Interview with Eric GAZEAU, CEO and founder of the association Résonances Humanitaires (RH), on the challenges of human resources in the humanitarian sector.
- Has the issue of human resources in humanitarian organisations undergone any changes since 2018, and if so, what are they ? What is your assessment today, and what issues and problems can you identify in this essential area? What progress has been made ?
In January 2022, IRIS invited the main NGO recruitment managers to a discussion on the challenges and changing practices in the management of human resources in international humanitarian aid, as part of the International Relations Master’s programme. As an intermediary for job vacancies in this socio-professional sector, I noted at the conference that there was growing concern about the ability to attract talented people, particularly to manage and support volunteers in international humanitarian aid operations in the field.
It’s true that this period was particularly anxiety-provoking. All the players in the social economy were still suffering from the trauma of the COVID crisis, and this period accelerated the development of teleworking.
Fortunately, the organisation of human resources monitoring has returned to a slightly more normal course since 2023.
However, the perception that we at Résonnances Humanitaires have of the evolution of management in NGOs, from where we sit, is mixed:
Two profiles emerge among the people who come to confide in RH:
Some are experiencing this change well. They tell us that the development of remote working enables them to be more efficient and to combine their private, family and professional lives more easily.
A number of HR Directors and CEOs of NGOs also emphasise the savings made by teleworking within head offices, which helps to reduce NGO operating costs and direct more financial resources towards programme beneficiaries, or to free up funds to support the decentralisation of operations and human resources management, with the establishment of support function bases closer to international humanitarian aid theatres.
Others are more critical. They represent at least 50% of the HR public. While these people understand the need to develop these remote working methods, particularly in order to support the management of international humanitarian aid in the growing number of dangerous regions, they feel that the widespread use of teleworking often has a negative impact on team cohesion and, due to the rarity of visits to the field and therefore of opportunities for contact with populations in danger, leads them to lose the meaning of their mission. In this respect, it would undoubtedly be a good idea to consider the perverse, even frustrating, effects of humanitarian missions, when the compensation that can be provided by these exchanges, which are rich in intensity and humanity, are absent. We are beginning to see this awareness in a number of associations, which are not hesitating to value and encourage a renewed commitment to the field, as well as opportunities to meet within their head offices.
The à la carte services offered to NGO employees, in particular psychological support and the provision of coaches in certain cases, are a positive step forward for the mental health of aid workers. However, a large number of people who come to HR point out that these services are not enough to help them bounce back at the end of a mission or at the end of a contract.
It is against this backdrop that Résonances Humanitaires has seen an increase in the number of requests it receives. Humanitarian aid workers who contact the HR association want to share their experiences in complete confidentiality. They are also delighted to rediscover the community of values that drives them forward, and which they sometimes feel they have lost when their contract with their NGO comes to an end.
This expectation seems to have been understood by a number of NGOs who have renewed their support for us, but there is still some teaching to be done with certain departments, which have not yet grasped our added value, both in terms of facilitating the return from missions and in terms of allowing them to take a step back from time to time during their involvement.
Cf. Compte -rendu AG de RH 15 juin 24
- Has there been an increase in the number of humanitarians using the services of Résonnances Humanitaires ?
It is stabilising at around fifteen new requests per month, or around 150 per year. The HR audience seems to be changing slightly: there are slightly fewer expatriates leaving France, which is linked to the decentralisation of HR and relocation.
However, this finding varies depending on how HR is communicated in the field.
We noted that the number of people contacting HR increases when the NGO agrees to publicise its existence at each departure and return from a mission. It should also be noted that the majority of people who approach RH do so following a recommendation from friends or family, or as a result of ‘word of mouth’.
The take-up rate at the end of the first meeting is close to 85%. Some wait until they return to France to join. However, we have noticed that more and more aid workers on mission are consulting our site and contacting RH directly from the field.
Another change over the last 2 years :
- Since our visit to Africa last year (see report on RH visit to Dakar in September 2024), we have started to receive a few more requests from international humanitarians, former national staff and people from the Global South.
- More young people with experience of volunteering, who want to decide whether to continue their international career, are coming to RH. Whereas they used to represent between 5 and 10% of people knocking on RH’s door, they now account for at least 15% of new RH memberships.
The arrival of this younger population is facilitated by our partnership with the Guilde du Raid to prepare them for their departure. RH’s monthly newsletter, Le flash Info RH.
We have also noticed that RH is becoming a point of reference for people who have been involved in humanitarian work for some time: some months, we have more people requesting services from RH, as former members come back to take stock: for example, these testimonials are available on our website (see also the box ‘Résonnances Humanitaires; Testimonials’) :
- In 2024, how will ex-humanitarians deal with the issue of ‘post-humanitarianism’, i.e. retraining ? What are the obstacles, problems and issues involved, as well as the positive developments and prospects in this area, which is rarely discussed in the humanitarian world ?
Career planning’ no longer seems to be a taboo subject in large international NGOs.
