The COVID-19 pandemic impacted people’s health, livelihood, infrastructure and access to essential goods and resources. Social purpose organisations (SPOs) represent the less empowered billions who had little or no agency to overcome these unprecedented hurdles to sustain themselves. The challenges these SPOs needed to address suddenly became additionally complex. The Post-Graduate Program in Development Management (PGP DM), developed and carefully curated by the Indian School of Development Management, is a pioneering program for social sector aspirants. The design, curriculum and pedagogy of the PGP DM keep pace with the dynamic needs and managers that developmental work and SPOs require in this post-pandemic world.

The post-pandemic world calls for SPOs to look at their work through a systems lens with a novel approach. The ecosystem has become exceedingly dynamic, with rapidly changing needs and processes. These ground realities call for a program that responds to the development sector’s emerging needs. While similar courses and pedagogies in the development sector give development professionals a sound theoretical foundation, ISDM’s program in Development Management approaches these issues through evolving pedagogy and sector responsive modules. They help create managers and leaders who are adept at rising to the occasion in difficult situations and aim to deliver social impact at a population scale.

Development Management and leadership is the answer for SPOs in the post-pandemic world.

What is Development Management?

Development Management brings together the two domains of management principles and development praxis with a foundation in universal human values of equity, compassion, and justice. The endeavour is to create a whole new ecosystem of ideas, individuals, and institutions driven by adequate and appropriate development leadership and management practice. Development Management attempts to pioneer the capacity-building of development professionals through various means to achieve the goals of India’s social purpose organisations across the country. It aims at enabling practitioners to plunge into understanding complex societal issues, design appropriate strategies, build relevant networks with state and market stakeholders, and work with them collaboratively based on that understanding.

ISDM’s vision is to nurture a cadre of professionals with adequate knowledge, the ability to engage with complex systems, and a reliable professional and ethical code of practice. The PGP DM trains practitioners to analyse, interpret and apply a development lens to managerial theories, principles, and procedures, enabling them to understand the contextual realities and complexities to respond by developing sustainable solutions.

A Glimpse into the Post-Graduate Program in Development Management

The 47-week program is divided into eight terms. The curriculum is built on the contemporary thinking in management education as advocated by Srikant Datar, Garvin and Cullen, who proposed a proper balance between knowing, doing and being as essential in management.

The program redefines learning as a model of reflective engagement over a year-long period of experiential learning rather than mere cognition. Keeping this approach in mind and bringing development and management principles together, this program has been designed by renowned academics from both the development and management sectors.

What sort of courses will you study in a Development Management Program?

The curriculum is divided into 22 customised offerings to enhance managerial efficiency and promote leadership effectiveness in SPOs. It addresses building research for development, managing results and impacting people’s lives. It encourages executive talent development and management for financial sustainability through the appropriate choice of management core courses and electives. Students undergo courses in Financial Perspectives, Strategic Innovation for Social Change, Operations Management for Quality and Impact, Behaviour Change Communication and Marketing Management. If that weren’t enough, students would also be introduced to Human Development in an Unequal World to Technology and Management, Corporate Social Responsibility, Behavioural Sciences in Social Change, Digital Marketing and Social Entrepreneurship.

Why should you choose Development Management?

A program like the Post-Graduate Program in Development Management will -

1. Make you adept at deep diving into understanding complex societal issues
   As a development professional, you will be working hand-in-hand with communities laden with systemic and cultural issues. You will need to develop the ability to understand and work within these contexts of complexity, sensitivity, and great uncertainty. You will learn that there could be multiple, equally intricate, and complex pathways to finding appropriate solutions to benefit the community and scale impact.

2. Enable you to design appropriate strategies and interventions in addition to building impactful organisations
   As a leader, you need to build world-class organisations with the appropriate strategies, structure systems, processes, and culture. You will do all of this, keeping in mind the context you work in and simultaneously focusing on the design, implementation, evaluation and monitoring of these appropriately designed social interventions. Your professional management skills will range from effective communication, critical thinking, data interpretation, problem-solving, analysis, synthesis, and the application of management theories in the development sector.

3. Empower you to work adeptly with both state and market stakeholders
   Development in a progressive social, economic, and political climate involves the interaction of the State, Markets and Civil Society, the three key pillars. SPOs do not work in isolation as they join hands with the government and other funding organisations to extend their reach. They can provide critical funding, the infrastructure, and the heavy lifting needed to expand and scale-up growth. This will require leadership to wear multiple hats and still ensure that you continue to deliver sustainable social impact at scale by creating relevant partnerships.

4. Transform you into a reflective practitioner who leads SPOs to create sustainable and scalable impact
   Throughout the program, you will be trained to value diversity, believe in universal human values, demonstrate professional management skills and knowledge, and understand complexities while engaging with compassion. You will become a reflective practitioner who will recognise the collaboration of state-market and societies in bringing about sustainable change at the population scale.

The vision is to create development leaders who can set the direction for social change and develop ripples as they influence others to join the cause. At least 230 ISDM alumni are doing their bit in creating impact at scale across India’s social purpose organisations! What are you waiting for?

Tenzin Chorran | Published: 27 January, 2024

A student from the social work courses - Tenzin Chorran from Post Graduate Program in Development Management at ISDM's. During the rural immersion part of the program called 'Realising India', she visited a village in Sehore, Madhya Pradesh, where she was appalled by the situation of women in rural hinterlands.

