People function practices at Vikramshila: fostering commitment and growth

Nonprofit organizations, established with the intention of positively impacting society by addressing specific needs and challenges, initially operated with the dedication of volunteers guided by a strong sense of purpose and mission. Over time, they have undergone a formalization process. They have been developing their own sets of policies related to recruitment, retention and staff development. These days the policies often resemble practices observed in the corporate sector.

Nonprofits rely on external grants for sustainability. They face challenges in attracting skilled and passionate individuals. This is due to lower salaries compared to the corporate and government sectors. The temporary nature of many nonprofit roles, often linked to specific, time-bound projects, complicates recruitment further.

Despite these hurdles, nonprofits strive to fulfil their missions of social change. They must navigate the delicate balance between operational sustainability and impactful work. This has to be often figured out within the constraints of project-based funding and a competitive job market.

People matters: the Vikramshila story

Vikramshila had its beginnings in 1989, initiated informally by a group of individuals. Until its formal registration, those involved were voluntary workers, dedicated to their tasks without monetary compensation. The focus was on the evolving idea, with financial considerations taking a backseat. The dynamic shifted with formal registration and the launch of a specific full-time project.

Through steady growth, Vikramshila now has 139 staff members, working on 15 projects across various states and regions. Through time, some have remained while others have left. Currently, 70% of our team has been with us for more than three years. In a 35-year organization, the average age continues to be 35. We remain young and open. The average tenure is five years. Nearly 30 percent of the current staff have a tenure ranging from 5 to 35 years.

In the early days recruitment was informal. It was based mostly on referrals. Over time, we have adopted a structured approach. This includes assignments and interviews to ensure role fit. Yet, assessing candidates’ motivation, dedication, and value alignment remains a challenge. Sometimes, a sincere personal interview offers deep insights into these crucial areas.

Our approach to people management has primarily relied on intuition, shaped by our collective experience. The success we have achieved in retaining a motivated team can be attributed to several factors. These include our commitment to learning, a value-driven approach, open communication, mentorship, and a culture of experimentation.

The Vikramshila approach to people practices

Issues	Our approach
Hiring/ Recruitment	Structured recruitment via assignments, FGDs, panel and personal interviews. Sourcing through advertising, social media, and referrals.
Capacity building	Initiatives encompass induction, fieldwork, mentoring, exposure to projects and organizations, and certified courses (e.g., SEL by UNESCO) with possible funding. Knowledge sharing involves academic discussions and expert interactions
Motivation	Values alignment, fostering individual growth, mental well-being support, mentoring, and recognizing good work are key.
Compensation	The policy aims to maintain parity with similar organizations to the extent possible. Performance-based appraisals and increments.
Equity and diversity	Our ethos values innovation and performance irrespective of tenure. Our diverse workforce includes 58% aged 25-35, 30% aged 35-45, 10% aged 45-55, and 2% over 55. Additionally, 20-30% represent minority groups, and 58% are women, with 44% in middle and senior management roles, fostering diverse perspectives.
New lines of leadership	Practice of decentralized functioning adopted along with distributed leadership to encourage the emergence of new leaders.
Challenge mitigation	Challenge mitigation Challenges involve funding uncertainty, short project cycles, and external changes. Solutions include retaining talent and collaborating with similar organizations to navigate changing ecosystems and adapt.

The NGO as a learning space

In a bid to understand our practices in retrospect, and through a variety of perspectives, we reached out to seven former employees of Vikramshila, who spent between 2-8 years in the NGO to revisit on their tenure. There was a uniform reminiscence on both their professional journeys and personal development.

They spoke of a culture of genuine respect, understanding and faith, collaboration, camaraderie and mentorship. They believed this led to a community where innovation was encouraged and celebrated, providing a fertile ground to bring their ideas to fruition.

They felt that this space and learning environment was pivotal in fostering confidence and allowing for the experimentation and design of new initiatives without the fear of failure. The emphasis on continuous learning and skill development with workshops, trainings, exposure visits and regular brainstorming, underpinned the organization’s commitment to employee growth and career advancement. There was a recurrent mention of a culture of minimal hierarchy, as appreciated by employees which led to an environment free from coercion and overburdening.

We have spoken at length with those who have chosen to remain with us. What emerged was that they have been drawn to the organization’s focus on a variety of opportunities, vertical and lateral growth, and a sincere commitment to staff wellbeing. They have also found opportunities for upskilling and constant learning meaningful.

Furthermore, the organization’s mission, centered around making a positive impact on children’s lives, on those who are the most vulnerable and marginalized, resonates deeply with them. This seems to have infused their work with a sense of purpose and fulfilment.

The importance of collectively developing a value-driven organizational culture

Our aim has been to establish a work environment that goes beyond the traditional employer-employee dynamic. We have also tried cultivating a community dedicated to making a meaningful impact on the ground.

It was also felt that the organization extended beyond mere professional support. It was evident in the flexibility offered to accommodate personal needs and promote a healthy work-life balance, crucial for those managing multiple uncertainties and commitments.

One of our ongoing challenges is retaining dedicated, high-performing individuals during lean periods, between project gaps. Our ability to offer competitive compensation is constrained by bottom lines and donor directives. The absence of institutional funding has further limited our investment in staff capacity building, compared to our ideal aspirations.

Despite these significant constraints, any social sector organization driven by purpose, integrity and dedication can still attract the right individuals by fostering a culture of growth, independence, and genuine concern for staff well-being. Our journey hasn’t always been smooth. We have encountered instances where individuals with different values have disrupted the equilibrium. However, they have transitioned out sooner than later.

In conclusion

Organizations can attract individuals by communicating about what they offer in terms of culture, opportunities, learning and exposure that can help the motivated individuals see past the salary. In the social sector space, or for thar matter elsewhere as well, people practices are intimately tied with commonly held values and patterns of organizational culture.

Living out the organization’s values on a daily basis is crucial. This stems from those in leadership positions. These values must be operationalized in the routine functioning on the ground, both within the team and how the organization interfaces with the field. We have worked on establishing a framework of people-centred equitable practices. This has always drawn from the organization’s own experiences. This continuous effort that aims to create an environment where individuals aligned with our values thrive, has contributed to the sustained growth of our organization.