10943_Staff retention strategies in a humanitarian context

Dublin Business School

Staff retention strategies in a humanitarian
context: The challenge of the Generation Y

By
Synzi Dadié

Master of Business Administration
2015

Dublin Business School
2015

Staff retention strategies in a humanitarian
context: The challenge of the Generation Y

By
Synzi Dadié

1765275

A thesis submitted to Dublin Business School, in partial fulfilment of the requirements
for the Master of Business Administration in Business Management.

Word count: 18,332 January 2015

Contents
Declaration
…………………………………………………………………………………………………………….
vi
Acknowledgments
………………………………………………………………………………………………….vii
Acronyms
…………………………………………………………………………………………………………… viii
List of tables and Figures …………………………………………………………………………………………
ix
Abstract ………………………………………………………………………………………………………………….
x
Chapter 1
………………………………………………………………………………………………………………..
1
1.1 Introduction ……………………………………………………………………………………………………..
1
1.2 Background ……………………………………………………………………………………………………….
1
1.3. The Context of humanitarian missions …………………………………………………………………
2
1.4. Research objective …………………………………………………………………………………………….
3
1.5. Research questions
…………………………………………………………………………………………….
4
1.6. Field Investigation: Rwanda and the Central African Republic ……………………………….
4
1.6.1. Rwanda
……………………………………………………………………………………………………… 4
1.6.2. Central African Republic (CAR)
……………………………………………………………………. 4
1.7. Rationale and justification ………………………………………………………………………………….
5
1.8. Structure
…………………………………………………………………………………………………………..
6
1.9. Conclusion ……………………………………………………………………………………………………….
7
Chapter 2: Literature Review
…………………………………………………………………………………….
8
2.1. Introduction
………………………………………………………………………………………………………
8
2.2. Conceptual framework
……………………………………………………………………………………….
8
2.2.1. Generation Y (Gen Y)
………………………………………………………………………………….. 8
2.2.2 Staff turnover …………………………………………………………………………………………….. 12
2.2.3 Staff retention
………………………………………………………………………………………………..
15
2.3 Theoretical framework and discussion…………………………………………………………………
16
2.3.1 Staff retention and motivation theory
…………………………………………………………….. 17
2.3.2. Staff retention and leadership
………………………………………………………………………. 19
2.3.3. Staff retention and humanitarian organisational culture ………………………………….. 21

2.3.4. Staff retention and psychological contract …………………………………………………….. 22
2.4 Conclusion ………………………………………………………………………………………………………
24
Chapter 3: Methodology …………………………………………………………………………………………
25
3.1. Introduction
…………………………………………………………………………………………………….
25
3.2. A qualitative approach …………………………………………………………………………………….
25
3.3. Sampling Strategy ……………………………………………………………………………………………
25
3.4. Data gathering method ……………………………………………………………………………………..
27
3.5. Data gathering process …………………………………………………………………………………….
28
3.6. Research challenges and limitations …………………………………………………………………..
29
3.7. Personal biases ………………………………………………………………………………………………..
30
3.8. Ethical issues
…………………………………………………………………………………………………..
30
3.9. Conclusion ……………………………………………………………………………………………………..
30
Chapter 4: Data Analysis ………………………………………………………………………………………..
31
4.1. Introduction
…………………………………………………………………………………………………….
31
4.2. Profile of interviewees ……………………………………………………………………………………..
31
4.3. Presentation of the findings
……………………………………………………………………………….
33
4.3.1 Reality in the field
………………………………………………………………………………………. 33
4.3.2. Commitment to their job and career perspective
…………………………………………….. 37
4.3.4 Respondents’ recommendations
……………………………………………………………………. 40
4.4 Analysis of findings and discussion
…………………………………………………………………….
42
4.4.1. Reality in the field
……………………………………………………………………………………… 42
4.4.2. Commitment to their job and career perspective
…………………………………………….. 44
4.4.3. Respondents’ recommendations
…………………………………………………………………… 45
4.5. Conclusion ……………………………………………………………………………………………………..
46
Chapter 5: Conclusion
…………………………………………………………………………………………….
47
5.1 Introduction
……………………………………………………………………………………………………..
47
5.2 Research conclusion
………………………………………………………………………………………….
47
5.3. Limitation and Recommendations ……………………………………………………………………..
49