Rural Immersion is a critical component of ISDM's PGP DM program. Our batch was divided into groups and sent to different districts to understand the ground realities of societies and institutions. Along with my group, I went to Sehore for two weeks. The field visits in the rural areas helped me understand the human-nature interactions where most rural communities are still dependent on their immediate natural resource environment, such as forests, for daily livelihood needs essential for survival. The close interaction with the community using Participatory Rural Appraisal (PRA) tools helped me identify the daily struggles of marginalised communities, especially rural women, and analyse their knowledge of livelihood conditions.

During one such visit, I met *Savita, a 25-year-old woman from Bhilai Khari, a tribal village in Nasrullaganj block of Sehore district in Madhya Pradesh. She wakes up at 5 am every morning, walks a few kilometres to gather some fuelwood, fetches water on the way back from the hand pump and starts cooking meals for her family on a chulha. She represents most women in her village who do this daily because half of their households do not have an LPG gas connection.

Based on conversations with other women from the community, I realised that the struggle of fetching fuelwood and water for domestic consumption is an everyday task, requiring vast amounts of physical labour. The bundle of fuelwood that these women carry ranges from 5-10 kilograms, and they usually make multiple trips to collect water from the hand pump. The summer months are typically parched, and the water in the handpump dries up, which means that these women have to travel at least three kilometres to a nearby pond to extract water.

All the households in this village have the traditional chulha, and out of 40 homes, 20 of them got the LPG connection three years ago. We gathered that this was through the government's introduction, Ujjwala Yojana. The remaining households had their connections either wrongly delivered to other people even though they had filled the forms or refused to shift to the usage of LPG in their homes.

The Ujjwala Yojana aims to empower women and decrease drudgery by shifting to clean methods of cooking which can save time and energy and avoid health-related issues among women in rural India. Unfortunately, the scheme has been made redundant due to a lack of affordability and availability of services. The local rural communities cannot afford the refilling of the LPG cylinders due to financial restrictions, which is Rs 700/- for every refill. Almost twenty households with LPG connections have not been able to refill their cylinders due to a money crunch and rely on the chulha again. Apart from behavioural biases for the chulha preference, another reason is the inability to carry cylinders to their houses due to limited doorstep availability of services.

It is perhaps important to note a wide gap between the implementation of government schemes and the primary stakeholders' requirements of that particular scheme. For instance, in the case of this small village in Nasrullaganj, many women like Savita might not be able to benefit from the Ujjwala Yojana, considering innumerable gaps which presently exist. Addressing these gaps, and effective community participation should encourage the bottom-up decision-making processes. Policymakers partnering with the government need to stress the importance of evidence-based decision making. The focus here should be evidence collection through the participatory method, constantly rechecking and evaluating the reach of social security schemes to ensure their success

Tenzin Chorran

*All names have been changed to protect identities

Published: 18 January, 2024

Suchananda Roy is a student of ISDM's Post-Graduate Program in Development Management. During the rural immersion part of the program called 'Realising India', she met a strong and bold woman in her sixties who had served as a Sarpanch from 2004 to 2009 in Goth Gram panchayat in Ambah block in Morena. Her story is inspirational because she did this in a highly patriarchal society, where the practice of ‘Sarpanch Pati’ is still prevalent.

Shivani*, a dynamic woman, faced backlash from a male-dominating society when she stood for elections about a decade ago in Ambah block in Morena. According to reports, there is a 17% difference in literacy rates between men and women. However, Shivani’s strong willpower enabled her to serve humanity and uplift the conditions of women in her village. Her determination made her surpass any odds; she did that and came out with flying colours.

Her fearlessness and confidence exuded when she narrated her life story. According to Shivani, the ghungat (a veil to cover her head) is obligatory for every bride since societal custom dictates it. Though she wore the ghunghat, she didn't allow it to stop her tremendous ambitions to bring change to society. She believed change could only occur when a woman in her home started a conversation with her family. Even though, as Development Management programme students, we had been taught about gender equality, it was something else altogether watching Shivani practice it.

Fifteen years ago, societal pressures shackled Shivani but not her vision. She was a one-woman army when it came to working for the development of people and her village. I imagined how difficult it was for her to be in a position to govern the system while facing humiliation from her society. Even today, the concept of 'Sarpanch-pati' prevails in the district. In one of the Gram Sabha meetings that I attended, the Sarpanch, a woman, was not present. Her husband represented her in the Gram Sabha proceedings. More than ten years ago, Shivani overcame the same bias through sheer perseverance, and soon people recognised her sincere efforts and respected her.

Still from a Gram Sabha meeting in Morena.

Shivani’s model village began inspiring surrounding villages facing similar challenges. Despite prevalent patriarchal norms, she not only stood for local elections but ended up becoming the first female head of her village panchayat. Adding a feather to her hat, she won the award of 'Adarsh Gram Panchayat' during her tenure. She received many such awards during her term from various levels of government.

During our conversation, Shivani mentioned how she was proactive in building water resources so that no woman would have to walk several kilometres to get the same. She even went to the teacher's home and asked why they were not in school during teaching hours in case of uninformed teacher absenteeism, which shows how she was concerned with the children's education. She shared that while she didn't get the opportunity to study beyond class ten, she wanted to ensure that this should not happen with other children due to a lack of infrastructure.

During her tenure, Shivani continuously raised her voice right from the Gram Sabha to the Chief Minister's office for building good infrastructure, library, and playground in the school's vicinity so that no child is left behind and the overall growth of a child can take place. She was determined and sincere towards her idea of developing a village and put all her efforts into making a self-sufficient village.

