HRM Capability and Effectiveness Analysis - People In Aid - Case Study Example

Student Name: Tutor: Title: HRM Capability/Effectiveness Analysis (People In Aid Organization) Institution: Due Date: Table of Contents Table of Contents 2 Introduction/Overview 4 Methodology Statement 5 Assessment of the HRM Function 6 Analysis 7 How well integrated are HRM processes with the organization’s strategic business directions? 7 Key Indicators 7 To what extent does the HRM function promote ethical standards of behavior and practice within the organization? 8 Key Indicators 8 Consultation and communication 10 Key Indicators 10 To what degree is the organization proactive in attracting and retaining talent? 12 Recruitment and Selection Process 12 Key Indicators 12 Learning, training and development 13 Key Indicators 14 Recommendations 16 Conclusion 17 Bibliography 18 Appendix 20 Appendix 1: 21 Appendix 2: 22 Executive Summary The human resources management (HRM) function within the organizations is considered as an ultimate location where security management and legislative policies are implemented. Therefore, through the execution of HR policies and practices related to staff welfare, organizations view their staffs as vital to their mission. The obligation of care extended towards staff is the main reason as to why HRM department exists in organizations. In cases where the safety of staff members is respected, employment legislation provides a healthy framework to carry out investigations and strong sanctions if responsibility is proven. Thus, it becomes vital for the human resource professionals within the humanitarian aid as well as security sector locations or work environments are considered in both the design and implementation of the human resource risk management strategies and practices. The report provides a summary of the research which was carried out to assess the practices and processes of People In Aid’s HRM and their organizational role in supporting the management of risk to those staffs, particularly older people deployed within the hazardous environments either as workers or volunteers by the various humanitarian aid and the security sectors. The research was to investigate issues related to delivery of the humanitarian services for staffs deployed within dangerous zones, addressed based on the organizational standpoint. A focus is on the role played by HRM and the crucial functional part it should play in the identification, mitigation and implementation of the HR risk management strategies, policies and good practices to support organizations from being seen as negligent in staff management and potential legal actions (Williamson 2010). Introduction/Overview People In Aid is a global network of over 140 humanitarian and development organizations, a not-for organization with more than 180 members population. The organization was established in 1995 and has a research program for its human resources management that responds to the various needs expressed by the members who work People In Aid and across the globe. A person within the Aid organization particularly aged staff, works to enhance the effectiveness of the humanitarian response by ensuring a better management as well as support of staff who work for the organization and volunteers. The People In Aid Code is a key resource for the organization because it is used as a standard measure for the human resources management within the aid sector. It reflects the principle that staffs are crucial in delivering effective programmes. People In Aid advocates for the idea that good HR practices are important for the organization in form of support learning by creating linkages to other organizations that deal with humanitarian management. Through the provision of appropriate tools, materials as well as practical guidance so as to strengthen its capacity both at individual and personal level, People In Aid has a vision of achieving a more lasting impact through working collaboratively with operational and the field-based HR staffs who are the organization’s main contacts and directly with local NGOs. Methodology Statement The main data gathering techniques used in the study included analysis of the various planning as well as policy documents. This is order to determine the effectiveness human resources management practices in achieving its objectives. Interviews with the HR practitioners and HIV/AIDS coordinator were carried out to evaluate how the organization’s human resources management identifies and delivers their services. Attention was given on focus groups, specifically staffs who work for the organization to deliver humanitarian services to individuals in hazardous environments such as locations that require emergence attention. Focusing on older people who work as volunteers or carer of most vulnerable children affected with problems of HIV/AIDS and poverty. The study will be analyzed based on the validity of data collected on how People In Aid human resources management plan, document and implement policies and practices related to people management focusing on the three major question: (i) How well integrated are HRM processes with the organization’s strategic business directions? (ii) To what extent does the HRM function promote ethical standards of behavior and practice within the organization? (iii) To what degree is the organization proactive in attracting and retaining talent? Assessment of the HRM Function Human resources management is a process focused on managing people in order to achieve intended objectives or mission of an organization. Therefore, for organizations within the aid sector such as People In Aid, people take the largest element of the operating costs. This clearly indicates that efficient management of people is critical to achieving organization’s objectives (O’Sullivan, S., 2010, p.421-4). Analysis How well integrated are HRM processes with the organization’s strategic business directions? Human resources are considered an integral part of the People In Aid’s strategic and operational plans. The human resources strategy is crucial to the organizational strategy and it is long-term, and thus encompasses every aspect of