5.3.1 Limitations ………………………………………………………………………………………………… 49
5.3.2 Recommendations ………………………………………………………………………………………. 50
5.4 Conclusion ………………………………………………………………………………………………………
50
Chapter 6: Reflections on learning and skills development
…………………………………………
52
6.1. Introduction
…………………………………………………………………………………………………….
52
Doing the MBA course …………………………………………………………………………………………..
52
6.2. Learning …………………………………………………………………………………………………………
53
6.3. Skills
Development
 ……………………………………………………………………………………….
54
6.4. Obstacles, personal weakness and the MBA
………………………………………………………..
56
6.5. Towards improving my decision making skills ……………………………………………………
57
6.6. Personal achievement
……………………………………………………………………………………….
58
6.7. MBA, what is next…. ………………………………………………………………………………………
59
6.8. Conclusion ……………………………………………………………………………………………………..
60
Appendix
………………………………………………………………………………………………………………
61
Appendix 1: Semi-structure interview guide ……………………………………………………………..
61
Bibliography …………………………………………………………………………………………………………
62

vi

Declaration
I, Synzi Dadié, declare that this research is my original work and that it has never
been presented to any institution or university for the award of Degree or Diploma.
In addition, I have endeavoured to reference correctly all literature and sources
used in this work. Finally, I recognize that the onus is on me to ensure that this
work is fully compliant with the Dublin Business School’s academic honesty
policy.

Synzi Dadié 15/01/2015

vii

Acknowledgments
I would like to thank everyone who helped me to complete this work including my
supervisor Shakeel Siddiqui and the whole DBS team.
This work is dedicated to my wife Joanna, a dedicated development worker, who
supported me in completing the MBA. A special thanks to our children, Jamie and
Noah, who inspired me throughout the process.
I would also like to thank my family in Cote d’Ivoire and my in-laws in Ireland for
their continual support.

Thank you!

Synzi Dadié

Babanam Kevalam!

viii

Acronyms
CAR: Central African Republic
CIPD: Charter Institute for Personal Development
CWW: Concern Worldwide
HQ: Head Quarter
HR: Human Resource
HRM: Human Resource Management
NGO: Non-Governmental Organisation
OECD: Organisation for Economic Cooperation and Development
UK: United Kingdom
WHH: Welt Hunger Hilfe

ix

List of tables and figures
Tables

Table 1: Median labour turnover rates in UK
Table 2: Interviewees identification codes table

Figures

Figure 1: Measuring staff turnover
Figure 2: Figure 2: Stages in MBA Decision-Making
Figure 3: Team phases

x

Abstract
The last decade, has seen an increase in the number of humanitarian crisis in a
context of ongoing economic crisis. This has also increased the demand for
humanitarian workers in a labour market that is progressively dominated by the
Generation Y. At the same time high staff turnover has become a concern for
humanitarian organisations as it reduces the effectiveness of their work and puts
additional pressure on remaining staff.
In this study the issue of staff retention is explored and the external and internal
factors affecting staff working in a humanitarian context are analysed. The
objective of the study is to identify the most appropriate approach NGOs can adopt
to improve retention of Gen Y staff working in a humanitarian context. NGOs will
then be in a position to design a HR strategy that takes into consideration the
specific needs and expectations of Gen Y staff. This is turn will allow for a more
sustainable humanitarian workforce and more effective humanitarian action.
For the purpose of this research, primary data was collected through semi-
structured face-to-face interviews with Gen Y expatriate staff in the Central
African Republic and in Rwanda. Publication and studies on the subject were
reviewed as a source of secondary data.

1

Chapter 1
1.1 Introduction

This chapter presents a general introduction to the topic. It also outlines the focus
of the research and provides a clear rationale for the study. The objective, as well
as the key questions of the research, will also be presented. Finally the structure of
the document will be presented in the last section of this chapter.
1.2 Background
Humanitarian crisis are occurring more frequently, having an increasingly
devastating impact on growing vulnerable populations around the world. With
approximately 1.3 billion people living below $1.25 a day, the world encountered
over 400 disasters of both slow1 and rapid2 onset in 2013, affecting in excess of
111 million people (GHA Report, 2013).
The latest crisis include the Syrian conflict, the ongoing war in Iraq and the Central
African Republic, which have already left millions in dire need of substantial
humanitarian assistance with long lasting impact on the livelihood of the affected
populations, and the Ebola outbreak that is threatening a growing number of lives,
mostly in West Africa. This is in addition to previous disasters such as the 2010
Haitian earth quake and the 2011 Pakistan flood from which thousands are still
recovering. These recurring emergencies are resulting in increasing demands for
assistance and putting more pressure on humanitarian organisations financially but
also in terms of staffing. However, despite the need for more staff in order to face
the global humanitarian challenges, humanitarian organisations are facing
increasing staff retention issues.
On the labour market, Generation Y staff are predicted to become the dominant
staff segment in the next decade and are “set to comprise 75 percent of the global
workforce by 2025” (Harjani 2014). In such a context, understanding the

