HUMAN RESOURCE DEVELOPMENT (HRD) ASSESSMENT INSTRUMENT

Transcription

1 The Health and Family Planning Manager s Toolkit HUMAN RESOURCE DEVELOPMENT (HRD) ASSESSMENT INSTRUMENT FOR NON-GOVERNMENTAL ORGANIZATIONS (NGOS) AND PUBLIC SECTOR HEALTH ORGANIZATIONS Developed by Family Planning Management Development Technical Unit Management Sciences for Health 1998

2 HUMAN RESOURCE DEVELOPMENT (HRD) ASSESSMENT INSTRUMENT FOR NON-GOVERNMENTAL ORGANIZATIONS (NGOs) and PUBLIC SECTOR HEALTH ORGANIZATIONS Developed by Management Sciences for Health INTRODUCTION Human Resource Development (HRD) plays a critical role in creating and sustaining high performance organizations. A large percentage of the operating budgets of NGOs and Ministries of Health is devoted to staff salaries and wages. In an era of health sector reform, HRD issues must be addressed if organizations are to successfully manage decentralization, public/private partnerships, downsizing and expansion, as well as the drive toward organizational sustainability. As more and more NGOs and government organizations face these challenges, they are looking for HRD technical assistance and support. This instrument is designed to help organizations assess their HRD capacity. It can also serve as a basis to develop strategies to improve the HRD system and make it as effective as possible. Benefits Of Human Resource Development To Your Organization: < Systematic planning to support organizational mission < Increased capacity to achieve the organization s goals < Clear definition of each employee s work responsibilities and link to organization mission < Greater equity between compensation and level of responsibility < Defined levels of supervision and management support < Increased level of performance and efficient utilization of employees skills and knowledge < Cost savings through improved efficiency and productivity < Increased ability to manage change Management Sciences for Health (MSH), an organization dedicated to providing management development assistance and training to health and family planning NGOs and public sector health organizations, has developed a series of organizational self-assessment tools that focus on various management issues. While HRD is a management issue, MSH defines it from the more positive perspective of development. In other words: how can your organization develop a set of policies, practices, and systems that advance the skills and motivation of staff in order to achieve the highest possible level of performance over time? The answer to this question is within your organization, in both the dynamics, knowledge and level of staff commitment, as well as reflected in the current HRD system, policies, and procedures. Human Resource Development is important in all organizations regardless of their size, purpose and degree of complexity. The components assessed by this tool are relevant in any organization from small and medium-sized NGOs to large government bureaucracies. 1

3 CONTENT OF THE INSTRUMENT Working Definition of HRD Human Resource Development, as assessed by this instrument, is defined as the integrated use of systems, policies and practices to recruit, maintain and develop employees in order for the organization to meet its desired goals. HRD is most effective in an organization when its authority is located at the senior management level. In a decentralized system the HRD function should be located at a senior level. HRD Components Assessed By This Instrument HRD Capacity: Budget HRD Staff HRD Planning: Mission and Goals HRD Planning Personnel Policy and Practice: Job Classification System Compensation and Benefits System Recruitment, Hiring, Transfer and Promotion Orientation Program Policy Manual Discipline, Termination, Grievance Procedures Other Incentive Systems Union Relationships Labor Law Compliance HRD Data: Employee Data Computerization of Data Personnel Files Performance Management: Job Descriptions Supervision Performance Planning and Evaluation Training: Staff Training Management/Leadership Development Links to External Pre-Service Training 2

4 Importance of the HRD Components HRD Capacity Budget HRD Staff HRD Planning Mission and Goals HRD planning HRD Data Employee Data Computerization of Data Personnel Files Personnel Policy and Practice Job Classification System Compensation and Benefits System Recruitment, Hiring, Transfer and Promotion Orientation Program Policy Manual Discipline, Termination and Grievance Procedures Union Relationships Labor Law Compliance Performance Management Job Descriptions Staff Supervision Performance Evaluation Training Staff Training Management/Leadership Development Links for External Pre-Service Training Allows for consistent HRD planning and relating costs to results. Staff dedicated to HRD are essential to policy development and implementation Mission provides direction to HRD activity and to the work of the staff. Allows HRD resources to be used efficiently in support of organization goals. Allows for appropriate allocation and training of staff, tracking of personnel costs. Accessible and accurate and timely data is essential for good planning. Provide essential data on employee s work history in organization. Allows organization to standardize the jobs and types of skills it requires. Allows for equity in employee salary and benefits, tied to local economy. Assures fair and open process based on candidates job qualifications. Helps new employees to identify with the organization and its goals/values. Provides rules and regulations that govern how employees work and what to expect. Provides fair and consistent guidelines for addressing performance problems. Promotes understanding of common goals and decreases adversarial behaviors. Allows organization to function legally and avoid litigation. Defines what people do and how they work together. Provides a system to develop work plans and monitor performance. Provides information to staff and organization on level of performance A cost-effective way to develop staff and organizational capacity. Leadership and good management are keys to sustainability. Pre-service Training based on skills needed in the workplace is cost effective. 3