the organization. Key Indicators People In Aid’s organizational strategy, commonly known as business plan, explicitly values their staffs’ contribution to the organizational and operational objectives. The strategies used in the organization allocate enough human and financial resources so as to achieve the intended objectives stated in the human resources strategy. Most of the operational plans as well as budgets reflect the full responsibilities the organization has for staff management, development and well-being. Therefore, strategic monitoring of such plans and budgets leads to necessary improvements. People In Aid’s human resources strategy shows the organization’s commitment to promote completeness and diversity. It has been reported that preparing and retaining the emergency response staff plays a great role. As a result, agencies make use of various staff development tools to achieve this through regular training and workshops for individuals deployed as well as simulation training and employee performance appraisal. Such interventions enable People In Aid organization to develop staff capacity and as tools specifically designed to promote organizational learning, for instance, Real Time Evaluations and the post-response review any undertaken workshops (Boxall & Purcell 2003, p.47). To what extent does the HRM function promote ethical standards of behavior and practice within the organization? Based on the staff policies and practices, the People In Aid’s human resources policies are made to be more effective, fair and transparent. The human resource management ensures that its policies enable the organization to achieve effectiveness within the services offered as well as good quality of working conditions for their staff. People In Aid does not focus on responding solely to nominal legal, professional or donor requirements. Key Indicators Policies and practices associated with staff employment documented in writing, monitored and reviewed, more so when significant changes within the legal and working environment occur. Such policies are implemented consistently in their purpose to the entire staff except when the relevant legal provisions as well as cultural norms are considered. Staffs are made acquainted with the organizational policies and practices affecting them. All the line managers are equipped with appropriate guidance to implement the policies effectively. The human resource management provides rewards and benefits for each role accomplished successfully which are clearly identified and compensated in a more consistent and fair way. Policies and practices are implemented and monitored based on how effective they meet the organizational and programme objectives, focusing on the reasonable indicators of efficiency, fairness and transparency. From the above indicators, it is important to note that it is crucial for an agency to have its own written policies and it should not be underestimated. Therefore, efforts should be made to ensure that human resources policies which are effective for the organization are clearly disseminated to all the stakeholders and understood by individuals responsible for their implementation or monitoring. This is because they are considered to be the framework through which the agency and its staff operate. On the other hand, policies which are ambiguous, inconsistent and non-existent policies lead to the risk of antagonizing staff, and thus damage the organization (Fenwick 2005, p.499). The HRM of People In Aid recognizes that developing the managers’ guidelines to enable them implement the organizational policies can be valuable to delivering a more consistent approach to staff management. This indicates that fundamental sets of core policies are crucial for successful staff management. Therefore, organizations that may require guidance in creating policies, People In Aid is the ideal organization to provide their members with an extensive resource, and thus widening network of contacts with expertise that is available to members (Lockwood 2007, p.28). In People In Aid organization, staff responsiveness of the human resources policy and practice is enhanced through the establishment of a central resource pack that includes a staff handbook, a common staff leaflet as well as induction materials for adjustment and local applications. A successful interview with Samuel Obara, the HIV/AIDS coordinator it is discovered that the organization is also identifying HIV campaigners within the local offices so as to support in the education and prevention programme on the problems caused by the disease. He added that clear managerial guidance on the scope of HIV/AIDS policies and their implementation process are now made available for the human resource managers. However, the challenge associated with the implementation the policies is being controlled through the provision of employee training and support as well as the establishment of updated human resources information management systems which are capable of tracking the key indicators within the field, for instance, sickness absence and the medical costs. Consultation and communication The management of People In Aid acknowledges that dialogue with their staffs on issues that affect their employment improves both the quality and effectiveness of the organization’s policies and practices. It is widely recognized that successful development, implementation as well as monitoring of the human resources policies and practices depend on the proper consultation and communication with the individuals or volunteers who work for the organization. The HRM aims to include all staffs regardless of whether salaried, contract, volunteers or not within these processes. Therefore, the social audit process mechanisms used by the People In Aid Code is a useful tool for engaging all staffs, and thus improving communication. However, there are a number of other processes and techniques for communication and consultation which ranges from direct dialogue to complete staff representation through a recognized trade union. Key Indicators Staffs are well-informed through adequate consultation with their managers when developing or reviewing the