1 Disasters that arrive rapidly; eg. in the case of earthquakes, with no warning.
2 Disaster resulting from events that occur slowly or progressively; eg: global warming, drought
2

challenges of recruiting and particularly retaining Gen Y staff is crucial. Therefore,
the study will attempt to identify the most appropriate approach for NGOs to adopt
to elaborate strategies to ensure Gen Y staff retention especially in the
humanitarian context.
1.3. The Context of humanitarian missions
“Understanding the history of humanitarian action helps understand why it is the
way it is today, and helps identify how it can, and maybe should, change in the
future” (Walker and Maxwell, 2009, p.13).
The history of professional humanitarian action is believed to be rooted in the
period of World War II, with the first action, officially and openly taken by the Red
Cross, now ICRC, in providing assistance to war casualties on a neutral and
humanitarian basis (Barnett, 2011). A humanitarian crisis is understood to be “a
situation in which there is an exceptional and generalized threat to human life,
health or subsistence” as a result of a particular disaster, either manmade or natural
(Alert, 2010, p.111). For the purpose of this research the expression ‘humanitarian
context’ broadly refers to the country of operation of the organisation regardless of
the level of crisis within that country.

The Ebola crises in West Africa as well as the ongoing conflicts in Syria, Iraq,
DRC and the Central African Republic, call for substantial investment in
humanitarian operations. As such a humanitarian intervention is the “assistance,
protection and advocacy actions undertaken on an impartial basis in response to
human needs resulting from complex political emergencies and natural hazards”
(Reliefweb, 2008, p.31).

A humanitarian crisis leads to a humanitarian context which is characterised by a
lack or low presence of state, destruction of infrastructures, lack of social
amenities, volatility and high security risks which as a result, can lead to or deepen
a situation of poverty e.g. the situation in the Central African Republic. Individuals
working in a humanitarian context are often subject to high levels of stress and
3

pressure due to both internal and external factors. Internal factors include the job,
workload, living conditions, salary and general terms and conditions and
relationship with the employer and colleagues. External factors relate to the
general environment of the country, including security, infrastructure, social and
health amenities, the people and the local culture. While internal factors can be
determined and influenced by the employer, external factors are often outside of
their influence.

It is important to note the difference between a humanitarian context and a
development context. In the charity paradigm, these terms refers to different
operational approaches as well and therefore different staffing requirements. A
development context has similar characteristics of poverty as a humanitarian
context but is politically more stable and secure. In humanitarian operations, staff
are often given short term contracts and operations are conducted at a fast pace;
while in a development context programmes have a longer duration thus extended
contracts are given to staff and the context is more attractive to staff with families.

A humanitarian organisation also known as a Non-Governmental Organisation
(NGO), is a non-profit organisation dedicated to assisting individuals in danger,
either victims of a disaster or trapped by their incapacity to fulfil their needs either
basic or strategic. They are governed by commons principles including, for the
most part; humanity, impartiality, neutrality, independence, voluntary, unity and
universality.

1.4. Research objective

This research has one key objective: To identify the most appropriate approach for
NGOs to adopt to ensure the retention of Gen Y staff in a humanitarian context.
The objective will be reached by first analysing a set of literatures that focuses on
the issues related to the topic, and second through the analysis of data collected as a
result of a field investigation conducted with humanitarian staff.

