are critical to achieving these objectives. They will also
identify the competencies and skills required for these positions.
 The ED and senior management team will identify potential successors for key
positions based on their skills, knowledge, experience, and potential. Successors will
be selected based on a combination of internal and external talent development.
 Succession planning will include the development of individual development plans
for potential successors to ensure that they are prepared for their future roles. These
plans will outline the training, education, and experience required for potential
successors to develop the competencies and skills needed for their future roles.
 The HR department will work with the ED and senior management team to identify
training and development opportunities for potential successors. The HR department
will also monitor the progress of potential successors and provide feedback to help
them develop the skills and competencies required for their future roles.
 Succession planning will be communicated to all employees to ensure that they
understand the importance of the process and their role in it. This will include
providing employees with information about the organization's strategic objectives,
the competencies and skills required for key positions, and the training and
development opportunities available.
 All employees will be provided with opportunities for career development and
advancement within the organization. This will include providing employees with
opportunities for training, education, and job rotations to help them develop the skills
and competencies required for future roles.
  Succession planning will be treated with confidentiality and sensitivity to protect the
privacy of employees. The HR department will ensure that succession planning
information is kept confidential and is only shared with those who need to know.
 The ED and senior management team will regularly review the succession plan to
ensure that it remains current and relevant. They will also identify any gaps in the
succession plan and take steps to address these gaps.

How do we implement Succession Planning at FRIENDSHIP:

The ED and senior management team are responsible for the implementation of this policy.
They will ensure that the policy is communicated to all employees and that the succession
planning process is effectively implemented. The HR department will provide support and
guidance in the development and implementation of the succession planning process.

Review of Succession Planning Policy:

This policy will be reviewed annually to ensure that it remains relevant and effective. Any
necessary changes will be communicated to all employees. The ED and senior management
team will also review the succession plan regularly to ensure that it remains current and
relevant. They will identify any gaps in the succession plan and take steps to address these
gaps.

Downsizing
Downsizing is the process of terminating multiple employees at the same time. There are
three major reasons that organizations conduct downsizing:
 Cost reduction
 Adoption of new technologies that reduce the need for a
large number of employee
 Relocation of the business (such as moving a factory from
one country to another).
Purpose of Downsizing:

The purpose of this policy is to establish a clear and consistent procedure for downsizing in
the organization. The policy outlines the steps that will be taken to minimize the impact of
downsizing on affected employees and ensure that the downsizing process is conducted fairly
and equitably.
Scope of Downsizing:

This policy applies to all employees of the organization who are affected by downsizing,
including those who may be subject to layoff or reduction in hours.

The procedure of Downsizing at FRIENDSHIP:

The following procedure will be followed in the event of downsizing:

1. Assessment: The organization will conduct a review of its business objectives,

financial performance, and workforce needs to determine whether downsizing is
necessary.
2. Identification: The organization will identify the specific departments, functions, or
positions that need to be downsized based on its needs and priorities.
3. Communication: The organization will develop a communication plan that outlines
how the downsizing decision will be communicated to affected employees, including
the reasons for the downsizing, the timeline for the process, and the support that will
be provided to affected employees.
4. Severance package: The organization will develop a severance package that includes
fair and reasonable financial compensation, the continuation of benefits for a certain
period, and other support such as career counseling or job placement assistance.
5. Alternatives to layoffs: The organization will consider alternatives to layoffs, such as
reduced work hours, unpaid leave, or early retirement programs.
6. Plan for remaining employees: The organization will develop a plan for the
remaining employees to manage the workload and maintain productivity during the
downsizing process.
7. Legal compliance: The organization will ensure compliance with all legal
requirements related to downsizing, such as labor laws, collective bargaining
agreements, and anti-discrimination laws.
8. Training and support for managers: The organization will provide training and
support for managers to help them effectively manage the downsizing process and
support their employees during this challenging time.
 9. Monitoring: The organization will monitor the downsizing process to ensure that it is
proceeding according to plan and adjust the plan if necessary.
10. Post-downsizing review: The organization will conduct a post-downsizing review to
evaluate the effectiveness of the process and identify areas for improvement.

