It was a normal day at my university, and summer exams were near. As they approached, I became a full-time dedicated student, and a part-time class bunker, preparing for quizzes for my next class.
My friends were very enthusiastic about opting for a summer internship. They were applying to every new internship notification that popped up in our academic council group. Although I had already completed four internships, I still had the urge to apply again — it had become a source of validation and a way to truly feel productive.
That’s when I first got to know about the Institute of Rural Management (IRM) from my friends, while rushing to class for a quiz on “securitization.” At that time, all I knew was that Osama bin Laden was the mastermind behind Al-Qaeda and the 9/11 attacks. I later learned that securitizing actors are those who frame issues as existential threats, upon which extraordinary measures are justified — such as George W. Bush, Donald Rumsfeld (Secretary of Defence), and Condoleezza Rice (National Security Advisor), accompanied by the CIA, FBI, and NSA.
After a successful quiz (without much preparation, relying mostly on prior knowledge), I hurriedly compiled my documents and applied through the Google form for the SIP internship.
Just one week before exams, I received an email from IRM. To my surprise, the internship date clashed with one of my final term exams. I contacted the coordinator, Sir Shehzad, and after some discussions, the issue was resolved. Soon after, I was officially recruited into the Summer Internship Program (SIP).
My First Perception of IRM
When I walked into the Institute of Rural Management for the first time as an intern, it seemed like everyone was isolated and accustomed to the 9-to-7 grind. But the moment we interacted with Sir Shehzad (coordinator of SIP) and Sir Hanana, my perspective changed. It felt like I had stepped into a community where people greeted me with genuine smiles and intentions.
I had expected it to be just another internship, where interns do little work but gain intellectual exposure. I was proved completely wrong.
Structure of IRM
IRM isn’t the kind of place where you hesitate to knock on someone’s door. Instead, I found a workplace that is united, connected, and supportive of new ideas.
It is divided into several departments, such as the Social Protection Unit, Poverty Graduation Program, Professional Development Program, Human Resources, Finance, and Communications. Placement in departments was based purely on our consent — a refreshing level of freedom that many institutions lack.
The three main programs — Poverty Graduation, Professional Development, and Social Protection — each have their own specialized areas of expertise. Operations include monitoring and evaluation, services, finance, and accounts. Each department has its own goals and challenges, but what ties them together is a strong sense of “we are in this together.”
For example, the Pakistan Youth Leadership Initiative (PYLI), a program implemented by IRM as part of a ten-month project sponsored by the British Council, is currently active in Rawalpindi district. PYLI engages Pakistani youth in five thematic areas: tree plantation and forestry, water conservation, renewable energy, solid waste management, and climate education in higher secondary schools and colleges.
To ensure effective implementation, multiple departments collaborate closely, ensuring constant monitoring and evaluation. The result? Stronger teamwork, sustainable impact, and meaningful results.
As I’ve come to realize, when people work with each other instead of against each other, the work itself becomes more impactful and sustainable.
Leadership That Listens
Another reason IRM feels so connected is because of its leadership. Leaders like Sir Aasim Reza, Head of Strategy Development Partnership, guide interns through research and hold interactive sessions.
CEO Dr. Roomi Hayat also held a session with us, where he explained IRM’s work structure and hierarchy, followed by a Q&A. He is also the Chairperson of the Human Resource Development Network and Climate Action Forum, and a member of the Board of Directors of the Rural Support Programmes Network.
Dr. Hayat emphasized that we are all learners. Just as we could learn from him, he believed he could learn from us too — a refreshing perspective from a leader of his stature.
Events at IRM are often coordinated by interns, from vendor calls to preparing requests for quotations and proposal-making — all under the right guidance of our supervisors.
Like many other interns, I chose the Social Protection Unit — along with five of my peers. My motivation was to learn about and find common solutions to pressing social problems such as harassment, gender inequality, and sustainable income generation.
Social Protection is regarded as a fundamental right. It involves designing multiple programs to uplift vulnerable groups and reduce barriers that hinder human growth. While different organizations define social protection in their own ways, they all share one core goal: “sustaining livelihoods.”
Our supervisor, Ma’am Nausheen Azam, is not only the Manager of Social Protection but also the Gender Focal Person at IRM. Her versatility screams empowerment. What I admire most is her leadership style — she gives us the space to think, comprehend, and bring new ideas to the table.
For me, this experience extended further — I was a full-time Social Protection Unit intern and a part-time PDP intern. This flexibility reflects the interdepartmental learning culture at IRM, where interns are encouraged to gain cross-disciplinary knowledge.
Why Does All of This Matter?
In today’s world, office politics and workplace silos often isolate people. IRM stands out because it actively works against these divisions. Of course, no system is perfect, but what matters is the spirit of unity that keeps the organization moving forward.
As John Heywood wrote in 1546:
“Many hands make light work.”
My time at IRM has shown me that it’s not just about the people — it’s also about the place. A place where you feel included, respected, and professionally groomed.
I could go on endlessly about my experience at IRM — its never-ending wealth of knowledge. But I’d like to close with the words of Japanese writer Ryunosuke Satoro:
“Individually, we are one drop. Together, we are an ocean.”
Author:
Rohma Qaiser
Intern – Institute of Rural Management (IRM)
National Defence University, Islamabad
International Relations