Development Consultants - Hiring

A Development Consultant’s primary role is to own and give technical advisory to the client projects and to facilitate research, in-depth analysis, and insightful problem-solving. It is common for clients/consultancy firms to find social consultants through personal links and alumni networks, and while this may be effective, it is weak in terms of competition, transparency, and accountability. The best way is to reach a range of potential consultants is to use free digital networks like Face-book Groups or LinkedIn or pay to advertise on job portals like NGOBOX. This improves the impartiality, build the credibility of the recruitment process, and creates chances of diversity in the organization.

The sure way to build pipeline of talent is to build good relationships with one or two recruitment partners who can provide access to quality talent and help benchmark against the industry. The recruitment process must also include advertising the post through personal networks, asking colleagues for recommendations, or encouraging particular consultants to apply. Referral is the proof that the culture and profile of the organization has positively impacted life of employees. Getting referred candidates is an important part of the process and although this does not make it a more open procedure it provides an element of cross-checking. It is important to know if someone is recommending a consultant or just passing information to their contact details.

One must look for a generalist while hiring a development consultant for the middle and lower ladder of the management. The expertise is to build slowly in the young recruit over the years. Some skills are needed in all consultancy work and may be as important as specific areas of knowledge or experience. For example, the ability to understand a situation quickly, to get on well with people and, perhaps above all, to be able to write quickly and clearly. In most cases of consultancy, knack for networking, budgeting and writing skills are crucial for a junior consultant. A Development Consultant needs to demonstrate capability:

1. Technical skills which are specific to the sectors
2. Business Communication and Interpersonal skills, which apply to all situations
3. Consulting skills, which apply to the requirements of each consulting phase
4. Relevant Work Experience (Consulting) or even Project Implementation
5. Lead Generation for Business Development and Networking
6. Extra: Local Activism, Volunteer Activities, Data Analysis & Quantitative Skills

The screening of the candidates can be done on the parameters given above in the resume. Screening resumes usually involve filtering based on the role’s minimum and preferred qualifications. The biggest challenge of screening resumes by far is volume. The recruitment process must be designed in four stages.

1. Communication Skills through Telephonic Interview
2. Quantitative Skills through Small scale B-Plan/ Budgeting
3. Analytical and Technical Skills: Analysis through a case study
4. The Last round should be Interview: Career vision, leadership, and team building

Even an organization will always put credence in analyzing track records and relevant experience, reviewing written reports, and talking to referees. But it is in the interview where chemistry is established and essential intangibles like passion, adaptability, and fit are determined. The trick is to hire mix of star and undervalued people and then give them proper leadership, guidance, environment and tools. Star will give you stellar performance for a short period of time (1-2 Years) while an undervalued person will deliver tremendous loyalty and above average performance when given proper mentor-ship and supportive structures. Hiring an undervalued consultant is not about promoting incompetence but the same as buying good stocks at a low worth.


Whenever you question the investment in hiring, always remember a great vision without great people is irrelevant. Good development consultants are expensive. As they say, If you pay peanuts, you get monkeys.

Tax Benefit to Farmer Producer Companies

Providing interest-free loans and tax holidays is a subsidy. In fact, the corporates thrive on such subsidies. Corporations use most of the loopholes and tax dodges to avoid their taxes that may be technically ‘legal’ in the sense as the tax law allows them. But those subsidies got into the tax code because corporations lobbied to put them there. Saying something is ‘legal’ doesn't mean that it’s ethical.

The difference being, these subsidies are called ‘incentives for growth’. But, strangely, it is always subsidies for the poor/farmers that come under the scanner. Even big individual agriculturists are not taxable in this country, whereas when they collectivize themselves, they were being taxed. Institutions promoting FPOs and Union agriculture ministry were seeking income-tax exemption for FPOs for a long time.

Union Budget has proposed that FPCs, registered under the Companies Act, having an annual turnover up to INR 100 crore need not pay tax on profits derived from farm-related activities. There was the deduction of income under section 80P of the Income-tax Act of producer companies registered under Par IX-A of the companies Act. This is a welcome step but many hindrances still remain. For those interested, a detailed note on the need for tax benefit to FPO by Dr. Irina Garg, Director General of NIAM was shared with the Ministry of Agriculture and Farmers Welfare and the Ministry of Finance.

To the Registrar of Companies, the FPO is just another form of a company. Therefore, the cost and burden of reporting are disproportionately huge, as the rules are the same as what would apply to a corporate. Any reporting shortfalls or violations attract huge fines from RoCs. Institutions that championed the cause of FPOs have been vocal about the need for a lighter regulatory & reporting regime for FPOs. Thus far, this issue has not received attention. Unless that is done, the risks that farmer directors face are serious.

Thoughtful Present!

Development solutions are inherently difficult, every individual in this field experiences failure at some points. Even when it comes to mundane work, everyone needs advice. Whether one isn't sure how to tackle an assignment or want to talk through an interesting job offer, there’s nothing better than having a few mentors to help you out along the way. As an individual gaining new skills by working with a mentor, one can take on more ambitious projects; As one recognize new problems to address, one can work with the mentor to develop additional expertise.

Being mentored helps in the career from 'sleepwalking into slow terminal decline'. And, on the job mentoring is much more effective than formal training programs. Mentor-ship is given when someone with expertise and experience takes an aspiring individual under their wing, to share their knowledge and advice, and to provide support and guidance in career development.

It's hard to praise boss and credit him/her as a mentor. Yet, here I am doing so. I am currently working with Mr. Swaminathan S who is quite democratic and empowers everyone around him. He is prepared to stick around for a good, long conversation about the career road up, out, and forward. Being mentored has helped me to break down the barriers between the theoretical knowledge and practical realities in development, as well as provide a much needed support network in early phase of my career.

As they say gifts come without warning when we least expect them. Got a copy of Rain Making: Attract New Clients No Matter What Your Field by Ford Harding from mentor near closing of the financial year. In Dante’s Inferno, at the bottom-most circle of hell, the ungrateful are punished by being eternally frozen in the postures of deference they had failed to perform during their lifetimes: trapped rigid in enveloping ice, they stand erect or upside down, lie prone, or bow face to feet.”

I rarely acknowledge thoughtfulness, and generosity of the power-holders. Yet, I do this time.