HR Strategy and Workforce Planning for NGOs and Social Enterprises
How many people, in which roles, by when — and what they will cost.
What this looks like in ngos and social enterprises
The parts of hr strategy and workforce planning that are specific to this sector, rather than general.
Planning Against the Funding Pipeline
Where the workforce plan is the grant pipeline.
What this coversHide
Planning Against the Funding Pipeline
Where the workforce plan is the grant pipeline.
What this coversHideSector workforce planning is inseparable from fundraising. Roles exist because grants do, and planning has to run on the funding pipeline rather than on a calendar year.
- Funding pipeline
- Confirmed and probable grants
- Role requirements by project
- Redeployment from ending projects
- Net recruitment requirement
- Role requirements mapped to confirmed and pipeline funding
- Roles ending mapped against roles starting
- Redeployment planned before external recruitment
- Core roles protected from project funding cycles
- Lead times for specialist and field roles
- Scenario planning for funding outcomes
- Cost of core function coverage between grants
- Honest communication of the plan to staff
Mapping roles ending against roles starting is what converts an anxious organisation into a planned one, and it is usually possible several months earlier than it is done.
The general method — what hr strategy and workforce planning covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the hr strategy and workforce planning page. What is above is the part that differs for ngos and social enterprises.
Other HR topics for ngos and social enterprises
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for ngos and social enterprises, or another industry.