5 PURPOSE OF THE HRD ASSESSMENT INSTRUMENT The HRD assessment instrument is intended to provide users with a rapid assessment tool to identify the organization s characteristics with respect to the core functions of a Human Resource Development system. The instrument is organized according to these HRD components in a matrix with four levels of indicators. There is no scoring involved. Each level describes an organizational phase of development and provides information that is useful in developing a plan of action for your organization to improve those HRD areas that need strengthening. For newly formed organizations, the instrument can serve as a guide for developing an optimal HRD system. For established organizations facing changes (i.e. contracting out services, decentralizing, downsizing or expansion), the tool can serve as a reference for the types of HRD issues that must be addressed in order to manage change successfully. For optimal benefit to the organization, it is important that this assessment be supported by the executive director of the NGO or top decision makers in a government organization. Units within an organization can also benefit from using this instrument as a guide for improving HRD components that they can influence directly. This instrument can also serve as a basis for focusing discussions, brainstorming, and strategic planning. USING THE INSTRUMENT This instrument is best administered by a committee of staff internal to the organization (e.g., Executive Director and representatives from senior staff, Board of Directors). It is often useful for an external consultant to facilitate the process. Organizational Self-Assessment and Action Plan Together the group should assess each HRD component on the attached graph. Following this, the group should discuss the results, agree on the areas which need strengthening, and formulate an action plan that includes specific activities, with time lines, to address these areas. A paper review of the documents listed below will help to inform the discussion. It is important that the results are reviewed and analyzed by a variety of staff and board members, and that a consensus is reached on HRD areas within the organization that should be targeted for improvement. The criteria specified for each component in this HRD Assessment will provide the organization with data on which to base improvement action plans. The tasks required for improvement are not necessarily costly, but if resources are limited, think strategically. Which actions will have the biggest impact on the effectiveness of the organization? Whatever the amount of time and resources that are required, an investment in HRD will reap many benefits for your organization. Complementing the Self-Assessment with a Review of Documents In each case, the assessment work should be complemented by direct observation of the organization s HRD practice and a review of all relevant HRD and personnel documents. The following documents are recommended for review: Ë Personnel Files and Reviews Ë Employee Policy Statements or Manual Ë Job Descriptions and Work Plans Ë Organizational Mission Statement Ë Financial/Payroll Records Ë Strategic Plans Ë Labor Law 4

6 HRD Assessment and Volunteer Staff The HRD components assessed by this instrument are part of a comprehensive HRD system, designed to enhance the performance of permanent staff and support the goals of the organization. Paid staff represent a direct cost to your organization and as such are the appropriate focus of formal HRD policy. However, many of the components described here are relevant to utilizing volunteer staff effectively. They can be used by your organization as a basis for policy and procedures for people who provide service to the organization in this capacity. Regardless of whether people receive a salary for their services, it is important both to the organization and to the volunteer to be clear about what the individual will contribute to the goals of the organization and on what terms they will do so. Components that are particularly relevant to volunteer staff and that can serve as the basis for policy and procedures include: Ë HRD Planning: Ë Recruitment: Ë Job Descriptions: Ë Supervision: Ë Compensation: Ë Orientation: To what extent does your organization rely on volunteers to contribute to your mission and goals? Are volunteers engaged in work that is central to the success of your mission? If so, then it is critical that you account for this in your annual work and staffing plan. Regardless of the work that volunteers do in your organization, it is important to specify what skills and experience are required. These should become the criteria on which you base your selection of volunteers. It does not add value to your organization to recruit volunteer staff who require a great deal of training. Job descriptions define what people do and as such are relevant to volunteer staff and help to avoid confusion over their role in the organization. As volunteer staff represent your organization, it is important that a system of accountability and performance standards be in place as well as a person designated to solve problems, provide resources, equipment, and support to volunteers. While volunteers do not receive a salary, they may be able to charge certain expenses to your organization. These expectations should be clarified as part of an overall policy. An orientation to the organization, its mission and goals, as well as its policy and procedures, will help volunteer staff to work more effectively and avoid unnecessary problems. 5

