Bangladesh has earned reputation as a mature country in humanitarian operations but the development workers have proved some shortcomings in strategic leadership skills in a businesslike world, a stakeholders’ discussion was told.
Employment specialists of the sector suggested there that being proactive about acquiring skills and proper networking are prerequisites for a career in the relevant field.
“Bangladesh is surprisingly one of the mature countries in humanitarian and development industry and our professionals are known worldwide for their efficiency,” Executive Director at BRAC International Muhammad Musa said at the virtual meeting that involved experts, emerging professionals and possible job entrants.
However, he pointed out, Bangladeshi development workers lack strategic leadership quality to some extent, which needs to be improved. Now, “the development sector needs to be seen as a business rather than just a philanthropic endeavour to promote strategic and creative thinking.”
The webinar titled “21st Century Skills and Jobs for Development Practice” was organised by Desperately Seeking Development Experts (DSDE) on December 21 (Sunday). Zunaed Rabbani, CEO of The Right Kind and AIRN, moderated the session.
Emphasising the need for having a learning attitude towards acquiring knowledge and skills, Hasin Jahan, country director of WaterAid Bangladesh, said, “People often don’t stretch their boundaries beyond their respective fields and job descriptions. But keeping a positive attitude towards learning throughout one’s career is extremely important.”
The development practitioner cited personal experience of learning at least one new thing every day, saying such practice has helped her improve communications and networking skills.
Asif Kashem, a senior programme manager at Australian Department of Foreign Affairs and Trade, mentioned that working for a local NGO gives one a better understanding of local challenges.
“However, international NGOs have more clear and well-established systems and the guidelines which allows one to take action quickly,” he said, with a note of caution that a rigid system sometimes lessens the scope for innovation.
A co-founder of start-up Ifarmer, FahadIfaz observed that the knowledge he gathered from working at the grass-roots levels for 10 years helped him to launch the startup. “In-depth domain knowledge is essential for a successful start-up,” he said.
Subhi Shama, a climate consultant at UNDP Bangkok office, stressed on networking to avail an international assignment and recommended, “Instead of aimlessly networking and filling long applications online, one should try to strategically connect with people in the workplace they are interested in through LinkedIn or some other medium.”
On recruitment requirements, Hasin Jahan said they look for great communication skills and extracurricular activities because it indicates the applicant’s ability to work with a team.
“Learning agility and the ability to adapt are some of the major qualities we seek in a development expert,” said Muhammad Musa.
Highlighting flexibility the development sector offers when it comes to changing fields, Subhi Shama said if a professional does not enjoy working in a sector, s/he has the scope to shift to another sector under the development umbrella.
FahadIfaz added that the development sector, too, should not be caught up in an “analysis paralysis”.
Effectiveness of the development sector will be very limited if it is not true to its purpose of bringing about a positive change, the discussants acknowledged and insisted that development workers need to be passionate about their field in order to thrive in the sector.
“A perfect blend between market and humanitarian approach can ensure maximum results,” noted Muhammad Musa.