4

1.5. Research questions
This research is conducted around two main questions:
 What are the main challenges to consider in retaining Gen Y staff in the
field in a humanitarian context?
 According to Gen Y staff, what factors are determinant in ensuring their
commitment to their job in the humanitarian industry?
1.6. Field Investigation: Rwanda and the Central African Republic
For the purpose of this dissertation, a field investigation was conducted in two
countries, Rwanda and the Central African Republic, based on their differences in
terms of development, hardship, level of stability and presence of NGOs.
1.6.1. Rwanda
Having gone through one of the most acute human tragedies of the 20th century, the
genocide of 1994, Rwanda has now become a stable, peaceful country of
prosperity. Located in the region of the great lakes in Africa, it is also one of the
smallest countries in Africa, covering only 26,338 km² with a population of
12,337,138 (Worldfactbook, 2014). From a humanitarian point of view, Rwanda is
considered to be a development context. Rwanda is also considered in the
humanitarian world as a family friendly country and many NGOs, including
Concern Worldwide, see it as a relaxation destination for staff in challenging
neighbouring countries including the Democratic Republic of Congo. Formerly
considered as a French speaking country, Rwanda has now shifted to English as a
national language.
1.6.2. Central African Republic (CAR)
CAR is a French speaking country located in the centre of Africa. At war since
2013 when a rebellion ousted former president Bouezizé, the country is enduring a
situation of ongoing conflict, terror and deep instability. Considered as a fragile
state (OECD 2013), CAR has seen the involvement of dozens of humanitarian
organisation, trying to save lives and provide assistance to the people of this
5

country considered arguably as one of the poorest in Africa (The Economist (2013).
With a population of only 5,277,959 and an area as vast as 622,984 km² it is one of
the biggest countries in Africa (World Factbook 2014).
1.7. Rationale and justification
Humanitarian organisations are dealing with high staff turnover in a context of
growing humanitarian crisis and deep financial downturn. Hence there is an urgent
need to design strategies that can help greater staff retention in order to avoid the
effect of high turnover. In addition, with the growing segment of Gen Y staff on the
staff market, being empowered to face such a generation from an HR point of view,
can help humanitarian organisations to anticipate further staffing crisis and
implement an informed HR strategy that would secure a sustainable workforce. As
a result, NGOs will be able to better focus on what they are dedicated to: saving
lives.
In addition, this specific topic has not been investigated by many studies. In fact,
some studies focus on general staff retention in humanitarian organisations, while
others deal with the correlation between Gen Y and humanitarian work. But the
link between Gen Y and staff retention in humanitarian organisations has not been
the focus of strong research.
Alongside the contribution that this research seeks to make to humanitarian
organisations, it is also relevant for my career perspective. I am aiming to further
my career as a humanitarian worker at a senior management level. My past
experience as a HR manager with a humanitarian organisation has provided me
with a deep understanding of the difficulties faced by aid agencies in retaining Gen
Y staff. Therefore, I have practical experience that provides me with the readiness
to undertake this research and also use the outcome in a practical way, either by
sharing the results with former colleagues or by implementing the most relevant
recommendations to the situation that I will find myself in professionally. Hence,
enhancing my management skills through the understanding of the Gen Y will be
of great value to me.
6

Finally, the added value of this research paper is to serve as a working document
that humanitarian organisation can use in order to understand how to approach Gen
Y staff, and develop informed strategies that can help increase staff retention.
Humanitarian agencies, NGO’s management teams and their partners are the
targeted recipient of this research.

1.8. Structure
This dissertation comprises six chapters. This chapter, Chapter One, introduced the
topic and explained why retention of Gen Y staff by humanitarian organisations is
the focus of the study. The research objective and questions were outlined and the
choice of research methodology presented.
The first section of Chapter Two sets out a conceptual framework providing an
understanding of the core concepts. An overview of the literature on staff retention
in particular in the humanitarian context and related to Gen Y is presented before
outlining an analysis of different theories from the literature on how to retain staff
within an organisation.
Chapter Three presents the research methodology and provides the rationale to
support undertaking a field investigation. The limitation of the overall methodology
is also discussed in this section.
In Chapter Four an analysis of the data collected in the field is presented followed
by a discussion of the findings linked to the theories analysed in the literature
review.
The final chapter of the dissertation, Chapter Five, presents the overall conclusion
from the study and some recommendations to humanitarian organisation, based on
the findings of the field investigation. In addition, the limitations of the research as
well as recommendations for further research are outlined in this chapter.
Chapter Six is a stand-alone section comprising the research skills development
report. It discusses the motivation as well as the benefits of the MBA programme
7

for the researcher on a personal and professional level. This chapter also looks at
the challenges and obstacles encountered during the academic programme.
1.9. Conclusion
This chapter has set the orientation of the dissertation by providing an overview of
the topic. While presenting the structure of the research, this section also presented
the justification of the topic and its potential contribution to the HR function in
general and specifically in the humanitarian industry from a Gen Y perspective. In
the next chapter an analysis of the literature will be provided.

