Abstract:
In the year 2002, BRAC International started their global journey in Afghanistan, and since then they have expanded their activities in nine developing countries across Asia and Africa, making it a global leader in providing opportunities for the world’s poor on a non-profit basis. The total workforce of BRAC International is over 10,000 across these developing countries which mean there is a colossal scale of human resource activity. In every country office of BRAC International except Philippines there is a separate Country Head of Human Resources and Training and a small HR team that manage the operational activities of these enormous operations, managing their performances and capacity development. In this particular report, a clear demonstration of how a HR department of an international non-governmental organization works, how they manage all nine countries HR activities collaboratively with the head office, how they hire the most suitable candidates and how each and every employees working for BRAC International are appraised is described from the perspective of an intern. Their strongest point is that they have a much enriched HR department with systematic approaches to conduct their activities, and the main drawback they have is that they use insufficient workforce in the HR team to minimize their cost. Before having any final remarks about this report, it is requested to keep in mind that it was prepared in a very short time’s notice, and because of confidentiality, data could not be collected properly to do the analysis. Yet it might be a good enough report to have an in depth idea about the performance management and appraisal process of world’s largest NGO with over 44 years of experience of working with humans.
