HR Corner Dedication comes first by Ella Lee HR policies adhered to organisational role strengthen workforce mentality It is very different to work for a commercial, profit-making company and a non-governmental organisation (NGO) where you are motivated not by your earnings or promotion prospects, but by the organisation's role in society. And it is still more different to work for an NGO like Greenpeace, with its special values and mission. "In the business sector it is usually a top-down approach for corporate culture development," says Jiang Ying, human resources and administration manager of Greenpeace China. "But it is the opposite with us. We rely on our culture to survive and it is essential to build our organisation from the bottom. We must look for people who recognise our values, agree with what we do, and will help build our organisation and foster our culture." In mid-2006 Greenpeace employed a consulting firm to launch an exercise to establish the expectations concerning Greenpeace of their staff, volunteers and the public. The exercise will continue for the first quarter of 2007 and its findings will serve as a blueprint for the organisation's future development. Core principle Greenpeace was founded 35 years ago by a small group of activists sharing a passion for a green and peaceful world. They set sail from Vancouver in an old fishing boat to protest peacefully against US nuclear testing in Alaska. While nuclear disarmament remains a major incentive of Greenpeace, the organisation's concerns now include serious environmental issues. Its international campaigns now cover oceans and their life forms, forests, global climate and energy, sustainable agriculture and toxic issues. Greenpeace China has been focusing on local issues including air pollution and food safety in Hong Kong and forest protection in the mainland, says Vincent Wong, the organisation's human resources and administration officer. Despite these broader objectives, Ms Jiang asserts that Greenpeace is still committed to its original principle - positive change through action. "We identify problems and at the same time offer solutions," she says. Through campaigns, Greenpeace aims at changing the attitude and behaviour of people and eventually conserving the environment and promoting peace. "We must look for people who recognise our values" Idealism required Finding the right people for the organisation is not easy. Greenpeace doesn't have the funds to offer huge pay cheques nor is it interested in people with such motivation. It seeks dedicated people with a distinctive culture and strong values. They should be concerned about environmental issues and be driven by the desire to contribute to society. Besides, as Mr Wong adds, the organisation focuses on a candidate's character rather than specific skills and capabilities. Furthermore, while they must have a mission, candidates should also thoroughly understand the realities of Greenpeace's objectives. To ensure they are well prepared for the job's day-to-day challenges, a stress test is given during the interview. "We tell them about the challenges and pressure they may have to face, no matter from government or the general public," says Ms Jiang. In mainland China there are only a few NGOs and people have a very limited understanding of such non-profit-making organisations, making recruitment there still more difficult. However, Ms Jiang points out that some may join NGOs out of their sense of social responsibility, or because they appreciate their flexibility and variety, plus the learning opportunities they provide. Greenpeace was established in Hong Kong in 1997 and branched into the mainland only about two years ago. In the early stages, it had no dedicated resources for human resources management but now has a six-member team overseeing personnel affairs and administration in Hong Kong, Guangzhou and Beijing. Ms Jiang notes the complications caused by different regulations and practices in the three cities. "For example, there is no marriage leave in Hong Kong, but in Beijing three to 10 days' leave is given while in Guangzhou the rule is more than 10 days." Development of future leaders is another challenge. Greenpeace aims to transfer existing operational staff to management so that they can draw on their experience and skills to oversee and drive the organisation's rapid development in the region. To improve its human resources management, Greenpeace plans to review all aspects of HR operations from recruitment to assessment and staff development, and perhaps even introduce some practices from the commercial sector for higher efficiency and effectiveness. Salient points - Build organisation from the bottom - Consulting firm brought in to launch exercises to establish expectations - Recruitment focuses on a candidate's character rather than specific skills and capabilities - Stress tests ensure candidates are prepared for challenges - Plans to review all aspects of HR operations to enhance efficiency and effectiveness Facts about Greenpeace - Headquartered in Amsterdam, the Netherlands - Presence in over 40 countries - Established in Hong Kong in 1997 - Now also operating in Guangzhou and Beijing - Mission: Strive for a green and peaceful world - Values: Non-violence, confrontation, independence, and power of acting together Taken from Career Times 12 January 2007, p. 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