President Dr A.P.J. Abdul Kalam recognised her efforts, inviting her to the Rashtrapati Bhawan. Inspired by 'Rani Laxmi Bai's stories, she remained courageous when working for her people. She said, "Kisi ka dam hai to rokke dikhaye, mai sherni hoon, kabhi har nai manungi". Due to Shivani's poor health, she didn’t contest any further elections. However, with her progressing health, her aspirations are back as she aims to become an MLA (Member of Legislative Assembly). She feels that she will not see the envisioned change unless she enters the system.

Shivani is a role model not only to me but many women in her village, and you can see why that is. Her principles give many young people strong notions of how a woman can contribute to society by removing the gender stereotyping roles and bringing gender equality into people's minds.

Suchananda Roy

*All names have been changed to protect identities

Published: 04 January , 2024

The Post Graduate Program in Development Management (PGP DM) stands as a beacon for those seeking to master the intricacies of managing and leading Social Purpose Organizations. Tailored not only for seasoned professionals in the Social Sector but also for freshers and individuals eyeing a transition into this domain, the program is a testament to the vision of ISDM founders—Ravi Sreedharan, Sharad Agarwal, Gaurav Shah, and Suparna Diwakar. By amalgamating management principles with the social sector's ethos, the curriculum finely tunes itself to the unique demands of the Development Sector.

The Uniqueness of Development Management

1. Expansive opportunities in the Social Sector

Dispelling the misconception that the Social Sector lacks job opportunities, it is, in fact, a vast field. Encompassing thematic areas from health to education, individuals can find roles in fundraising, digital marketing, management, advocacy, research, and content creation. With increased philanthropy and stringent CSR mandates, the sector is witnessing a surge in funding. The Development Management program emerges as the bridge, addressing the need for the right talent. It not only equips students with the skills required for various roles but also nurtures the entrepreneurial spirit, enabling graduates to establish their Social Purpose Organizations.

2. Job satisfaction beyond remuneration

In an era where meaningful work, work-life balance, and fair compensation are paramount, the Social Sector emerges as a sanctuary. The Development Management program serves as the conduit, providing students with the skills and networks necessary to secure jobs aligned with their values. Beyond a paycheck, it facilitates job satisfaction and empowers individuals to make a tangible impact on the world.

3. Cultivating management dexterity

Effective management skills are indispensable in any field. The Development Management Program distinguishes itself by seamlessly integrating management concepts such as design thinking, systems thinking, and financial perspectives with social sector requisites like ethics, sustainability, collaborative work, and field experience. The outcome is a professional not merely versed in management but possessing the heart of a Social Sector leader.

4. Insights from sector pioneers

Management within the Social Sector demands a distinct skill set. Unlike industries thriving on competition, collaboration is paramount here. Learning the art of effective management and collaboration requires insights from those who've successfully navigated these waters. The Development Management Program provides a unique opportunity to interact with sector leaders, enriching students with practical wisdom and real-world perspectives.

5. Versatility through project exposure

The program is not just a conventional classroom experience but a dynamic educational journey. Students engage in diverse projects, honing their teamwork and reflective skills. Workshops, guest lectures, rural immersions, and interactions with sector leaders foster a broad skill set, providing students with a multifaceted learning experience.

6. Work experience not a barrier

Breaking away from the convention, the Development Management Program is inclusive, welcoming both seasoned professionals and freshers. While the program recommends two years of work experience, freshers can glean substantial value from the PGP DM. Volunteering experience with NGOs or other Social Purpose Organizations is highly valued, making the program accessible to a broader audience. The fundamental prerequisites are passion and the drive to make a meaningful impact.

7. Inclusive across backgrounds

Open to professionals from diverse backgrounds—doctors, lawyers, engineers, artists, and accountants—the Development Management program accommodates a spectrum of skills. Beyond technical expertise, the course sheds light on leveraging existing knowledge for effective contributions to the Social Sector. The inclusive nature of these programs fosters an environment accepting of diverse identities, making them spaces that transcend traditional boundaries.

8. Urgent demand for social sector professionals

The aftermath of the Covid-19 pandemic exacerbated pre-existing societal issues, pushing over 230 million Indians back into poverty. The Social Sector now requires committed professionals armed with management skills, knowledge, and tools to tackle these complex issues. The Development Management Program, blending sustainable development and management, becomes a crucial resource to prepare individuals for the urgency of this situation.

In a field where conventional management education may have its limitations, ISDM's PGP DM is seen as a positive force for change. It provides a well-rounded set of skills, insights from industry leaders, and a platform for diverse experiences, making the Development Management program an appealing alternative to a typical MBA. In the ever-changing landscape of social impact, ISDM quietly stands as a reliable institution, shaping leaders capable of making a meaningful difference in the Social Sector.

by Shashvi Thakur | Published: 03 January , 2024

Unveiling Transformation in Morena's Heartland

In the heart of Morena District, Madhya Pradesh, a metamorphosis is quietly underway. Amidst the rustic landscapes and cultural tapestry of the region lies a narrative of empowerment, resilience, and hope. This tale, born out of the 'Realising India' program by the Indian School of Development Management (ISDM), transcends the ordinary to spotlight an unsung hero and his extraordinary impact on the marginalized Bedia community. Join me on this journey to uncover how Taekwondo is becoming a catalyst for change, as we explore the life of Mahesh and the transformative possibilities he unfolds.

