“We Must Keep the Flame of Commitment Alive”

Interview with Eric GAZEAU, Director General and Founder of the association Humanitarian Resonances (Résonances Humanitaires, RH), on human resources challenges in the humanitarian sector.

 

 

Has the issue of human resources in humanitarian organizations evolved since 2018? If so, in what ways? What is your assessment today, and what key challenges and issues do you identify regarding this essential topic? What progress has been made?

 

In January 2022, the French Institute for International and Strategic Affairs (IRIS) invited the main NGO recruitment managers, as part of the advisory board for its International Relations master’s programme, to discuss both the challenges and the evolving practices in the management of human resources in international humanitarian aid.

 

As someone who relays job opportunities within this professional community, I observed during this conference a growing concern about organizations’ ability to attract talent, particularly for positions responsible for supervising volunteers who manage and support international humanitarian operations in the field.

 

It is true that this was a particularly anxious period. All actors in the social and solidarity economy were still suffering from the trauma of the COVID-19 crisis, and this period accelerated the development of remote working.

 

Fortunately, since 2023, the organization and monitoring of human resources have returned to a somewhat more normal course.

 

However, from the standpoint of Humanitarian Resonances, our perception of management trends within NGOs remains mixed.

 

Two main profiles emerge among those who come to RH to share their experiences:

 

A number of people have adapted well to these changes. They tell us that the development of remote work has enabled them to be more efficient and to achieve a better balance between their personal, family, and professional lives.

 

Many HR Directors and NGO Executive Directors also emphasize the cost savings generated by remote working at headquarters. This has helped reduce operating costs and redirect more financial resources to programme beneficiaries, or free up funds to support the decentralization of operations and human resources management through the establishment of support-function hubs closer to humanitarian response areas.

 

Others are more critical. They represent at least 50% of RH’s audience. While they understand the rationale behind the expansion of remote working methods, particularly in order to support operations in an increasing number of high-risk contexts, they believe that the widespread adoption of remote work often has a negative impact on team cohesion. Furthermore, because opportunities to visit the field and interact directly with affected populations have become rarer, many feel they are losing touch with the purpose of their mission.

 

In this regard, it would undoubtedly be worthwhile to reflect on the unintended, and sometimes frustrating, consequences of humanitarian work when the rich and deeply human exchanges that once compensated for the hardships of the profession are no longer present. This awareness is beginning to emerge in a number of organizations, some of which are once again promoting and encouraging field engagement as well as opportunities for in-person interaction at headquarters.

 

The tailored services now offered to NGO employees, particularly psychological support and, in some cases, access to coaching, represent a positive development for humanitarian workers’ mental health. Nevertheless, many of the people who turn to RH emphasize that these services alone are often insufficient to help them move forward at the end of a mission or contract.

 

It is in this context that Humanitarian Resonances has seen a significant increase in requests for support. Humanitarian workers who contact RH are seeking a confidential space in which to share their experiences and feelings. They are also glad to reconnect with the community of values that inspires them, and which they sometimes feel they have lost once their contract with an NGO comes to an end.

 

This expectation appears to be understood by a number of NGOs that have renewed their support for us. However, there is still an educational effort to be made with some management teams that have not yet fully grasped the added value we provide, both in facilitating post-mission transitions and in offering humanitarian workers a space to step back and reflect periodically throughout their careers.

 

See the Humanitarian Resonances General Assembly Report, 15 June 2024.

 

 

Has the number of humanitarian workers using Humanitarian Resonances’ services increased?

 

The number has stabilized at around fifteen new requests per month, or approximately 150 per year.

 

The profile of RH’s audience also seems to be changing. There are slightly fewer expatriates departing from France, which is linked to the decentralization and localization of human resources management.

 

However, this varies depending on how RH is promoted in the field.

 

Another change observed over the past two years :

 

• Following our visit to Africa last year (see RH Dakar Visit Report, September 2024), we have begun receiving more requests from international humanitarian workers, including former national staff members and professionals from the Global South.

 

• More young people with volunteer experience, who are reflecting on whether to pursue an international humanitarian career, are turning to RH. Whereas they previously represented between 5% and 10% of the people approaching RH, they now account for at least 15% of new RH memberships.

 

The arrival of this younger audience has been facilitated by the partnership we have developed with La Guilde du Raid to support pre-departure preparation. See also RH’s monthly newsletter, RH Info Flash.

 

We have also observed that RH is increasingly becoming a reference point for people with long-standing experience in the humanitarian sector. In some months, more people seek RH’s services because former members return to take stock of their situation and reflect on the next stage of their journey. The following testimonials available on our website illustrate this trend (see also the box entitled “Humanitarian Resonances: Testimonials”):

 

 

How is the issue of “life after humanitarian work”, namely career transition and professional reconversion, viewed in 2024 for former humanitarian workers? What are the barriers, challenges, and opportunities, as well as the positive developments and prospects regarding this often-overlooked topic?

 

Career planning no longer appears to be a taboo subject within major international NGOs.