8

Chapter 2: Literature Review
2.1. Introduction

This chapter starts by exploring the characteristics of Gen Y and what motivates
them. The issue of staff turnover and staff retention, focusing on humanitarian
organisations will be analysed before examining the existing theories in the
literature related to staff retention. These theories will be analysed in light of the
humanitarian context and related to the specific case of Gen Y workers as to see
how they could be helpful for retaining them in a humanitarian context.
2.2. Conceptual framework
2.2.1. Generation Y (Gen Y)
The global staff market is going through a generational transformation. Dominated
for decades by baby boomer and Generation X, it is seeing a growth of the Gen Y
staff segment, also known as the millennials or Gen Yers, who “will be the driving
force behind cultural change for a long time to come” (Fritz, no date).
As a sociological concept, the terms ‘generation’ got particular attention from Karl
Mannheim. He describes the term “generation” as “a particular kind of identity of
location, embracing related age groups embedded in a historical-social process
(1952, p.170). The span of a generation remains debatable from one researcher to
another; however there is a common understanding that a generation would have a
lapse of 20 years, with Generation Y referring to individuals born between 1980
and 2000. Individuals from Generation Y are described as having their specificity
in the way that, professionally and socially, they respond differently to individuals
from the preceding generations including Gen X. Therefore, they need to be dealt
with accordingly.

Generally, Gen Y, unlike Gen X individuals, tend to behave as if they are the centre
of whatever they get involved in, a result of their high level of self-esteem. Also,
comically called Generation Why, they are used to being given the rationale for
9

everything. They also have a strong sense of ownership over whatever relates to
them and they put their freedom first in most circumstances. Cogin (2012)
describes them as independent, frank and confident. Nonetheless, they have a good
level of collaboration as they “work well in team settings, are motivated by
significant tasks, prefer open and frequent communication” (Chou, 2012, p.72).

Born in an era of technological advancement, they are proficient in using
information technology tools. They see internet and applications such as social
media as part of their daily life (Hobart, no date, p.9). Being brought up in a period
of global financial comfort, they have not experienced financial difficulties and
social downturn, like their parents (Asthana, 2008). Gen Y individuals are also
family oriented and therefore are attracted by environment and jobs that do not
prevent them from building relationship.
Gen Y at work
From a professional point of view, they are prone to be on the move and print their
identity in their professional activities. In addition, being born in an era of evolving
technology, Gen Y individuals would prefer an environment that allows them
access to new media as well as new technologies at work. Furthermore, they
believe that their expectations and concerns should be met by their employer and a
clear career plan including training and development provided. A work-life balance
is a key factor which influences the professional commitment of Gen Y staff, much
more so than for older generations (Karp et al., 2002).
Their professional typology is summed up by Armour in terms of high expectations
of self, ongoing learning, immediate responsibility and goal oriented (2005). While
Gen X workers would be more sedentary professionally, Gen Y staff are believed
to be change driven and therefore, difficult to keep in one company for a long
period if they do not feel they can grow in the company. Exploring the comparison
between Gen Y and Gen X professional, McNulty argues that “younger workers
feel much less loyalty to institutions than do older workers. They also want
10

responsibility and expect to have input right away, whereas older workers expect
people to earn their way up” (2006, npa).
While the financial incentives would be essential for workers in general, Gen Y
staff are believed to be driven by job satisfaction rather than the income they get
from it. This does not mean that they are not attracted by money; it also is
essentially due to their age, with the oldest being 35 and the fact that their sense of
social responsibility is not as significant as that of older generations. This also
explains why their decision to change a job can be made easily regardless of the
need for stability and sustainable income (Gursoya et al., 2008, p.449). Bowe goes
furthers in the emphasizing their professional mobility:
Here today, gone tomorrow, on to the next job. Attributed to becoming
bored, seeking enjoyment or following the road, Millennials are known
for moving on. In fact, many of our studies show that millennials leave
their corporations at the two year mark. In comparison … Baby
Boomers stay about seven years at a company before leaving (Bowe,
2012).
There is also a belief that employers will find it difficult to rely on Gen Y for long-
term commitment as they tend to embrace a lateral progression rather than climbing
the ladder horizontally. Gratton argues that Gen Y have a “lack of interest in
traditional career paths that promote slowly” (2013, npa). They would rather like to
take a management position despite their lack of experience. Angone concludes by
arguing that unlike older generation, Gen Y members are not career focused (2014,
npa).
What motivates them?

