Unit 6 Managing People in NGOs Flashcards
Define “people management”
design & implementation of policies, systems and practices in an organisation for:
- assessing staffing needs
- job design
- recruiting
- managing
- supporting
- rewarding
- developing
- empowering
- motivating
Define “staff development”
functions and practices required to develop staff so that they can
- improve the quality of their work,
- increase there contribution,
- develop skills and knowledge
- increase future employability
It requires proceddures for:
- induction
- supervision
- learning and reflecting
- personal development
- enhancing employability
It involves: extending the skills, knowledge, confidence, experience
A competentie approach
a holistic view of what is required to perform well in a particular context.
Competencies combine:
- skills
- knowledge
- attitude
- behaviour
Key HR policies for NGO’s
- Equality policy
- Health and safety policy
- Employment policy
- Remuneration policy
- Staff development policy
- Communication policy
- Planning and review policy
- Procurement policy
- Travel policy
relationships between organisational and human resource strategy
(Torrington et al, 2011) adjusted
FIT MODEL
DIALOGUE MODEL
HOLISTIC MODEL
A checklist for staff planning for new work proposals:
- project context
- community context
- organisational context
- HR requirements
- HR availability
- actions to address gaps between the last two
Benefits of up-to-date and accurate job descriptions
- clear idea of what is expected from staff
- measurement of performace
- identification of staff development needs
- benefit in case of replacement that all is already clearly defined.
Define “staff planning”
process of anticipating and assessing the staffing needs based on plans and strategies. Ensuring that staffing issues are addressed to meet the organisation requirements in its results (this includes proposal/funding request development).
Short & long term
in light of strategic goals and organisational values.
3-phases of people management systems
Interventions for empowering people management:
- entry (induction)
- Post-entry
- Empowering
Evaluation methods for potential candidates for employment
(11x)
- Application form
- CV
- references
- panel interview
- practical exercise
- written exercise
- portfolio of work
- individual presentation exercize
- Group discussion
- Group exercise
- Informal discussion
The purpose of performance appraisal:
- development
- administrative
- organisational
Characteristics of a credible appraisal system
- consistent
- unbiased
- transparant
- correctable
- representative
- confidential
- sensitive
Adopting a competency approach to people management
Pre-recruitment (example: identify comp. needs and gaps and assess how to address these)
Recruitment (example: specify the essential and desirable competencies)
Selection (example: candidate needs to demonstrate the necessary competencies)
Orientation (example: plan to address any competency gaps or weaknesses)
Appraisal (example: performance against competencies required for job and organisation)
Personal & professional development (example: continuous development through self awareness and aquisition of skills/comp - mentoring/coaching)
The E-factor (Handy, 1994)
Effective
Enthusiastic
Energetic
Exciting
team - are more likely to achieve their goals
Maslow’s hierarchy of needs
motivation
Piramide with from top to botom:
- Self actualisation - personal growth and fulfillment
- Esteem - achievement, status, responsibility
- Social and affiliation - the need for friendship and belonging
- Safety and security - the need to feel safe and secure
- Biological and physiological - the need for food, drink, shelter etc.
However critics say needs don’t come in a specific order!
