RRC Ambitions & Human Capital ISMU

1.

RRC Ambition for 2026
For the government: we will be the first focal point
to address the challenges in our key focus areas
Indicators: agreements have been signed with all
key federal public agencies, the Federal Law on
the Red Cross has been passed, RCC is the
leading recipient of the governmental funding for
humanitarian programs
By 2026 to become
What’s our goal?
Main
What’s our mission?
Who are we?
For beneficiaries: come and see us
about any humanitarian issue, we
will either address it or refer you to a
trusted partner
For business: a trusted, transparent
partner offering a wide range of
products for big and medium-sized
businesses
Indicators: high brand awareness
Indicators: dynamic growth of nontargeted aid, high brand awareness
For other NGOs: it is an honor to
partner with us, we generate best
practices
Indicators: dynamic growth in the
number of partnership agreements
For volunteers and members: we provide opportunities for informed
volunteerism
For employees: RRC is an attractive HR brand in the NGO sector
Indicators: dynamic growth of the number of supporters of the RRC movement
humanitarian
agency in Russia
Covering the following humanitarian areas:
• Social Support (including psychological
support)
• First Aid
training
• Supporting blood and bone marrow donation
program
• Health programs
• Programs to protect human rights in prisons
An agency is an organization
commissioned by institutions or individuals
to perform social functions
That is more than a traditional NGO and
isn’t the Government
As a Russian organization, we work on the territory of Russia
as defined by Russian law for the nationals of the Russian
Federation, of other countries and for stateless people
We provide assistance to the Russian nationals in other
countries through the local RCC branches
RRC can deliver Russian humanitarian aid overseas at
further stages of development
1

2.

Activity Map by program (As is)
First Aid
Key activities
Issues with current responsibility
distribution
As of the value chain for humanitarian service consumers
Setting
standard
s
Trainer
training
Training
equipme
nt
acquisiti
on
Training
delivery
Trainig
certificat
e awards
…
…
• ХХХ
Participants
RF MinHealth
RF
MinLabour
Health
standards
Determines
the list of
those who
must be
trained
RF
EMERCOM
Mainly...…
RRC
Pubic and
private
budgets
Private
providers
Public and
private
budgets
…
…
2

3.

Activity Map by program(As to be)
First Aid
Key activities
Key RRC objectives
As of the value chain for humanitarian service consumers
Setting
standard
s
Trainer
training
Training
equipme
nt
acquisiti
on
Training
delivery
Awarding
training
certificat
es
…
• ХХХ
Particiants
RF MH
Sets health
standards
RF
MinLabour
Determined
who mus be
trained
RF
EMERCOM
Mainly…
RRC
Publi and
private
budgets
Private
providers
Public and
private
budgets
…
RRC Goal for 2026:
…
3

4.

Human Capital
Key problem areas
№1
№2
Recruitment and adaptation Compensation and benefits
No established staff
recruitment procedures :
• Faulty distribution of
functions: managers post
vacancies on their own
• The recruitment (interviewing
candidates) is at all times
de-prioritized while priority is
given to other pressing
assignments
No adaptation program
available
Income level at the lower end
of the labor market
(acceptable if other incentives
are used for recruitment)
No non-monetary incentives
available
№3
Corporate culture
№4
Talent management
Internal communications issues:
Insufficient staff competence
Horizontal communications
-Fear of talking to each other, unwillingness
to enter into personal contact
-No customer-orientated attitude towards
internal customers
-No communication management tools
-Some unattributed functions
No career development plan
for potential or current staff
Vertical communications
-No transparent information sharing with the
management
-Managers lack a culture of giving
feedback
-Lack of involvement
Staff burnout due to multiple objectives
and the absence of established processes
RRC's vacancies get a lot of interest, but with no systemic HR management and corporate
culture, the level of staff turnover and burnout is high
4

5.

Human capital
Suggested solutions
Priority 1 (2023)
Recruitment and
adaptation
Corporate culture
Corporate culture
Where we want
to get
The HR system makes it
possible to cover all the
necessary functions by the
right people
Staff are happy with their
pay
High and stable level of
engagement
Continuous development for all staff
Metrics
• Time to fill vacancies
• Time for adaptation
• ESI (Employee
satisfaction level)
• NPS (Net promoter score
or loyalty index)
• Index of engagement
• % PDP Completion
• % Training completion
Suggested
instruments
• Self-standing recruitment
function and a clear
process
• Staff reserve
• Established adaptation
process
• Development an
design of motivation
system (including
non-monetary
incentives)
• Life balance wheel support
programs
• Mentorship program
• Transparent internal
communication
• Upgrading the current staff to
meet the standard
• Personal development plan
• Implementing the practices
introduced by the best employees
• Competitive employer
brand
• Minimum staff turnover
• Automation of recruitment
tools
• Established grading
system
• Developing the perception
of a team as a
• family
• Application of a competency
matrix on a regular basis
• RO Career development track
Volunteer to Chair
• Training programs for staff at
different level
• A continuity program
• Corporate annual award as value-based success
recognition
Talent management
5