In terms of professional motivation, Gen Y workers are typically different to the
preceding Gen X. Meier et al present Gen Y individuals as having “high self-
esteem” (2010, p.2) and therefore they like to be praised and rewarded for their
individual achievement as “they are the trophy generation that allows every child to
get a medal or praise, leaving no one behind” (ibid). This includes financial or
moral recognition. Interacting efficiently with Gen Y from a management point of
view, require roviding clear direction and feedback seen as essential by Gen Y. As
11

argued by Tuglan (2009) strong leadership is important in keeping them motivated.
Furthermore, unlike Gen X workers who use to believe that, “work is a thing you
do to have a life (work doesn’t define their life) […]” Gen Y believe that they have
a life that cannot be undermined by their work. Hence they would be attracted by
an organisation that can guarantee “a work-life balance with flexibility to define
who they are in their job” (Meier et al 2010; p.2).

Overall, recognition, strong leadership as well as a healthy work life balance are
some of the factors that motivate Gen Y workers.
From the elements above, it is possible to have an idea as of how challenging it is
to manage and retain Gen Y staff. Next we will see how even more complex this
can be for humanitarian organisations that operate in challenging or even volatile
environments.
Gen Y and the humanitarian profession
Retaining staff also requires understanding the reason why a given staff decided to
work not only for a particular company but also the industry in which the company
is operating. For Fritz, the involvement in humanitarian work is mostly motivated
by the idea of helping others, making a difference and changing the world (no
date).
From a generational point of view, the perception of humanitarian work as a
profession has shifted. Formerly considered as a professional activity undertaken
without any particular education background and generally on a voluntary basis, it
has now become a career with special training and qualification. In fact, many
universities now offer specific degrees in development and humanitarian studies
and some institutions even specialise in these studies, for example, Kimmage
Development Studies Centre in Ireland. However, having a qualification does not
ensure that an individual is adequately prepared or resilient enough to undertake
humanitarian work and live far from home in a very different context. This leads us
to the next section where the reasons for staff turnover in humanitarian
organisations will be explored.
12

2.2.2 Staff turnover
Defined as the “measurable incidence of people joining and leaving an
organization”, staff turnover in the HR function can be motivated by various
factors (Price, 2007, p.612). Staff turnover is measured as follow:

Figure 1: Measuring staff turnover (Clake, no date)

It can either be voluntary, meaning that the organisation decides to end the service
of a staff member in order to recruit another, or involuntary, where it is the staff
that decides to leave the organisation. While voluntary turnover is implemented by
employers in the perspective of a positive impact on the company, involuntary
turnover can have a negative financial impact and cause disruption within the
organisation as a new staff member will need to be recruited, integrated in the
organisation and provided with the motivation to stay (Samuel and Chipunza,
2009; p. 411).

Staff turnover in humanitarian organisations

Staff turnover in the humanitarian sector is higher than average. In the UK, it was
evaluated at 16% in 2011 (Woods, 2011), with 51% of organisations in the
voluntary sector experiencing retention difficulties (CIPD, 2012, p.31). The
comparative table below shows staff turnover rates from 2009 to 2012 in the UK.
The figures include staff working in both head office and in the field, for NGO’s.

Total no. of leavers over period
x 10

Average total number of employer over period
13

Table 1: Median labour turnover rates in UK (CIPD (2012, p.30)
Median labour turnover rates, by industry sector (%)
All leavers
Voluntary leavers
Sector
2012
2011
2010
2009
2012
2011
2010
2009
Manufacturing
and
production
9.5
(25)
9.3
(38)
12.4 (44)
15.3 (80)
4.5 (23)
3.7 (35)
2.7 (42)
7.7 (75)
Private
services
16.1
(75)
13.8
(96)
14.6 (77)
16.8
(150)
8.9 (71)
8.7 (82)
7.4 (71)
10.4
(129)
Public sector
10.1
(16)
8.5
(28)
8.6 (19)
12.6 (52)
1.9 (16)
3.4 (10)
5.8 (15)
7.6 (45)

Voluntary,
community,
not-for-profit
13.0
(16)
13.1
(11)
15.9 (15)
16.4 (38)
7.6 (26)
7.0 (24)
10.2 (18)
11.0 (35)

