Last week, we opened the Global Learning Forum at the InsideNGO 2017 conference by discussing the trends affecting learning in international NGOs (INGOs). While many of the 120 participants in the session had specific responsibilities for learning or capacity building in their organizations, it was also exciting to see a diverse group of HR, finance and compliance professionals engaged in the discussion.
Thirteen years ago, a few people representing what would become the six founding members of LINGOs starting holding weekly conference calls. They had been recently thrust into new roles by their organization—challenged to improve their internal learning and training capabilities with a specific emphasis on how to better use technology. Each of them felt excited, unsure about, and unprepared for the task. At the time, most international non-governmental organizations (INGOs) had small or non-existent learning and development (L&D) departments, and the use of e-learning and other technology-enabled learning was even rarer—despite the obvious opportunity of using it to reach the thousands of NGO workers living and working in remote and hard-to-reach locations around the world.
Trendy and arguably even “shiny object” HR policies in the private sector, especially tech firms, grab a lot of headlines. So, when I read this blog post about how “HR Mavericks” were abolishing HR departments and replacing them with an Employee Experience department, I wanted to know what some of the INGOs’ more innovative HR leaders thought about the concept. Rest assured there is a lot going on to transform HR in our sector, with a focus on making sure that the right people are in place at the right time and aligned with the mission and values to be effective from day one.
Got a new idea?
You presented it to your colleagues or boss? How did it go? Not so good?
Well, you’re not alone. Last week at the Inside NGO annual conference in Washington, D.C., keynoter Adam Grant from the Wharton School told us that it takes 10-20 exposures to a new idea to develop familiarity with it.
Adam’s opening remarks set the perfect tone for the conference where finance, HR, compliance, IT and other professionals within the international development community gathered to discuss, share, and collaborate on new (and not so new) approaches to achieving operational excellence within their respective development and humanitarian organizations.
- Wow! 8000 people came to Istanbul for three days to, at least attempt, to create a new Agenda for Humanity. In our age of cynicism, political retreats to nationalism, and hyper-capitalism, this is, itself, remarkable–and we should celebrate it.
- Rome was not built in a day and we did not get to the (still imperfect) Paris climate accord in one try. For real reform, it will take more than one World Humanitarian Summit to get to the real change that so many at the Summit wanted to see. Maybe the bar was set too high. Let’s consolidate our small victories and look ahead with solidarity.
- We talk about “reforming the sector” or how, as a sector, “we can become more innovative.” These are perhaps the wrong questions. The “sector” can’t innovate—it is simply a compilation of our collective individual and organizational actions. It is up to each of us to drive our own innovation. Waiting for others (donors, governments, northern INGOs, southern INGOs, local NGOs—it’s all based on your perspective) to create the right environment, is a recipe for the same-as-usual results. Innovation does not happen by committee and certainly not by a UN forum; it happens because brave leaders drive it and nurture it—and then—others in the sector will follow, imitate, adapt, etc. (Stay tuned! We are working on curating some learning in the innovation space to help your organizations take the lead.)