A committed, capable and responsible staff is vital for the success of an NGO. The foundation
for this are effective human resource policies. For most NGOs, these should address both paid
employees and unpaid volunteers, given the use of volunteers in many roles, including in management and as individuals rendering program and support services. An NGO should seek
qualified staff, offer them proper training and supervision, treat them with fairness and equit
y, and provide them with avenues for individual growth and development. On the other hand, the NGO should expect employees and volunteers to maintain the highest standards of professional and personal conduct, use information and resources responsibly, and avoid conflicts of interest.

A. Responsibilities of the NGO

1. Capable and responsible staff. An NGO should seek capable and responsible employees
and volunteers (“staff”), who are committed to the mission of the organization.

2. Training and working conditions. An NGO should provide proper training and orientation
for new staff, and provide them with suitable working conditions.

3. Written human resource policies. An NGO should have written human resource policies
(or an employment manual) for its staff , including basic aspects of employment (benefits,
vacation days, sick leave, etc.), and other fundamental policies such as confidentiality
of information, computer policies (use of computer re s o u rces for personal work, ownership of computer resources ) , drug and alcohol policy, conflict of interest , and grievance procedures.

4 . Staff growth and development. An NGO should provide opportunities for individual growth and staff development, and foster an atmosphere whereby supervisors encourage personal growth of staff.

5. Fairness and rights. All staff should be treated with fairness and equity, and as individuals
with rights to be honored and defended. Their rights to freedom of association, conscience and expression shall be respected and protected.

6 . Code of ethics and conduct. Each staff member should be provided with the NGO’s code of ethics and conduct and the written human resource policies.

7 . Communication of serious concerns. Key staff should be enabled to communicate serious concerns to a member of the governing board or officer.

8. Standards and responsibility. Staff should be encouraged and guided in maintaining the
highest standards of professional and personal conduct, and in taking personal and
professional responsibility for their actions and decisions.

9. Confidentiality. Guidance should be provided staff with access to official documentation or information regarding maintenance of the integrity, confidentiality, and privacy of such information to protect any individual concerned.

B. Conflicts of Interest

1 . Written policy. The governing body should provide staff who have decision-making power the written conflict of interest policy pertaining to them. Ideally, this statement will be signed by each individual at the time of their beginning service with the NGO and periodically thereafter.

2. Disclosure. Each officer should disclose each institutional affiliation that he or she has that might possibly involve a conflict of interest.

3. Gifts. An NGO should establish a policy regarding gifts to staff members, such as requiring that staff refuse all significant gifts connected with their position, or turn them over to the organization.

4. Using position for personal benefit. Staff members should refrain from using their official position, either regular or volunteer, to secure special privilege, gain or benefit for themselves.

5. Loans. If an NGO has provision for making loans to staff, there should be a policy describing how the loans operate and all loans should be disclosed to the governing body.

6. Best interests of the NGO. Employees and staff should put organizational goals before
personal goals, putting the best interests of the entire program ahead of individual
desires.