Responsibility & Accountability:

The Human Resources department will be responsible for implementing this policy and
ensuring that it is followed in all downsizing events. The managers and supervisors of
affected employees will be responsible for communicating the downsizing decision and
providing support to affected employees. Any violation of this policy may result in
disciplinary action, up to and including termination of employment.

Software used for Human resource supply and demand

No software is used to calculate HR supply and demand. Several reports are used to decide
on HR demand.

The ways FRIENDSHIP calculates HR Demand and Supply

HR demand and supply is a crucial aspect of human resource

management in an organization, as it helps to ensure that the
organization has the right number of employees with the right
skills and experience to meet current and future business
needs. Here's how HR demand and supply can be calculated in an organization:

Forecasting HR demand: The first step in calculating HR demand is to forecast how

many employees will be needed in the future. This can be done by analyzing past
trends in business growth, customer demand, and sales, and by considering any
upcoming projects or initiatives that may require additional staffing. The HR
department may work with other departments in the organization, such as finance or
operations, to develop accurate projections.
Analyzing HR supply: The next step is to analyze the current HR supply in the
organization. This involves assessing the number of employees, their skills and
experience, and their potential for growth and development. HR managers may use
tools such as skills inventories and performance evaluations to gather this
information.
 Identifying gaps: Once HR demand and supply have been assessed, the next step is
to identify any gaps between the two. For example, if the forecasted demand for
employees is greater than the current supply, there may be a need to hire new
employees, retrain current employees, or offer incentives to retain current employees.
Developing a plan: Based on the analysis of HR demand and supply and the
identification of gaps, the HR department can develop a plan to address any staffing
needs. This plan may include recruiting and hiring new employees, offering training
and development opportunities to current employees, or implementing retention
strategies to keep employees in key roles.
Monitoring and adjusting the plan: Once the plan is in place, it's important to
monitor its effectiveness and adjust as needed. HR managers may use metrics such as
employee turnover rates and performance evaluations to track progress and make
changes to the plan as necessary.

It's worth noting that HR demand and supply is a complex process that requires careful
planning and analysis. While some organizations may use software or other tools to help with
this process, it's important to remember that human judgment and expertise is still a crucial
component of effective HR management.

How did FRIENDSHIP NGO manage their workforce at the time of Covid-19?

FRIENDSHIP, a non-governmental organization (NGO) operating in Bangladesh, faced

unprecedented challenges when the COVID-19 pandemic hit the country in early 2020. The
organization had to respond quickly to the crisis to ensure the safety and well-being of its
workforce, while also continuing to deliver critical services to the communities it serves. This
required a range of measures to manage its workforce during the pandemic.

One of the first steps FRIENDSHIP took was to set up a COVID-19 task force, which
included representatives from all levels of the organization, including management, HR, and
health services. The task force was responsible for developing policies and procedures to
ensure the safety of the workforce and clients, as well as ensuring continuity of operations
during the pandemic. They regularly reviewed and updated the policies as new information
became available.

FRIENDSHIP also implemented measures to support its workforce during the pandemic.
This included providing personal protective equipment (PPE) to frontline staff, as well as
training on infection prevention and control measures. They also provided mental health
support to staff to help them cope with the stress and anxiety of working during the
pandemic.

To manage workforce scheduling and ensure continuity of operations, FRIENDSHIP

implemented a range of measures. This included shifting to a remote work model where
possible, as well as implementing staggered work schedules to reduce the number of staff on-
site at any given time. They also implemented contingency plans to ensure critical services
could continue in the event of staff shortages.

In terms of recruiting and onboarding new staff, FRIENDSHIP had to adjust its processes to
ensure the safety of all involved. This included conducting virtual interviews and onboarding,
as well as implementing social distancing and other infection control measures for in-person
activities.

FRIENDSHIP also had to manage workforce planning in the context of the pandemic. This
included forecasting the potential impact of COVID-19 on the workforce, as well as planning
for potential staff shortages due to illness or quarantine. They also had to adjust their
workforce planning to accommodate the changing needs of the communities they serve in the
light of the pandemic.

Another challenge FRIENDSHIP faced during the pandemic was managing employee leave
administration. With staff needing to take time off due to illness, quarantine, or caring for
sick family members, FRIENDSHIP had to develop policies and procedures to manage leave
requests and ensure adequate coverage for critical services.