 

Many organizations now provide internal career management support, continuous professional development opportunities, and mobility assistance, often linked to what is commonly referred to as workforce and skills management.

 

As a result, one-third of the people we meet ultimately decide to continue working in the international solidarity sector. In such cases, RH is not perceived as a vehicle for career change, but rather as a place where individuals can reflect on and clarify the direction of their professional development within the humanitarian and international solidarity sector.

 

Furthermore, as illustrated in the chart below, around one-third of RH members move into the social and solidarity economy, or the social and healthcare sectors in France, upon returning from abroad. They often take on cross-functional roles that require strong managerial and intercultural skills developed in demanding field environments.

 

 

Most of RH’s partners have understood that RH serves as a networking platform where organizations can identify potential candidates, which partly explains their continued loyalty and financial support.

 

As such, a significant and continuous flow of job opportunities and applications circulates between RH and many of its partner organizations.

 

 

 

How do you view humanitarian commitment today among those choosing this path? Have you identified any changes or differences? How do today’s humanitarian workers approach their careers, field conditions, and professional journeys?

 

With the support of its partners, RH provides a physical space outside the employer framework where international solidarity professionals can meet and exchange in complete confidentiality, independence, neutrality, and goodwill.

 

Our charter, signed by every new member, continues to guide our way of working and encourages open dialogue.

 

As a result, we learn as much about the motivations that drive people to leave on assignment as we do about the reasons that lead them to return to France, whether at the end of a mission, at the end of a contract, or prematurely.

 

This brings us back to the previous question. Some people initially imagined that humanitarian work would provide greater freedom and autonomy in how they work. However, this is not always the case. Improvements in remote-working technologies have strengthened monitoring and reporting requirements, resulting in closer oversight.

 

One notable development over the past decade has been the creation within many humanitarian NGOs of support and advisory positions designed to respond to requests for guidance, confidential advice, or assistance. Initially introduced by the largest NGOs, most of them from the English-speaking world, this trend is now becoming more widespread.

 

These positions facilitate continuous training and the sharing of best practices among staff working in the field. They are increasingly focused on issues such as psychosocial risk prevention, abuse of power, field access, and staff security.

 

While the expansion of these highly specialized roles undoubtedly offers additional protection to humanitarian workers, they do not automatically guarantee stronger team dynamics. Collective cohesion remains closely linked to an organization’s culture and its ability to convey its values while fostering a sense of belonging.

 

At RH, we have observed an increase in the turnover of international staff over the past ten years. Discussions about competition between NGOs have also become more frequent. This raises questions about the limits of professionalization and about relationships with donors, which, if they overshadow organizational culture, can gradually erode the activist foundations that characterize each association.

 

Despite these developments, the main drivers of humanitarian engagement remain unchanged. They continue to revolve around sensitivity to social injustice and, increasingly, concern about climate-related inequalities and risks.

 

 

How do you see the role of organizations such as Humanitarian Resonances compared with training institutions such as Bioforce ? 

 

As you know, RH is not a training center. Rather, it is a peer community that develops tailored support services.

 

Thanks to its volunteers and partners, RH provides services that can be extremely helpful to humanitarian workers during periods of professional transition, such as after a field mission or at the end of a contract with an NGO.

 

As was mentioned during the latest RH volunteers’ meeting, beyond personalized services and a valuable professional network, RH offers a place of calm and renewal.

 

RH develops services, but above all it is a space for reflection and discernment, a community of peers where individuals can take the time to consider the next stage of their commitment and professional journey.

 

RH is not solely about helping people find employment after humanitarian missions. It is also a space for exchanging experiences and sharing testimonies.

 

Although RH has developed a wide range of in-house services, we also promote other organizations whose work may prove useful during difficult periods of transition or at other stages of a humanitarian career.

 

For example, some of our members volunteer to help prepare first-time humanitarian workers for field assignments. This is done notably through a partnership that has existed for the past three years with La Guilde du Raid.

 

RH also embraces its role in career guidance by promoting relevant training programmes. Bioforce, along with several specialized master’s programmes, benefits from this visibility.

 

Examples include the Graduate Diploma in Humanitarian Leadership available in Dakar, and the IRCOM Master’s Degree in Humanitarian Action, available in Angers and Yaoundé.

 

 

 

For individuals who have experienced difficult or traumatic situations during humanitarian missions, how do you assess the current psychological support and care available within the humanitarian sector? What complementary role can organizations like RH play?

 

We are certainly not the only organization concerned with this issue, which fortunately is receiving increasing attention within NGOs given the difficult operational environments that require ever-greater vigilance.

 

Security therefore remains a central concern for most emergency-focused NGOs, and awareness programmes and procedures are updated regularly.

 

Nonetheless, we estimate that at least 15% of the people who seek our assistance require additional support to overcome trauma and consider their future with confidence.

 

RH witnesses an extraordinary degree of resilience among humanitarian workers, often strengthened by the support of family, friends, and other organizations specialized in these issues.