Mahesh: A Beacon of Change in Morena

Our narrative commences within the walls of Mahesh's Taekwondo academy, where two young girls exhibit remarkable skill, a testament to their instructor's unique approach. Mahesh, not merely a teacher but a harbinger of change, shares glimpses of his life during our conversations. Despite modest earnings at a local school, Mahesh's commitment resonates beyond financial realms. A Taekwondo black belt holder with a global footprint, his journey unfolds against the backdrop of medals and certificates that narrate tales of triumph.

A Progressive Vision

As we delve deeper, Mahesh's progressive and scientific approach to teaching emerges. His advocacy for innovative methods and a shared responsibility between teacher and child transcends conventional boundaries. What makes Mahesh's story remarkable is his lack of formal training, relying solely on experiential learning to shape his teaching strategies dynamically.

Breaking the Chains of Patriarchy

Mahesh's academy emerges as a beacon of hope for the Bedia community, especially young girls shackled by societal norms. His affordable services provide alternatives, disrupting grim trajectories and offering choices beyond early marriages or involvement in prostitution. Even within the constraints of an orthodox community, Mahesh champions change with methods aligning with established organizations, showcasing the transformative power of grassroots efforts.

Resistance and Resilience

As the story unfolds, we encounter the resistance faced by Mahesh's initiatives within the Bedia community. Seen as a threat to cultural norms, Mahesh rejects external opportunities, choosing instead to catalyze change from within. His wife, a living testament to his values, actively participates in this 'life-saving' art form, reflecting the resilience of a family dedicated to making a positive impact.

A Family's Dedication

Amid challenges and limited social security, Mahesh rejects external opportunities, remaining rooted in the community. Throughout the pandemic, his family grapples with ration shortages, yet Mahesh's commitment remains unshaken. Instances of community letdowns and lack of support haven't deterred him from his selfless work, demonstrating an unwavering commitment to uplifting his community.

The Recognition Gap

Despite transformative efforts, Mahesh's contributions often go unnoticed within the community. Only his students truly understand the profound impact of his efforts. Despite challenges and setbacks, Mahesh continues to sow seeds of change, providing unimaginable possibilities for the children of the Bedia community.

The Unseen Contributions: Recognizing Grassroots Impact

While Mahesh's efforts might not receive due recognition within the community, the transformative impact on his students speaks volumes. This recognition gap underscores the often-overlooked yet invaluable role of grassroots initiatives. Mahesh's influence extends beyond the academy, providing the children of the Bedia community with a renewed sense of possibilities and a chance to break free from societal constraints.

In the face of cultural resistance and limited social security, Mahesh's dedication to his community becomes even more commendable. His rejection of external opportunities in favor of catalyzing change from within showcases a rare resolve. The challenges faced by his family during the pandemic highlight not only the adversities but also the strength that sustains Mahesh's unwavering commitment to his selfless work.

Mahesh's story is not just about teaching Taekwondo; it's a testament to a global mindset seamlessly integrated into local landscapes. His progressive teaching philosophy challenges traditional norms, proving that impactful education doesn't always require formal training but thrives on experiential wisdom. Mahesh's commitment to empowering the Bedia community transcends mere physical training; it delves into reshaping societal narratives and breaking the chains of patriarchy.

Nurturing Change Beyond Boundaries

As we navigate through Mahesh's journey, it serves as a call to action. It prompts us to reflect on the transformative power of education and community-driven initiatives. The untold stories in India's heartlands are not just narratives; they are blueprints for change. ISDM, through programs like 'Realising India,' plays a pivotal role in nurturing change-makers who comprehend the nuances of India's developmental challenges and actively contribute to sustainable, community-centric solutions.

Shashvi Thakur, through ISDM's Realising India program, unraveled the inspiring narrative of Mahesh, underscoring how education, determination, and community-driven initiatives can catalyze change. This tale reflects ISDM's commitment to nurturing leaders who comprehend the nuanced challenges of India's developmental landscape and actively contribute to sustainable solutions.

**All names have been changed to protect identities.

Shubhalaxmi Dalvi is a student of ISDM’s Post-Graduate Program in Development Management. During the rural immersion part of the program called ''Realising India'', she went to a remote village in Banswara District, Rajasthan and documented the story of a woman employed in the age-old craft of making bamboo baskets with nobody to inherit their history and legacy.

A middle-aged woman works with her husband with bare minimum resources and no shed to cover their heads in the October heat. You might think this is a scene from a period film or a story from decades ago, but this is *Kesari's reality in a remote village in Banswara District, Rajasthan.

Kesari belongs to the Bansphod (name derived from bamboo) community. She has been weaving bamboo baskets with her parents and later with her husband since she can remember. For the past 30-years, Kesari has been coming to the same place to work and sell the baskets she makes. As is the case in the handicraft business, income is not stable. While certain days end with earnings worth Rs 2000/-, sometimes products go unsold for days at a time.

With this income, Kesari and her husband are educating their son, in the hopes that he would have a better future than they had. The word Banswara comes from Raja Banksia who was famous for bamboo ''bans''. The region is losing its traditional art and its importance in modern times. Kesari shared that once, this land was known for its bamboo, but now the people whose livelihood depended on it can hardly make a living. "Humein market lagne par yaha se bhaga dete hai, bade dukan ke stall lagati hai sarkar par hamare liye kuch nahi hai" she said sadly. (They run us away from the spot whenever the market is set up, only the bigger stores get some space to set up their stalls. The government doesn’t do anything for us.)

