Headhunting: NGO Manager
Headhunting: NGO Manager
As a head hunter, it is paramount that the individual selected to work at the NGO has the utmost managerial qualification. First, he must have adequate academic educations to act as the foundation for the roles and responsibilities he is to undertake as manager. Academic qualification includes a degree and a master’s qualification preferable with several years of experience in an NGO dealing with rural communities. Other than education, there are three other vital factors that the head hunter must consider.
First, the manager must prove he has cultural competence. This is the ability to interact effectively with individuals from other cultures (Grosses, 2010). The managerial position will require that the manager work with the rural community in three different countries. A manager who has not embraced cultural diversity will fail to function in countries that have different cultural backgrounds. Cultural competence also means that he should be able to work with employees from a different culture. The water purification project will involve working with the local staff hence the need for cultural competency. The manager to be must, therefore, demonstrate some degree of cultural familiarity with the three countries he will work.
The second vital qualification is accountability and transparency, which are the central tenets for proper governance. Transparency as a trait refers to openness and accountable. A manager for an NGO must be able to avoid vices such as corruption and political interference that may interfere with the Ngo’s efforts to serve the community. A manager’s action must be open for all employees and the rural communities to see. NGO’s lay emphasis on the need to have accountable and transparent managers due to the public service they render (Jordan, & Tuijil, 2012).
Donors and sponsors fund different project managed by NGO’s. It is vital that the individual in charge of the project upholds transparency and accountability. This ensures that funds are used where expected, and projects are effectively completed on a set time frame. The manager to be must, therefore, demonstrate high levels of transparency and accountability. This can be seen in his prior engagement and commitment to projects done in previous areas of employment.
Thirdly, the manager must demonstrate effective leadership skills. Determining the leader that an individual holds determine his effectiveness at the NGO. A transformative leader encourages positive change (Jahan, 2000). The task of the manger in this project is to work, with the local staff, to build and maintain a water purification system. A transformation leader must boost the morale of the workers and the society in adopting the system for their daily use. The manager to be must be able to relate with the local staff, understand the water situation on the ground and work with the team to establish effective purification system.
The manager must not be one to force ideas and strategies on the staff. The local staff is well experienced in the region and their vast knowledge comes in handy in determining strategies that work for each region. A reliable manager must be one who can work with the local staff encouraging them to share their ideas. In fact, the manager’s role in the project must be that of an overseer allowing; employees to engage in decision making and implementation of strategies.
It is paramount that a potential manager for an NGO has academic qualification. However, this is not the only requirement as other aspects such as cultural competency, accountability and transformative leadership skills are vital. The manager will be working in three foreign lands and thus should have more than just academic qualifications.
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