7 HRD ASSESSMENT TOOL FOR NGOS AND PUBLIC SECTOR HEALTH ORGANIZATIONS INSTRUCTIONS For each of the HRD components on the grid below, circle the statement that best applies to the current status of your organization. If only part of the statement applies, circle the previous statement. In the comments box beside each HRD component, please record the indicators (or reasons) that led you to select this box and any additional key information related to this component. Refer to the glossary attached at the end of the tool for definitions of key terms used in the grid. HRD Comments COMPONENT HRD Capacity HRD Budget There is no budget There is limited Budget is allocated for Money for HRD staff allocated for HRD money available to HRD staff and related and related activities is staff or HRD activity fund an HRD activities. Allocation is a permanent budget within the position or to conduct irregular and cannot item, reviewed organization. HRD activities (e.g., be relied on for any annually and adjusted training, systems useful long range if possible. development, planning or the performance development of HRD planning and systems. evaluation). HRD Staff There are no staff There are HRD staff There are trained There are experienced specifically charged in the organization, HRD staff in the org., HRD staff in the org. with responsibility for but they have limited but only at a level to who maintain HRD HRD functions. experience related to maintain basic functions. They this field (personnel, procedures and record participate recruitment, keeping functions. in long range planning management) and/or for the organization. have other functions in the organization as well as HRD. 6

8 HRD Comments COMPONENT HRD Planning Organization No formal mission Mission/goals exist Mission/goals linked Mission/goals linked to Mission/Goals statement or but are not formally in a formal way to annual HRD planning organization goals linked to HRD HRD planning (e.g., and also for forecasting exist. planning (e.g. staffing plan, training). long range staffing and staffing, job recruitment needs. classifications). HRD Planning No annual HRD plan Annual HRD plan Annual HRD plan Annual HRD plan exists. exists, but it is not exists, based on based on based on a formal organizational goals, organizational goals assessment of the staffing needs, and training outputs mission, training, and employee exists. It is organizational goals, data, but it is not implemented, staffing needs, further evaluated for evaluated, and used for training outputs or effectiveness. long-range strategic existing employee planning. data. 7

9 HRD Comments COMPONENT HRD Data Employee Data None of this data is Most of this data is All of this data is All of this data is No. of staff collected on any kind collected, but not available and up-to- available and up-to- Location of systematic basis. maintained or kept date, but data is not date. Systems are in Skill/Ed. levels up-to-date. formally used in HRD place. Data is formally Gender/age Year of hire Salary level planning or forecasting. used in HRD planning and forecasting. Computerization There are no There are computers Computers and data Computers and data of Data computers or data in place, but no management systems management systems systems available to resources to develop are available, but staff are in place and data Note: the organization, systems for data not trained and data files up to date, staff (this component is externally or management. files are incomplete. receives training. more relevant for internally. larger organizations) Personnel Files No individual Limited employee Personnel files for all Updated personnel Individual employee records personnel files are employees are files for all employees Employee Records exist. maintained, but not maintained and kept exist and also policies regularly updated. up to date, but there is for appropriate use, no policy for employee e.g. confidentiality, access or use of this employee access. data. 8

10 HRD Comments COMPONENT Personnel Policy and Practice Job Classification No formal system There is some A job classification A job classification System exists to classify jobs attempt to classify system exists, but it is system exists and is title/qualifications and the skills and jobs, but it is uneven not used as a basis for used in a formal for : qualifications and incomplete. other HRD functions manner for other HRD professional required for each (e.g. job descriptions, planning and staffing clinical classification. hiring, functions. technical salary/benefits). support staff Compensation and No formal system A formal system A formal system A formal system exists Benefits System exists for determining exists, but it not used exists, is understood and used consistently. the salary scale and in a routine manner. by all employees and It is also used to benefits provided to used in a consistent determine salary each job manner. upgrades and merit classification. awards. Recruitment, No formal process There are systems for There are formal There are formal Hiring, Transfer exists for recruiting, hiring, etc. but they systems, based on systems, monitored and Promotion hiring transfer and are not followed. established criteria, and used in all hiring, Procedures promotion according but they are not used transfer and promotion to job descriptions. consistently. decisions. Orientation There is no formal There is a program, Orientation is offered Orientation is offered Program orientation program but it is not in a routine manner, to all new employees, for new employees. implemented on a but does not emphasizes the regular basis. emphasize the mission, goals, and mission, goals, performance standards performance standards expected and also expected by the makes people feel organization. welcomed and valued. 9