With the spotlight on social purpose organisations (SPOs) to address enhanced vulnerabilities in the aftermath of the pandemic, talent becomes a paramount factor in its success. The Indian social impact sector attracts organisational talent with varied expertise and affiliations. An opportunity to make a difference and commitment to a cause that goes beyond individual needs and aspirations remains the common thread that unites social sector talent across organisations and roles.

Our recent conversations with Chief Operating Officers (CEOs) and Human Resource (HR) leads (also referred to as people function) of SPOs bring out four kinds of talent that are often attracted to the Indian social sector. They are as follows:

The Volunteers are individuals who associate themselves with SPOs because of their passion towards a cause. The trigger for engagement for such people comes from the apathy and vulnerability they have witnessed around them. As committed individuals, moved by the state of the society and the world, they often find it difficult to make peace with the status quo and are keen to make a difference. Volunteers often do not have a financial arrangement or relationship with the organisations where they contribute their time and energy. Such individuals may pursue parallel professional careers in other sectors of their expertise or interest.

The Fortitudinous are believers in the possibility of an equitable transformation and have found their personal and professional calling in making a difference to the world and society around them. They actively contribute towards making the world a better place for everyone. As individuals who have chosen to engage with the social sector since the beginning of their careers, their education and learning experiences are often influenced by such inclination. The fortitudinous have clarity from the early days of education that they want to work in the social sector and specifically build their expertise and experience through education and past employment. These personnel are accustomed to the possible challenges of the sector and the job, and remain equipped to handle them every day.

The Agnostics are employees who are job seekers and might not be passionate about the social sector specifically. They are agnostic to the cause of the SPO. Agnostics often work in departments that do not work with the beneficiaries directly, such as the administration or support functions.

The Switchers are employees who switch from corporate jobs to the social sector. These are people who want to switch to the social sector primarily for two reasons. Firstly, they may be seeking purpose and would be content to see the impact of their work on the change in the society. Secondly, they may be disillusioned and exhausted with the corporate sector and seek to engage with the social sector to find meaning in what they do professionally. Such talent brings diverse experience and skills that are extremely useful when contextualised to the needs and values of the sector.

To achieve effectiveness in social impact, SPOs need to nurture appropriate strategies to work with such a diverse workforce. Decoding the people management challenges and keeping all contributors motivated is crucial in the success journey of the SPOs.

¹Dr Aruna Pandey is the Director, ISDM Knowledge and Research Centre (ISDM-KRC)

²Dr Yogita Patra worked with ISDM between in the capacity of Research Manager, ISDM-KRC

The effectiveness of SPOs can be gauged based on the passionate collaboration, drive and accomplishment of the people working towards the cause. SPO leaders are impressed by the need to align organisational talent with three core ideas: purpose, ownership and grounded mastery. Let us understand these in detail.

Aligning purpose

Founder-led organisations embed their mission deeply in the core of talent management practices, especially when founders play an active role in designing and shaping people practices in the organisation. In early days of the organisation, it is fruitful for the founders to scaffold the guardrails of the people function to align with the mission and the vision of change it seeks to accomplish. For scale and sustainability, however, acquiring, nurturing and retaining appropriate talent becomes a challenge and a necessity. In July 2021, online regional consultations held by ISDM with 56 leaders from the sector, representing 48 organisations, underscore the importance of integrating the core philosophy of the organisation in the next generation of leaders. In this context, setting up a structured people function was highlighted as one of the core challenges that organisations face today. It emerged that 82% of the leaders identified nurturing capacities of their existing talent as one of the key strategic priorities of the organisation in the next one year (ISDM, upcoming). This alignment of purpose is often enabled by a transformational leadership practice that inspires commitment and performance rather than transactional leadership that focuses only on outputs for inputs. Mitigating challenges related to acquiring the right talent at the right time at the right cost can be fulfilled by designing organisational culture and internal brand strategies that focus on nurturing learning, commitment to the cause and a sense of purpose which goes beyond individual motivations and aspirations and has the power to impact better outcomes for self and others.

Additionally, more than 51% organisations in the regional consultations stated the need to attract or hire diverse talent. Leadership in the Indian social impact sector is increasingly recognising the need to enable opportunities for individuals with diverse talent in the fields of law, technology and medicine to be able to contribute to the shared vision and missions of an equitable society for all. Nurturing a vibrant sector with organisations that have the capability to attract, hire and retain such diverse talent calls for appropriate investments from donors, non-profit leaders and ecosystem enablers in building capacities and talent readiness in existing SPOs (ISDM, upcoming).

Nurturing ownership

Individuals who join the social sector often come with a strong intrinsic motivation that ranges from the inherent need to be able to contribute to society to a sense of personal accomplishment and satisfaction that one draws from walking a path of universal human values (equity, compassion, justice) that bottom line the work of SPOs. Enabling a robust leadership culture of accountability and ownership in such committed actors empowers the organisation to nurture resilience in its systems, processes and practices. Often the maturity of talent management in organisational contexts is equated with levels of formalisation in policies and practices, yet talent transitions (promotions, shifts in roles, diversification of roles, etc.) and leadership succession planning in SPOs often does not receive the attention it deserves. Organisations, as a result, continue to remain individual-centric with strong implications for organisational growth potential, individual and collective motivations to continue contributing to the vision of the organisation as well as maturity of organisational structures and processes (ISDM, upcoming).

ISDM’s engagement with leaders from the social sector underlines the importance of designing structures and processes that enable effective talent and leadership transitions and a dynamic learning environment in organisations. Such practices nurture the capacity of organisations to respond to ambiguity and uncertainty effectively and are true measures of maturity of talent management. Enabling such effectiveness in management practices demands alignment between management values, structures and systems with the overall purpose and vision of the organisation. This alignment, when accomplished, creates a strong institutional foundation for the leadership to inspire ownership in talent, motivating them to commit to collective purpose over time and across functions.

