Fallout of USAID funding cuts: Open letter to hiring managers

Illustration: TBS

We have been told that development funding will shrink as our country is about to achieve its LDC graduation in 2026. 

This has been a true warning for people like us, who have never thought about a government job but just wanted to do something peaceful and work for those who are in need. 

But now, a kind of fear gripped people in this sector. 

Those who have already spent a significant amount of time in this sector are very critical of making a shift, but we were actively suggesting and discouraging our next generation from even thinking about their career in this sector.

However, this is not my subject today. 

Instead, I wanted to speak on behalf of the thousands of employees who had better and decent jobs but lost them in the blink of an eye because one country's development agenda changed. 

Yes, it's about the recent disaster in the development sector—the United States Agency for International Development (USAID)'s sudden closure, which changed millions of people's lives, well-being, and livelihoods.

What I have been observing since 24 January 2025, is that many international organisations have not had their backup contingency to best support their employees during this critical time. 

They just wanted to get rid of the situation.

They didn't fight; they didn't raise concerns about the condition of labour laws. The human resources department just played their policy card and said "goodbye." Some people received one month's notice pay, while some key people got one month's notice because the organisation needed them for closeout. I don't see any consideration for employee "welfare" in this process. In such a unique situation, where is the claim to the donor for "termination" or "suspension"? I know this is critical, but does any organisation claim severance pay or four months' pay as per Bangladesh Labour Law?

Now, the next issue is the re-employment of these people. They were performing excellently, serving INGOs/National NGOs, and managing one of the most critical donors—USAID. Some organisations are kind enough to rehire or explore opportunities within their organisations, conducting interviews, offering lower-graded jobs, almost half pay, and saying, "Don't even think about your previous pay, this is not USAID funded." Is this a justifiable answer?

What about interviews? Why are there so many layers of interviews for a similar or even lower-graded job when the candidate is already proven and experienced? They could make their process more efficient. My request to the dearest HR Team is to please bring some innovation. Why the same written test, the STAR method interview, and three to four rounds of interviews with local, national, international, and global panels? Why not simply talk to their supervisors, peers, or co-workers, especially given the unique situation in the job market now? Please think about those who just lost their secured jobs of 4–5 years with decent pay and consider their mental well-being.

Please come forward and support them—this is a crisis.

The writer, Farhana Afroz, is a Development Worker.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.