The table shows a slight reduction in general turnover in the humanitarian sector,
from 16% in 2009 to 13% in 2012. However, involuntary turnover, which is related
to voluntary leavers, is higher in the humanitarian sector compared to other sectors.
Turnover can be due to a variety of factors. In the humanitarian industry, based on a
study carried out on a number of aid agencies, salary and employment terms and
conditions represent 50% of the reasons why people are leaving (Loquercio et al,
2006, p.9). Poor leadership, a lack of career opportunities, burnout and a poor work-
life balance were also listed as key reasons for staff leaving. In addition “quality of
life: working in conflict areas with a heavy workload, limited comfort and privacy is
seen as a lifestyle that is accepted only for a certain amount of time by most aid
workers” and in reality is not compatible with aspirations to having a family
(Loquercio 2006, p.8).

Regarding the younger generation such as the Gen Y segment, Loquercio explains
that “many young adults see their engagement with the aid sector as a limited
period of their professional life, fearing that their market value could suffer from
prolonged absence from their home country” (ibid). This brings out the dilemma of
working in an industry from which they will find it difficult to transition to private
companies that generally have the capacity to offer a more attractive employment
14

package. A lack of career opportunities is also a concern for many staff as in
humanitarian organisations one can either work at the head office, generally in
western countries or in the field, generally in developing countries where the
highest position is Country Director or Chief of Party.

It is important to note that in terms of turnover, “the factors that cause some staff to
leave are the same factors that make others stay” (Browell, 2001, p.48). Hence it is
up to a particular organisation to look at those factors and act in a way that will
have a positive impact on their workforce.
The impact of staff turnover on humanitarian organisations

Often presented as a reality that charity organisations3 have to live with, high staff
turnover remains a key issue to be addressed for the humanitarian industry as
humanitarian assistance requires a continuum in its structure and workforce in
order to provide sustainable assistance and insure the viability of the organisation
(Loquercio et al, 2006).
Involuntary staff turnover can have an impact at various levels including increasing
the workload of remaining staff while recruitment is underway which in turn can
result in reduced morale or stress; decrease in programme quality; reduced capacity
to respond to beneficiary needs; loss of institutional memory; as well as the loss of
investment in the individual and the costs involved in recruiting a replacement.
MSF Belgium estimated the cost of a failed recruitment, where the person leaves
before the end of their contract, as over 3,000 € (De Calan, 2008, p.6).
So, overall high turnover “can be costly and disruptive to organizations” whereas
“the acquisition, development and retention of talent, form the basis for developing
competitive advantage […]” (Holtom, 2008, p.236). It is therefore important to
explore ways to address the issue of staff turnover and to achieve greater retention.

3 For the purpose of this dissertation, the expression charity organisation equals humanitarian,
development, or aid agency/ organisation
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2.2.3 Staff retention
As a concept, “employee retention refers to the effort by which employers attempt to
retain employees in their workforce” to prevent high turnover that would otherwise
result in high “training cost, and loss of talent” (Smith, 2011, p.99). At the core of
the HRM function, staff retention “involves taking measures to encourage
employees to remain in the organization for the maximum period of time” (Singh
and Dixit, 2011, p.442). This includes measures to create trust between the employer
and the employee by putting in place attractive working conditions and viable career
perspective for staff in the organisation. A strategic HRM function consists in
“directing people, processes and HR systems to achieve strategic objectives so that
individual goals are tied to the business needs of the whole organization” (Price,
2007, p.617). Its focuses on the people that remains a reliable source of competitive
advantage of an organisation (Pfeffer, 2005).
For humanitarian organisation, staff retention is a key issue. This is highlighted by
Irish based charity organisation Concern Worldwide for whom, attracting,
developing and retaining high quality staff is one of their strategic objectives (2011,
p.13).

Staff retention and the generation issue in the humanitarian industry
It is essential to understand the generation gap issue in a professional environment in
order to reinforce professional cohesion and increase the performance of the
organisation as well as staff retention (Kogan, 2007, npa). This is particularly
important in the humanitarian context given how professional motivations differ
between older humanitarian professionals who are leading the industry in terms of
decision making and their younger peers that are in most cases working on the
ground. Responding to the generation gap issue in order to avoid what Yang and
Guy call the ‘‘us vs. them’’ mentality and further conflict, requires effective
communication, acceptance and inclusion in the decision making process (2006).