Enabling a structural scaffolding that nurtures grounded mastery

SPOs take ‘forms’ that are driven by the ‘consciousness of the leadership’ and the ‘purpose of its existence.’ The people management function of an organisation should curate policies and processes to enable the alignment between the shared vision of change and talent strategies adopted to accomplish the set goals.

Structural scaffolding for intrapreneurs

Explicit outlining of the people policies related to hiring, learning and development, leave, expenses, grievance redressal, performance appraisals, compensation and acknowledgement enables the blueprint of a professional organisation. The people function of SPOs are constantly geared towards nurturing ‘intrapreneurs’ who are self-driven for the cause and are committed to a larger purpose of social transformation beyond the boundaries of individual or organisational performance. For such individuals, compensation is not the only component that motivates them and a vibrant, creative, learning and practice culture is critical.

Additionally, the organisation needs to invest in structural designs that eliminate drudgeries associated with daily responsibilities of the talent. Examples of such structural scaffolding could manifest in the form of a robust and agile knowledge management system that leverages technology and is integrated with programmatic design and review, automated systems for compliance reporting, technology-enabled real-time reporting with easy-to-use systems, etc. Young organisations like Make A Difference and Quest Alliance are increasingly investing in nurturing such structural shifts to enable creativity, agility and resilience in their organisation.

Embedding career trajectories in unique learning designs

People practices in organisations have the opportunity to embed career trajectories of its talent into unique lateral and core learning opportunities for individual and team growth. This calls for a robust internal-facing learning and development program in SPOs with opportunities to ground themselves in core mastery critical to performance of work as well as embodying values and purpose inspired by the exposure and commitment to the cause. Organisations like PRADAN recognised the need for such internal facing learning strategies for its personnel early on and are today known for their holistic and robust executive training and learning program that enables a solid foundation for all ‘PRADANites.’ Most leaders echo that exposure to the field with an opportunity to build and nurture relationships with the communities ‘where change actually happens’ is critical to inspiring commitment and alignment with the purpose and vision of the organisation. Organisations like ATECF and SeSta shared learning from the field as a key design element towards inspiring motivation, learning and value alignment in personnel. It is important to note that such strategies have emerged relevant across different archetypes of organisations, be it philanthropic initiatives and funding organisations like ATECF, Edelgive Foundation or non-governmental organisations that work directly with communities like PRADAN, SeSta and Sneha (ISDM, upcoming).

Investing in ‘what matters’

While traditionally organisations were encouraged to develop and nurture people management structures, processes and systems due to challenges of size, complexity, compliance or branding, SPOs today are increasingly recognising the need to invest in people early on. Interestingly, 72% of the organisations that were part of the regional consultations on talent management stated having clearly articulated talent management structures and plans, while 53% organisations reported the presence of a dedicated individual or team that manages talent-related matters in the organisation. Many SPOs such as Jai Vakeel Foundation and Ummeed had an operational people function early on with absolute clarity to create innovative methods towards hiring, nurturing and retaining talent. Only 14% of organisations stated that the people function was handled by the founder/CEO with support from external consultants. Leaders spoke of limited opportunity for consultants to embed themselves in the organisational context and culture as one of the key reasons for their lack of preference for a third party to design the people management function of their organisation (ISDM, upcoming).

Expanding the boundaries of talent

Organisations like CDC in Madhya Pradesh and Community Initiatives in Manipur speak of the importance of the context while designing and investing and people practices. In rural, far-flung contexts, finding professional talent with specialisation in community-related work is often a challenge. Investments in capacity enhancement of the organisation such that its people could perform better thus ensuring organisational effectiveness is critical. The nature of such investments, however, should be customised to the context of the place, programmatic need and the context of the organisation. Leaders of CDC and Community Initiative highlight the importance of understanding where the organisation pegs its boundaries of talent. Both organisations spoke of including community representatives and family members of the project participants in their formal boundaries of talent.

Initiatives like CDC, Community Initiative, Sneha, Ummeed, among others, underline the need for the Indian social sector to recognise and build deep appreciation for the fluidity in the way organisations define ‘talent.’ Hence, investments in people and organisational talent need to allow for this fluidity in definition of talent and adaptability in design of people practices that account for the context and culture of the place, consciousness of the organisational leadership and purpose and programmatic need of the organisation. In other words, in order to nurture resilient and effective organisations in the Indian social sector, it is imperative for the funders, leaders and ecosystem enablers to re-imagine and re-design their perspective and approach to talent management to the context and indigeneity of the Indian development ecosystem.

References

Pandey, A., Shushant, L., Rana, S. (upcoming). Regional Consultation Report on Talent Management in Indian Social Sector. Indian School of Development Management

Pandey, A., Kaur, J., Jain, I., Menon, S. (upcoming). Management Challenges in Social Purpose Organisations – Perspectives from India. Indian School of Development Management

ISDM. February 2022. Agenda 2030: What Matters – Panel discussion on Talent Matters. Indian School of Development Management. Accessed from: ISDM Target 2030 : What Matters - YouTube

Arpita Sur, PGP DM 2020-21 | Published: 16 March, 2024

The year 2021 had started on a high note for ISDM's students, as many students trickled into the campus for offline classes. Discussions were livelier, clubs were formed, and everyone made sure that COVID-19 appropriate behaviour was followed. However, the last leg of this cohort's journey had to be shifted entirely online since India started grappling with the pandemic's second wave. Given the grave nature of the situation, ISDM's faculty facilitated spaces for students to reflect on their experiences and create a network of support for one another.