As a result, they are organising support for internal career management, ongoing training and assistance with mobility, which is sometimes combined with what is known as ‘job and skills management’.
This is how a third of the people we see decide, after some thought, to continue in the world of international solidarity. In this case, HR is not seen as a lever for retraining, but rather as a place where people can discern the challenges and directions of their development in the world of international solidarity.
In addition, as the diagram below shows, a third of RH members return to France to work in the social economy, or in the social and medico-social sectors in France, often in cross-functional roles requiring good ‘all-terrain’ and intercultural management skills.
In addition, most of RH’s partners listed below have clearly understood that RH is a meeting and networking platform where candidates can be found, which is one of the reasons for their loyalty and continued financial support.
This is one of the reasons for their loyalty and continued financial support. As a result, there is an ongoing exchange of job offers and applications between RH and many of its partners.
- How do you see humanitarian action today, among those who are committed to this path ? Have you identified any changes or differences ? How do today’s humanitarians see their career path and living conditions in the field ?
With the support of its partners, RH provides a physical space – outside the employer’s framework – where international solidarity professionals can meet and exchange ideas, in complete confidentiality, independence, neutrality and benevolence. Our charter, signed by all new members, continues to guide the way we operate internally, and allows us to speak out freely. Cf. HR Charter
It’s also true that we learn as much about the conditions of engagement in the field (in particular the reasons for leaving), as we do about the reasons for returning to France, whether or not at the end of an assignment or contract. This question overlaps with the first question. It is true that a certain number of people, when they left, imagined that they would find more freedom or latitude in their way of working, which is not always the case, due to the improvement in remote working tools which reinforces control and reporting.
Over the last decade, most humanitarian NGOs have created support or advisory positions to respond to requests for warnings, advice or individual insight. This trend, which was initiated by the largest NGOs, most of them Anglo-Saxon, seems to be spreading. It facilitates ongoing training and exchanges of best practice for people working in the field. In this respect, we are seeing this type of post becoming operational on issues such as the prevention of psychosocial risks, abuse of power and access and security in the field.
While this development of highly specialised positions undoubtedly provides additional protection for staff, it does not guarantee a better collective dynamic, which is linked to the way in which the associative culture, the ‘corporate culture’, disseminates its values and reinforces the feeling of belonging to the NGO.
The turnover of international staff at RH seems to have increased over the last 10 years. There is increasing talk of competition between NGOs. This raises the question of the limits of professionalisation and relations with donors, which, if they overshadow the importance of the associative culture, can erase the militant foundations specific to each association.
Having made these observations, we still find the same determinants of commitment, which revolve around a sensitivity to social injustice and, increasingly, to issues of inequality in relation to climate risks.
- How do you see the role of organisations such as Résonnances Humanitaires compared with training organisations such as Bioforce ?
RH, as you know, is not a training centre, but rather a community of peers that develops tailor-made services. Thanks to its volunteers and partners, RH generates services that can be very useful for ‘humanitarians’ during a professional transition phase, such as at the end of a humanitarian mission or a contract with an NGO.
As was said at the last meeting of RH volunteers, mentioned at the end of this Link: In addition to the à la carte services and a useful network to help you find the right career direction, you can find at RH a place to calm down, a place to recharge your batteries. RH develops services, but above all it is a space for discernment, a community of peers where you can take your time to think about what you want to do next.
RH is not just about helping people find a job when they return from a humanitarian mission. RH is also a place where people can share their experiences and tell their stories.
While RH has developed a whole range of in-house services, as an association recognised as being in the public interest, we also promote other organisations that can be useful when returning from a difficult mission or at other stages of a commitment.
For example, RH regularly calls on some of its members, who volunteer to help ‘first missions’ prepare for their departure. This is the case, for example, via a 3-year partnership with the Guilde du Raid.
RH also has no hesitation in playing its role in helping people find their bearings by promoting certain training courses. Bioforce and other specialised masters courses benefit from this resonance.
For example, the Diplôme-d’études-supérieures-en-leadership-humanitaire (Diploma of Higher Studies in Humanitarian Leadership) available in Dakar, or the Master of Humanitarian Studies (IRCOM) available in Angers and Yaoundé.
- What do you think of the psychological help, care and support currently available in the humanitarian world for people who have been through a difficult or traumatic experience on one or more humanitarian missions ? What role can organisations like Résonnances Humanitaires play to support and complement this ?
We are not the only ones to be concerned about this issue, which, fortunately, is increasingly on the agenda of NGOs, given the difficult terrain in which they operate and the ever-increasing need for vigilance.
The subject of safety is still central to most emergency NGOs, and awareness campaigns and processes are regularly updated.
Nevertheless, we note that at least 15% of the people who contact us ask for additional support to overcome trauma and plan for the future.
RH has witnessed a great deal of resilience, which is also shown through the support of loved ones, or through the support of other organisations with experience of these issues.