human resources policies and practices affecting them. Both managers and staff clearly understand the scope of communication and consultation as well as how to participate on individual or collective level. This indicates that the human resources policies which are informed through a process of consultation between the managers and their staffs stand more chances of being well articulated and effectively adopted. The People In Aid Code is perceived to be a unique tool to enable humanitarian agencies in improving their human resource management as well as enhance their capacity to fulfill the intended mission. It is a Code that was specifically developed in response to the emerging human resources issues which affects agencies working within the relief and development environments. This implies that implementation of the Code” is a process that requires agencies working in the relief and development environments to carry out a thorough review of their human resources management, and thus being able to decide on the appropriate improvements for their efforts to be recognized in accomplishing such as a critical task. Furthermore, implementation of the People In Aid Code is considered a more useful process since it encourages humanitarian agencies to fulfill their own aspirations and not simply meeting the established standards. This clearly reflects the pressure to enhance the organization’s human resource management that seem to be dictated solely through its commitment to effective delivery of its humanitarian aid mission and of the people voluntarily or employed to work for the agencies to achieve it (People In Aid 2003). It has been reported by the HR manager that recognition of the People In Aid code results in various benefits. For instance, implementing the Code provides some evidences to both internal and external stakeholders the organization about the quality of their human resource management as well as the improvements its agencies is committing to making. Staff and volunteers who work for People In Aid organization recognize the efforts their agencies are making so as to enhance the support and management offered by them, regardless of the position they hold, status or location. It is important to note that potential staff and volunteers recognize consider their agencies as employers of choice. As a result, Peers assume that their agencies take care over their support and management structures, creating effective work schedules (Purcell et al.2003, p.116). To what degree is the organization proactive in attracting and retaining talent? Recruitment and Selection Process Through the recruitment and selection, the People In Aid’s policies and practices mainly are focused on attracting and selecting a diverse workforce identified with the relevant skills and capabilities that can fulfill the organization’s requirements. The process informs candidates about their agencies concerning how the human resource recruit and select of staffs has significant influence on how effective such individuals fulfills the objectives of the People In Aid organization. Key Indicators There are written policies and procedures which outline how new staffs are recruited and selected to occupy the emerging positions within the organization. Recruitment methods used selected based on their capability to attract the widest pool of competent or qualified candidates. The human resource management’s selection process is relatively fair, transparent and more consistent to ensure that only suitable person is appointed. Proper documentation is enhanced as well as responses made to candidates concerning their selection or non-selection to posts. The efficiency and fairness of the human resources’ recruitment and selection procedures are regularly monitored. The HR claims that staffs rightfully expect management which prepares them to deliver their services so that they can work collaboratively to achieve the People In Aid’s mission. The organization’s management policies, procedures as well as employee training equip their HR managers to plan and support staff on matters related to how to play their roles effectively, develop their own potential, promote and identify good performance. From the above indicators, it is apparent that sound people management is a key contributor to the humanitarian aid programme success. The principle suggests issues which agencies can address so as to minimize the likelihood of a programme failing to achieve its intended objectives. Although staffs are recruited based on their competence in a specific discipline, the HR managers are required to effectively execute their people management responsibilities. Thus, it is of great value to ensure that such individuals are adequately supported within their areas of work or roles of delivering humanitarian care, particularly in hazardous environments (Hall, 2000, p.78). Usually, this entails providing them with practicable skills for management development as well as training opportunities, a strategic task which People In Aid has effectively offered at grassroots level. For some reasons, leadership qualities is nurtured and developed, while the Vision for World leadership programme reflects how the ability of programme staff as well as the quality of the People In Aid organization’s output is improved. Learning, training and development In order to have a detailed view of how the organization proactively attracts and retains talents, it was discovered that learning, on job training and staff development services are offered throughout the organization. The human resources management of a People In Aid organization recognize the significance of the various opportunities for employee training, development and learning whether personal and professional, and thus enabling staffs to work in more effective and professional manner. The organization instills a culture of learning in its staffs and volunteers so that they can all share what they gather in the process of delivering humanitarian services and develop together (Swords 2007, p.54). Key Indicators All staffs are given adequate induction and job briefing to a particular role. The written policies provides a plan for