Three students from the cohort initiated and actively supported resource mobilisation efforts for citizens affected by COVID-19. They have been pouring all their energy into relief work while also coping with challenges that come with grassroots work during these testing times.

Krishna Vamshi, Blood warriors

Krishna had started Blood warriors to support Thalassemia patients who need blood every twenty days. These patients' lives have become uncertain due to the lockdown and the scarcity of blood donors. He and his team are using platforms like social media to mobilise blood donors who can support at-risk Thalassemia patients.

Apart from working with Blood Warriors, Krishna supports multiple organisations and individuals who are working full-time in Delhi, Uttar Pradesh and Hyderabad. He has been volunteering to fill gaps in information, resources and mobilisation. He has launched fundraisers with the community to raise more than 10 Lakhs to support patients who do not have the means to afford emergency treatment. Together with his team, he has raised funds to get oxygen concentrators, PPE kits and Pulse Oximeters for communities in need.

Investing time and effort into relief work has taken a toll on Krishna's mental health. Confronting news of people's death and suffering due to lack of resources have caused him multiple panic attacks for the first time. He feels that he is failing to remain strong despite trying to centre himself. However, his passion keeps him going:

"I always believe that I have a limited time on this planet, which technically means I can only do limited things in life. If I am lazy and don't do anything in this limited time, I am cutting down on my experience of doing things. This keeps me going."

Sandeep Kumar, DigiSwasthya

Sandeep, a cancer survivor, started DigiSwasthya, a section 8 registered telemedicine centre for people to access medical support remotely. The organisation is located in Sant Kabir Nagar, UP and is currently also operating as a COVID relief centre. Sandeep has been communicating with COVID patients since April 2021 to check their vital statistics and connecting them with doctors, hospitals, NGOs and resources for further care.

He finds the relief work a tremendously powerful experience wherein he juggles managing his organisation and attending to coursework, among other responsibilities. In collaboration with the team at DigiSwasthya, Sandeep has raised about 1.4 lakhs in funds for supporting patients with oxygen cylinders, oxygen concentrators, oximeters and other medical equipment. The organisation has also received support from donors. Their efforts have brought smiles to the faces of patients and their families. Moments like these are precious to him and keep him motivated.

Sandeep prioritises taking care of himself in these challenging times; sound sleep, proper diet and exercise have kept him going. He also finds solace in the support provided by his team and friends. They have been helping him with references, making phone calls, designing posters and other awareness-raising materials.

A highly committed and positive person, Sandeep says:

"It's a journey; keep going! Together we can!"

Shashwat Kotambkar, Kazwa

Shashwat's organisation, Kazwa, has been working on the ground for a year to mobilise resources for COVID patients. Initially, they struggled to mobilise contacts to create a network, and that caused multiple logistical challenges. However, over the course of a year, they connected with willing volunteers who were eager to pour in time and energy for Kazwa's initiative.

The second wave of the pandemic brought with it new challenges. His team of volunteers was losing motivation when available resources were exhausted at a rapid pace. To motivate his team of on-ground volunteers, Kazwa collaborated with other NGOs who helped them tide over challenges and raised the team's morale.

Focusing on the mechanical aspects of the operation kept Shashwat from dwelling on the dystopian condition of the ecosystem around him. Leading Kazwa was a cathartic process that allowed him to reflect on the power of a collective and gain new perspectives.

Someone once told Shashwat, "Least you can do is own your privileges", and it has stayed with him since.

Published: 25 January, 2024

As we get ready to welcome the Class of 2021-2022, here’s a sneak preview of the exciting curriculum that we have curated for our future cohorts of Development Management Professionals.

The new academic year begins on July 26 ,2021 with a special Term Zero devoted to building a core skill set that is crucial to the initiation of the PGP DM courses in August, 2021. It includes sessions on Excel, Data Analysis, Communication, Learning via the Case Study Method with an overarching understanding of India’s Development Story along with the Personal Mastery for Development Leadership session.

Simultaneously, the Academic team organises a special welcome with a Baithak, an opportunity for knowing the cohort's session and knowing the people and context sessions for the students.

With this, the students make the transition to Term One. The programme then runs through 47 weeks across eight terms with 22 courses and workshops ranging from Perspectives on Society and Development; Understanding the Development Ecosystem; Designing Interventions; Organisation Management functions; to bringing it all together for sustainable impact at scale in Term Eight.

Essentially, the edifice of the PGP DM program is built on nine signature components: 

⇒    ‘Personal Mastery for Development Leadership’ course, spread over 7 terms which is anchored in the need to build in the students the spirit of curiosity, courage and compassion. It believes in creating safe space for teams to flourish and thrive, encouraging generative conversations for collaboration, relating with diverse others, acting with positive emotions, emotional resilience and building attentional focus.

⇒      CBCL (Context-Based Collaborative Learning) course; a unique offering at ISDM has experienced Bricoleurs working with students on a one-to-one basis and in groups to discuss their individual learning journeys and also to discuss key development lenses to differentiate Management for the Social Sector like - Collaboration, Equity and Social Justice. 

⇒      RI (Realising India) experience which as a part of CBCL is a two week structured immersion program planned for the students between terms 2 and Term 3. It enables the students to develop a deep understanding of the people’s lives in the district which prepares them to design interventions.