Finally, FRIENDSHIP had to monitor employee productivity during the pandemic, as remote
work and other disruptions to the normal work environment could impact performance. This
required ongoing communication and support for staff to ensure they had the resources they
needed to work effectively in the new environment.

Overall, FRIENDSHIP demonstrated a strong and effective response to the challenges of

managing its workforce during the COVID-19 pandemic. By prioritizing the safety and well-
being of its staff while also ensuring continuity of operations, the organization was able to
continue delivering critical services to the communities it serves.

How did FRIENDSHIP NGO manage their workforce at the time of the Global
Economic Crisis?
FRIENDSHIP NGO has been operating in Bangladesh since 2002, providing various health
and social services to marginalized communities through a community-based approach. In the
wake of the global economic crisis that occurred in 2008, the organization faced various
challenges in managing its workforce. This essay will discuss how FRIENDSHIP NGO
managed its workforce during the global economic crisis.

The global economic crisis had a significant impact on the global economy, leading to an
increase in unemployment rates and a decrease in economic growth. The crisis affected
Bangladesh's economy, and as a result, the FRIENDSHIP NGO faced a shortage of funds.
The organization had to make some difficult decisions to ensure its sustainability and
continue providing services to marginalized communities. One of the major challenges the
organization faced was managing its workforce in the face of declining funding.

To manage its workforce, FRIENDSHIP NGO took several steps. Firstly, the organization
had to review its programs and identify areas where it could cut costs. This involved
prioritizing programs that had a greater impact on the community and reducing less essential
programs. By prioritizing programs, the organization was able to allocate resources
effectively, ensuring that critical services were not affected. This step also helped the
organization to identify areas where it could reduce staff, particularly where there was
overlap or redundancy.

To further reduce costs, FRIENDSHIP NGO also implemented a hiring freeze. This meant
that the organization did not hire new employees unless it was necessary. This step helped to
reduce the number of staff and the burden on the organization's budget. Instead, the
organization focused on upskilling and reskilling its existing staff to ensure that they could
perform multiple tasks, thus increasing productivity.

Another critical aspect of managing the workforce during the global economic crisis was to
ensure effective communication with the staff. FRIENDSHIP NGO ensured that its
employees were aware of the challenges the organization faced and the steps being taken to
manage them. The organization held regular meetings with its employees to update them on
the situation and answer any questions or concerns they had.

In addition to the above steps, FRIENDSHIP NGO also focused on improving its fundraising
efforts. The organization reached out to donors and partners to secure additional funding to
support its programs. By increasing its fundraising efforts, the organization was able to
reduce the burden on its budget, thus ensuring that its programs could continue to operate.
Overall, FRIENDSHIP NGO faced several challenges in managing its workforce during the
global economic crisis. However, through effective management, the organization was able to
navigate the crisis successfully. By prioritizing programs, reducing staff, implementing a
hiring freeze, upskilling and reskilling staff, and improving its fundraising efforts, the
organization was able to ensure its sustainability and continue providing services to
marginalized communities. Effective communication with the staff was also critical in
ensuring that the workforce was engaged and motivated during the crisis.

Conclusion

Effective HR planning is critical to the success of FRIENDSHIP NGOs in achieving their

mission and goals. By aligning HR strategies with organizational objectives, FRIENDSHIP
NGO can build a strong and capable workforce dedicated to achieving meaningful social and
environmental impact.

To develop effective HR plans, FRIENDSHIP NGOs must thoroughly assess the current
workforce, identify key areas of need and opportunity, and develop strategies for recruitment,
retention, training, and development. HR planning is a key component of success for
FRIENDSHIP NGOs. By investing in the workforce and aligning HR strategies with our
organizational objectives, Friendship can build a strong, capable, committed team for a
trusted impact on society.
Recommendation
We have identified FRIENDSHIP looking to develop the HRP process through workforce
analysis which means a comprehensive analysis of their current workforce, including an
assessment of their skills, experience, and performance. Align HR strategies with
organizational objectives will help to ensure that the organization's human capital is focused
on achieving its mission and also Develop a succession plan for potential candidates for key
positions and provide a framework for developing their skills and experience. So, we can
think that FRIENDSHIP NGO following that Human Resource Planning for organizational
long-term sustainability and social activities for human beings' awareness and make people
more productive working capability to contribute something for the next generation.
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