11 HRD Comments COMPONENT Policy Manual No policy manual Policy manual does A current policy An updated policy exists. exist, but it is out of manual does exist but manual does exist and Org. Chart date and does not it is not available to all is available to all Work hours include all of the employees and is not employees. It serves as Time sheets relevant information. always used as a basis a reference guide to all Policy for personnel questions about Discipline decisions. employment in the Grievances organization and is Benefits reviewed and updated Legal regularly. Travel Discipline, No formal procedures Formal procedures Formal procedures Formal procedures Termination, exist. do exist, but they are based on performance based on performance Grievance not clearly related to standards exist, but standards are known to Procedures performance they are not followed all employees and used standards. in any consistent consistently. manner. Relationship with There is no link Links exist between Management involves Management, HRD Unions between HRD, HRD, management, HRD in union issues, and the union work (if appropriate) management and the and union, but roles but on an irregular together to resolve union. are not clear. basis. issues and prevent problems. Labor Law There is no review of There is some effort A review of the labor HRD policy and Compliance HRD policies to to review labor law, law is done regularly practice is adjusted as ensure compliance but it is not done on a as a formal part of the needed to be in with local and/or regular basis. HRD function, but compliance with the national labor law. policy is not always local and/or national adjusted to ensure labor law. compliance. 10

12 HRD Comments COMPONENT Performance Management Job Descriptions No job descriptions Some staff have job All staff have job Complete job job title are developed. descriptions, but they descriptions, but they descriptions exist for qualifications are not always up-to- are not all complete or every employee and responsibilities date and/or are very up to date with are kept up-to-date supervisor general lacking job specific duties and through a regular responsibilities and lines of supervision. process of review. supervision. Specific duties and lines of supervision are clearly stated. Staff Supervision There is no clear There are established Supervisors Supervisors increase system of supervision. lines of authority, but understand their roles staff performance by Lines of authority are the supervisor s role and lines of authority assisting staff with unclear. Staff are not and function is not and meet regularly professional recognized for their understood and little with their employees development plans and achievements. supervision takes to develop work encouraging them to place. Limited staff plans, evaluate, learn new skills. recognition. performance, and Supervisors receive publicly recognize skills training staff for their periodically. achievements. Performance There is no formal A Performance There is a formal Supervisors and Evaluation Performance Planning Planning and Review system and employees develop and Review (PP&R) System is in place, supervisors are work plans jointly and A Formal system in place. but it is informal and required to develop performance reviews Performance does not include work plans and are conducted on a Planning and jointly developed performance regular basis. Review System work plans and objectives with each Orientation sessions (PP&R) performance employee and evaluate and a manual are objectives with staff. performance in the provided to all staff. past, but this is not Reviews are used for done on a consistent personnel decisions. basis. 11

13 HRD Comments COMPONENT Training Staff Training There is no Training is offered on Training is a formal Training is a valued established training an ad-hoc basis but it component of the part of the organization program. is not based on a organization and and opportunities are formal process of linked to staff and developed for staff assessing staff needs organizational needs, based on their needs nor is it linked to the but it is not available and also on those of organization s key for all staff, nor is it the organization. priorities and evaluated for results. changes in the health sector and health practices. Management and There is no policy or There is an emphasis The organization A program for Leadership philosophy regarding on developing makes an effort to management and Development the importance of management capacity develop managers and leadership developing strong but it is not done on a future leaders through development is in management capacity regular basis. training, and also place and there is and future leaders for through mentoring and equal opportunity for the organization. challenging job everyone to participate assignments, but based on performance participation is and other established selective. criteria. Links to External There is no formal There is a loose The organization and The organization and Pre-Service link with the pre- relationship between pre-service training pre-service training Training service training the organization and institutions work institutions also offer institutions which pre-service training together to ensure that regular in-service (This HRD train employees for institutions, but it is the curriculum is training for staff component may be the health sector. not used in any based on skills, already in the more relevant for formal way for knowledge and workplace to upgrade Government workforce training attitudes required in their skills and organizations) and development. the workplace. knowledge,(e.g. management training). 12