Of course, RH plays a role, but not alone. RH also refers people to a number of shrinks with whom we are used to working. There are six of them, and their names are given to all our members. We have also set up discussion groups dedicated to humanitarian women.
RH is also there to refer members to other organisations whose work can complement its own in terms of listening: Protect Humanitarians and Co Create Humanity
Résonances Humanitaires is planning to open a branch in West Africa, in Dakar. Can you tell us about this prospect?
Over the last ten years, there has been a change in the type of humanitarian expatriate: the profiles of the managers of the major NGOs are evolving towards more and more ‘international staff’ from the South, often from the countries receiving humanitarian aid.
For an organisation like MSF, for example, over 50% of international staff now come from the South, compared with just 25% 10 years ago. This trend is accompanied by the increasing decentralisation of international staff management activities to the South. This is particularly the case in Dakar, Senegal, which is now the 2nd largest recruitment office in the MSF movement.
Also, following the study we carried out in Dakar last year at the request of our partner MSF, we became aware of the importance of an exchange of good practice on the issue of career follow-up and assistance with returning home, which would prove useful between international staff from France and those from Africa. A project is currently being studied with the support of the RH Board of Directors. (At the last AGM in June, Abdel-Rahman Ghandour was elected president, taking over from Laurence Wilson, and Aliou Diallo, based in Dakar, joined the board). This project, which has already mobilised a number of partners, could be implemented next year. Cf. Minutes of the partners’ meeting.
- In conclusion, what would you like to say about the crucial issue of human resources in humanitarian organisations ?
There are always risks, both physical and social, in the world of humanitarian aid, and fortunately so ! That’s why we need to keep the flame of commitment burning. And we’re convinced that this culture of commitment means recognising the commitment of each and every one of us. We don’t always have the time to listen to each other or to thank each other when we’re in the middle of an operation, and we believe that certain areas like HR can compensate for this somewhat structural absence by refocusing on the human element.
Interview by Pierre Brunet
Writer and humanitarian
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‘Humanitarian Resonances; Testimonies’ : |
| Maguelone – Career transition coach
Expatriates working in complex environments demonstrate remarkable behavioural qualities that are transferable to the corporate world: a sense of priorities, tactical flexibility, a strategic vision of the context in which they work, a sense of concrete realities, the ability to take action and resistance to stress. They also have unparalleled managerial qualities: integration of cultural pluralism, openness, dialogue, ability to develop commitment and perseverance… I’m stunned by their high level of training, the richness of their profiles and the diversity of their experience, a goldmine that would benefit from being better known. |
| Nawel – Access to care project manager
This is the second time I’ve called on RH as part of my job search. The first time in 2019, the link with RH enabled me to benefit from the services of a coach. The sessions were very beneficial because they helped me to take stock of my career path and the skills I had acquired, and to regain my confidence for interviews. This year, the jobseekers’ group that I joined in Lyon gave me a reassuring framework to work in during this anxious period of job hunting, and enabled me to forge links with the members of RH. Thank you so much. |
| Irène – Human Resources Manager
On my return to France after this wonderful field experience, I made initial contact with RH, which I knew through MSF. Having worked a lot in the field abroad, my time at RH was an opportunity to meet other people who had experienced expatriation and wanted to find a new position in France. The co-ordination team and the members were invaluable in their support. I was able to benefit from personalised follow-up with a fantastic volunteer coach and take part in workshops. Today, I have a stable job in an association, thanks to the teams who gave me the strength to bounce back. |
Eric GAZEAU – Director and founder of Résonances Humanitaires
Trained at the Institut Européen des Affaires, Eric has been involved in the world of international humanitarian organizations for 31 years. After 6 years of commercial responsibilities in companies in France and abroad, he became involved in humanitarian aid from 1993 to 1997, alternating between missions for Solidarités and Médecins Sans Frontières as field officer, administrator and then head of mission in Bosnia, South Sudan, Rwanda, Somalia and Afghanistan. He returned to France to study for a postgraduate diploma (DESS) in International Humanitarian Aid at the Faculty of Law in Aix-en-Provence. He then left on a mission to Kosovo for the OSCE, then to Madagascar for the NGO Inter-Aide. On his return to France from 2000 to 2002, he took charge of human resources at Samu Social de Paris. In July 2002, he rallied the humanitarian community around him to create the Résonances Humanitaires association. President of RH until October 2004, Eric has since been its Managing Director.
Eric Gazeau and Olivier Mouzay are at the origin of the ONG SUPPORT concept, which continues to generate regular exchanges of best practice within the CHD network.
For more information on Résonances Humanitaires, a non-profit organization and member of Coordination Humanitaire Développement and Coordination Sud, visit www.resonanceshumanitaires.org.
The history of the association, which is over 22 years old, can be consulted on the media publication page of the https://www.resonanceshumanitaires.org/ website.
I invite you to read these interviews and article published in the edition :
Humanitarian letter to Jean Noël Barrot, French Minister for Europe and Foreign Affairs.
Demographic challenges : United Nations World Population Prospects 2024 UNDSA