 

RH plays an important role, but it is not alone. We also refer members to a network of six psychologists with whom we work regularly. Their contact details are provided to all RH members.

 

In addition, we have set up support groups specifically for women working in the humanitarian sector.

 

RH also directs people towards organizations whose services complement our own. Among the most recent examples are Protect Humanitarians and Co-Create Humanity.

 

Humanitarian Resonances plans to establish a branch in West Africa, specifically in Dakar. Could you tell us more about this initiative?

 

Over the past decade, there has been a significant evolution in the profile of expatriate humanitarian workers.

 

Major NGOs are increasingly employing international staff from the Global South, many of whom originate from countries that are themselves recipients of humanitarian assistance.

 

For example, at Médecins Sans Frontières (MSF), more than 50% of international staff now come from countries in the Global South, compared with barely 25% ten years ago.

 

This shift has been accompanied by increasing decentralization of international HR management functions towards Southern regions. Dakar, Senegal, is now the second-largest recruitment hub within the entire MSF movement.

 

Following the study we conducted in Dakar last year at the request of our partner MSF, we became aware of the importance of facilitating exchanges of good practices concerning career support and reintegration assistance between international staff returning to France and those returning elsewhere in Africa.

 

A project is currently under review with the support of RH’s Board of Directors.

 

Notably, during the last General Assembly in June (See :RH Dakar Visit Report, September 2024) , Abdel-Rahman Ghandour was elected President, succeeding Laurence Wilson, and Aliou Diallo, based in Dakar, joined the board.

 

This initiative, which has already mobilized several partners, could become a reality as early as next year. See : Partners’ Meeting Report

 

 

In conclusion, what would you like to say about the crucial issue of human resources in humanitarian organizations?

 

There will always be risks in the humanitarian world, both physical and social, and fortunately so, because commitment inherently involves taking risks.

 

That is why it is essential to keep the spirit of engagement alive.

 

We firmly believe that this culture of commitment depends on recognizing the contribution of every individual.

 

When operations are at their peak, there is not always time to listen to one another or express gratitude. We believe that spaces such as RH can help compensate for this structural shortcoming by bringing the focus back to people.

 

Interview conducted by Pierre Brunet

 

Writer and humanitarian worker

 

“Humanitarian Resonances; Testimonials”

 

Maguelone – Career Transition Coach

« Expatriates working in complex environments demonstrate remarkable soft skills that are highly transferable to the corporate world: a strong sense of priorities, tactical flexibility, strategic understanding of contexts, pragmatism, an action-oriented mindset, and resilience under pressure. They also possess exceptional management skills, including intercultural integration, openness, dialogue, and the ability to foster commitment and perseverance. I am constantly amazed by their high level of education, the richness of their backgrounds, and the diversity of their experiences. It is a goldmine of talent that deserves far greater recognition. »

 

Nawel – Healthcare Access Project Officer

« This is the second time I have turned to RH during a job-search period. The first time, in 2019, RH enabled me to benefit from the support of a coach. The sessions were extremely valuable because they helped me reflect on my career path, identify my skills, and regain confidence for interviews. This year, the job-seekers’ group I joined in Lyon provided a reassuring framework during an anxiety-inducing period and allowed me to build relationships with RH members. Thank you so much. »

 

Irène – Human Resources Manager

« After returning to France from a rewarding field experience, I first contacted RH through MSF. Having spent most of my career abroad, RH gave me the opportunity to meet others with similar expatriate experiences and aspirations to rebuild their lives in France. The coordination team and members were incredibly supportive. I received personalized coaching from an outstanding volunteer coach and participated in workshops. Today, I hold a stable position within an association, thanks to the teams who gave me the strength to move forward. »

Eric GAZEAU – Director and Founder of Humanitarian Resonances

 

 

Originally trained at the European Institute of Business Affairs, Eric has been involved with international humanitarian organizations for more than 31 years.

 

After spending six years in commercial management roles in France and abroad, he entered the humanitarian sector in 1993, working for Solidarités and later Médecins Sans Frontières (MSF) as a field officer, administrator, and Head of Mission in Bosnia, South Sudan, Rwanda, Somalia, and Afghanistan.

 

Upon returning to France, he completed a postgraduate degree in International Humanitarian Aid at the Faculty of Law in Aix-en-Provence.

 

He then worked in Kosovo with the OSCE and later in Madagascar with the NGO Inter-Aide.

 

From 2000 to 2002, he served as Human Resources Director for the Samu Social de Paris.

 

In July 2002, he brought together a group of humanitarian professionals to create Humanitarian Resonances. After serving as President until October 2004, he became the association’s Director General, a position he still holds today.

 

Alongside Olivier Mouzay, Eric also helped create the NGO Support concept, which continues to foster exchanges of best practices within the Coordination Humanitaire Développement (CHD) network.

 

Further information about Humanitarian Resonances, a public-interest organization and member of Coordination Humanitaire Développement and Coordination Sud, can be found at:

 

www.resonanceshumanitaires.org.