14 DEVELOPING AN ACTION PLAN Following the assessment of the HRD components in this instrument, the group should discuss the results and agree on areas which need strengthening. Once these are identified and agreed to, an Action Plan is developed. The criteria specified for each component in this HRD Assessment Instrument will provide data on which to base your Action Plan. Successful change is a gradual process, so it is better to set realistic goals and try to move from one stage to the next in incremental steps. If many areas need to be addressed, focus on what is most practical and achievable given the available human and financial resources. Consider where you can have the biggest impact. For example, updating job descriptions can also provide a basis for performance evaluation, supervisory roles and staff training. Your Action Plan should specify activities, time lines and identify the persons responsible. Other elements to consider include: < Securing commitment of leadership: The leadership of your organization should lead the effort and actively support your activities, especially in regard to potentially difficult decisions regarding the use of human and financial resources. < Allowing sufficient time: Realistic expectations are often the key to success. Improvements are often incremental and cumulative and sustained change takes time. < Managing change: Organizational change is often met with resistance. Use the addendum on the following page to assess your organization s capacity to manage and implement change. Sample Action Plan: Targeted Area Recommendations Time Frame Person(s) Responsible Resources needed Indicators Job Descriptions Undertake a Over the next months. Executive Director and Staff time and Current job descriptions comprehensive review HRD Director. assistance. No additional are on file for all staff of all job descriptions, resources required. including compare them with specific duties and lines employees current and of supervision. A anticipated job procedure to maintain responsibilities. Update them is in place. as necessary. Performance Evaluation Revise existing system 6 months to review to Staff responsible for External consultant to Revised performance to include a process of develop a process and 6 HRD and Director of assist in training all staff. evaluation system is in joint work planning months to train staff and Training with a working place. Staff are trained between the employee implement it. committee and a system has been and the supervisor representative of all developed to monitor which is based on levels of the implementation. employee s job organization. description and linked to organizational goals.. 13

15 ADDENDUM This addendum is intended to assess your organization s capacity to implement change successfully. A score of one indicates limited experience and/or capacity to implement and adapt to change, a score of four indicates maximum capacity. If you assess your organization at a one or two, it is suggested that you focus your action plan, initially, on activities that can be realistically achieved. As you succeed with these, the Action Plan can be expanded to include more challenging goals. ORGANIZATIONAL CAPACITY TO CHANGE CHANGE COMMENTS FACTOR Organizational Philosophy Organization has a Organization has an Organization is built on Organization sees itself traditional philosophy, interpersonal humanistic values and as a change agent and top management is philosophy and views supports HRD activities, values input from all isolated, expects work two-way but it does not fully employees. to get done using one- communication integrate HRD into its HRD is a partner in way communication. between staff and strategic planning. strategic planning. Responsibility falls on management as HRD is expected to Change is viewed as an mid-level management. important, but does respond to directives on-going process. HRD is not valued. not budget adequate rather than to facilitate Teamwork is the resources to HRD. them. norms. Organizational Flexibility Organizational structure Organizational Organization Organization has a is based on a hierarchy structure is more encourages new ideas history of selfwhich is rigid and open. It takes and recognizes the need assessment and difficult to change. recommendations for for change, but is fearful adapting to change. Management and staff changes under of moving forward. Planned risk taking is do not believe that they advisement but there Implementing change supported, innovation have the capacity to is a strong value on can take too long and is encouraged. Staff are implement changes tradition and people the pay-off valued and given the successfully. resist any efforts to uncertain. It is hard for tools and training to Changes are very change. the organization to move the organization difficult to achieve. accept the risk factors. ahead. 14

16 GLOSSARY of HRD TERMS Compensation and Benefits Human Resource Development HRD Plan Incentives Job Classification System Job Description Mission Performance Evaluation Recruitment The annual base salary paid to the employee for a particular job including the added benefits that are customarily allowed (i.e., health, vacation, housing, loans). The integrated use of systems, policies, and practices to recruit, develop, and maintain employees in order for the organization to meet its desired goals. The document which results from annual (or longer term) planning, describing the goals and priorities for staffing, training, and other HRD activities and how they are related to the organization s mission. It includes the budget for achieving these goals. Rewards, generally monetary, that are used to reward high performance, the achievement of objectives, and/or to motivate employees to improve program quality. Incentives, in addition to salary and benefits can be a planned part of total compensation. The system that the organization develops to classify jobs according to their function and level of responsibility. It includes job descriptions for each of the job classifications. A document that states the job title, describes the responsibilities of the position, the direct supervisory relationships with other staff and the skills and qualifications required for the position. A brief statement that describes the type of organization, its main purpose and its values. The mission provides the rationale for defining goals and objectives. A summary of the employee s performance, both positive and negative, based on jointly established work plans and performance objectives. Activities undertaken by the organization to attract quality candidates as applicants for their jobs. 15