⇒      The Development Management Writing Centre which in its inaugural year at ISDM focuses on equipping students with the skills to communicate effectively (write, tell and present) with a clear demonstration of the characteristics of the development sector. This includes using a language that is specific and appropriate to the development sector, including the right choice of words and a tone that recognizes the complex nature of social change and the emergent nature of this work. This will be reinforced with ‘Writing in the Discipline’ sessions throughout the year.

⇒      Sessions with Eminent speakers and established leaders who from different walks of life are invited for live sessions at ISDM, all through the year to help the students debate, discuss, pause, reflect and learn through these live interactions.

⇒      Compulsory Harvard manage mentor course where students complete Harvard Business Publishing Courses covering management topics such as performance measurement, business plan development, strategy planning and execution, and more adding to their learning repository.

⇒      Special curated workshops which cover a range of topics from Group Dynamics, Radical Transformation Leadership (RTL) to future forward workshops on Networks, Partnerships and Alliances for Scale, Fund Raising, Project Management, Volunteer Management and Instructional Design.

⇒      Unique course offerings with a mix of Development Management and Business Management fundamentals that help to create the firm foundation for the students to lead and manage Social Purpose Organisations (SPOs). These include courses on Financial Perspectives, Strategic Innovation for Social Change, Operations Management for Quality and Impact, Behaviour Change Communication, Marketing Management, Human Development in an Unequal World to Technology and Management, Corporate Social responsibility. ‘New age’ electives like Behavioural Sciences in Social Change, Introduction to Digital Marketing and Social Entrepreneurship are also offered to students.

⇒      The Special Capstone Project in the final term with its focus on scale and sustainability, provides the students with a frame of reference to work on live projects with client organisations thereby integrating their learnings of the previous terms with a real, viable scaling strategy for the SPO.

Eventually our students will  emerge from the PGP DM program as authentic development professionals with the knowledge, attitude, skills and tools to build a career in Development Management.

| Published: 04 December, 2023

The study on Benchmarking Talent Management in Indian Social Sector, seeks to understand how the Social Impact Sector approaches 'talent' and 'compensation' to help key stakeholder groups address the challenges around organisational talent. The research aims to examine 'what is' in terms of the current talent management practices in the sector and attempts to lay the foundations of 'what it ought to be' in terms of the principles or norms that need to be developed for the emerging sectoral ecosystem.

• The study will enable leaders in the Indian Social Sector to build strategies conducive to the talent management needs of their organisations.

• Findings will include compensation benchmarking with reliable data on compensation trends for different roles across organisational archetypes, geographies, and thematic areas of engagement.

• The study report will facilitate the emergence of a professional, data-informed, and transparent ecosystem of knowledge commons on talent management for the Indian Social Sector.

• The study will enable social purpose organisations, philanthropists, foundations to create a conducive environment to attract, nurture and grow appropriate talent in the Indian Social Sector.

Mr. Ravi Sreedharan, Co-Founder and President - ISDM, shares "ISDM is thrilled at the initiation of the first-ever attempt to build a shared knowledge infrastructure on Talent Management in the sector. This study is vital for the social impact sector to establish and have access to knowledge commons that guide and inform management practices in SPOs. There is an urgent and underlined need for greater synergies in the way that a sector as wide and disparate as the social impact space understands and works on managing its most vital capital. We are sure that the compensation database and knowledge resources that the study makes available will be of immediate and long-term use to thousands of SPOs all of whom are grappling with managing and retaining talent in the present crises where funds run low, but our work needs greater impact."

The scope of the study extends to the entire landscape of Indian Social sector including Civil Society Organisations/NGOs and Philanthropic Foundations and a range of other types of organisations such as Social Enterprises, Impact Investment Firms, CSR arms of Corporates, Consultancy Organisations, think tanks, support service providers and the likes.

Speaking of the study, Ajit Sivaram, Co-founder (U&I) said, "How does one create an equitable format in compensation? Even if I try, it means going and researching another 20 pay scales and again, where do I find them? So really, your study is the answer to our prayers. We are glad someone is doing the hard work and we can sit back and enjoy the ride!"

In the past decade the sector has witnessed a surge in demand for a variety of skill-sets, an influx of cross-over talent from other sectors, heightened competition for talent as well as new expectations and benchmarks around compensation in particular. The benchmarking exercise shall provide a set of actionable recommendations along with a searchable database for job roles and compensation for key sector stakeholders. 

"Somewhere this(social) sector is considered as a bunch of do-gooders and not necessarily a vast pool of highly qualified professionals. Various entities in the sector were individually spending double digit lakhs in compensation benchmarking studies when really, we should be able to count on a sector resource. That was the impulse that guided ISDM and us (CSIP) to create what is in effect a public good for the sector.  The study also helps showcase the width and the range of talents that the sector today houses and is increasingly looking for in terms of skill sets." - Ingrid Srinath, Director - Centre for Social Impact and Philanthropy (CSIP), Ashoka University.

This study is a joint initiative of Indian School of Development Management (ISDM) and Centre for Social Impact and Philanthropy (CSIP). KornFerry and Sattva Consulting are execution partners of the study.

Each participating organisation shall also receive:

• An 'internal equity and external competitiveness' report specific to their organisation.

• An opportunity to contribute their organisation's experience to the series of case studies on 'drivers of talent' in the Indian Social sector

If your organisation would like to participate in the study, please register here: https://bit.ly/2UfPxpY

To know more about the study, see:Talent Management in Indian Social Sector | ISDM

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