the training and development as well as learning opportunities staff should expect as they work for People In Aid organization. Plans and budgets explicitly concern about employee training provision, indicating that appropriate training is offered to all staffs. The HR managers exactly know how to appraise the learning needs of volunteers and staff as a way of facilitating individual development. In some cases, training and development is linked to the external qualifications. Appropriate training, development and resources are offered to managers to accomplish their responsibilities, for instance, leadership is included in the training. Work objectives and performance standards are clearly documented for staffs to understand them. Staffs are expected to identify line managers whom they should report to as well as what management support they are entitled to. There is a mechanism to review the performance of staffs which is explicitly understood by all workers. Staffs are well-informed of the organization’s complaint and disciplinary procedures. The organization has put in place relevant methods to monitor the success of the learning and training programmes so as to ensure that the organization learns as well. Furthermore, the HRM appraise the value of employee learning and training in achieving organizational as well as programme objectives and staff expectations that include fairness and transparency. Therefore, it is important for all humanitarian agencies to have capability to meet their goals and objectives and this should be significantly enhanced through investing in learning. For successful and sustained delivery of the humanitarian services, learning and training must be a part and parcel of the affiliated agencies’ culture and decisively ingrained within the human resources management systems. However, From the People In Aid’s investigation it is clearly indicated that learning, training and development of the staffs is not given priority, probably due to limited financial resources or inadequate time is allocated to it (Darby 2000, p.34). Recommendations People In Aid should utilize the surge capacity as a strategic focus to swiftly and productively scale up and down operations, particularly human resource management tasks within the organization. This will help in fulfilling the humanitarian directive as well as ensuring that scarce resources, for instance, competent people highly demanded are efficiently used with maximum impact. The organization should consider surge capacity as a pre-requisite for efficient emergency response. However, to develop the surge capacity the human resource management should ensure that various departmental functions of People In Aid organization such as programmes, communications, finance and logistics, fundraising and human resources work in a collaborative, coherent and consistent manner. The management should aim at not losing focus on the issues of long-term, accountability as well as quality impact. The organization will be required to invest in HR as its strategic function and not simply taking it as an administrative one (Houghton & Emmens 2007, p.38). In order to retain staffs who are well-trained and experienced for strong and competent leadership. The HRM of People In Aid organization must focus on long-term investment in staff training and development, particularly on career, behavioral and technical competencies development. If agencies decides to develop rosters and registers as their tools for rapid deployment, it is vital for the organization if they involve in adequate investment in HR capacity so as to make them more efficient. The human resources as well as the manner in which such individuals are deployed become critical. The research carried on People In Aid shows that some of the behavioral and attitudinal competencies, for instance, flexibility of HRM systems and the people who use them are essential whenever rapid response is required (Loquercio, Hammersley & Emmens 2006, p.55). Conclusion The obligation of care extended towards staff is the main reason as to why human resources management department exists in organizations. When the safety of staff members is respected, employment legislation promotes a healthy framework to carry out investigations and strong sanctions if responsibility is proven. A sound people management is a key contributor to the success of any humanitarian aid programme. People In Aid Code is a unique tool mainly developed to enable humanitarian agencies improves their human resource management as well as their capacity to fulfill the intended missions. The human resources management of a People In Aid organization recognize the significance of creating opportunities for employee training, development and learning which enables staffs to work in a more effective and professional manner. In order to develop the surge capacity, the human resource management has to ensure that various departmental functions of People In Aid organization such as programmes, communications, finance and logistics, fundraising and human resources work collaboratively, coherently and consistently. Bibliography Boxall, P & Purcell, J., 2003, Strategy and Human Resource Management (Palgrave, 2003). Cited in John Purcell, P.44-58. 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Loquercio, D, Hammersley, M & Emmens, B, 2006, Understanding and Addressing Staff Turnover in Humanitarian Agencies, Network Paper 55, London: HPN. Lockwood, N, R., 2007, Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role. SHRM Research Quarterly. O’Sullivan, S., 2010, International human resource management challenges in Canadian development INGOs, European Management Journal, 28, 412-440. People In Aid. (2003). People In Aid Code of Good Practice. Purcell, J. et al, 2003, Understanding the People and Performance Link: Unlocking the Black Box (CIPD)The People In Aid Code of Good Practice Implementation Manual 2006. Swords, S., 2007, Behaviors That Lead to Effective Performance in Humanitarian Response, London, People In Aid. Williamson, C., 2010, Personnel Management and Security. Issue 47. Humanitarian Practice Network. ODI. Appendix Appendix 1: Appendix 2: Read More