This paper is based on a systematic literature review of compensation practices and motivation processes in social sector organisations.

This case engages with the journey of Community Development Centre (CDC), a small non-profit organisation operating in the Mahakaushal region of Madhya Pradesh for over two decades. The case demonstrates how CDC has created a resilient and responsive organisational culture in a remote and resource-starved environment to address multiple developmental challenges of the region and in particular, of the most marginalised Baiga tribe within it. It underscores the importance of a firm conviction in the cause as a precondition of talent which works in such a context.

U&I is a volunteer-driven charitable organisation based in Bengaluru, Karnataka, India. It provides non-formal education to underprivileged children in 25 cities around India, through a network of over 2,300 volunteers. The case study engages with the ways in which conscious design can nurture structures, spaces and processes that enable the integration of an organisation’s mission and volunteer model with the leadership’s core principles of empathetic care and authentic relationships.

Humana People to People India (HPPI) is a non-profit organisation working for the holistic development of marginalised populations in rural and urban India. Established in 1998, today it is an organisation with an organisational strength of over 4,000 people, and working in 7,000 villages across 92 districts. As of 2020-21, through its work, it had reached out to 2.8 million individuals.

National Centre for Promotion of Employment for Disabled People (NCPEDP) is a not-for-profit organisation operating across India, championing the rights of people with disabilities. Its primary intervention area is policy advocacy through research, campaigns, mentoring, and leadership development to promote inclusion and rights of people with disabilities.

This report captures explanations on all the talent management study, its methodology, its modules and the key reports that the study yielded. The summary report is a great place to begin your exploratory journey into the detailed insights that the study has brought forward.

Drawing from a study with 92 social sector personnel, this report documents the perception of personnel towards their organisations as well as the social sector at large. It presents a holistic understanding of the perception of employees about their sense of affiliation; compensation and benefits received; and work structure in their organisations.

This report presents the key findings from the study on compensation benchmarking in the Indian social sector. Drawing from a sample of 75 Indian social purpose organisations(SPOs), it provides an insight into the existing compensation practices across a typology of roles and SPOs. It also presents the status of social sector compensation as compared to the general industry compensation.

The report presents findings from consultations with organisational leaders from six different regions of the country on key aspects of talent management. The report outlines the diversity of talent management practices in SPOs, while also aiming to develop and nurture shared perspectives on how SPOs define talent, and outline some key driving points that influence and motivate organisational talent in the ecosystem.

This report explores talent management practices and drivers of talent motivation which operate within the social sector. The report also outlines the talent investments made by organisations, and captures the factors driving talent to work in the social sector.