Transcript JVR Competencies Workstream Information Session

Building effective and
responsive INGOs, the
strategic role of HR:
The IS Job Value Review
8 February 2008
Irene Khan – Secretary General
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Agenda
• The project: why we are doing it and what
we are doing
• Challenges and issues
• Learning points
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Context
• Need for change has been driven by:
– increased threats to human rights in the name of
national security
– more NGO entrants in the human rights arena
– demand for greater accountability from members and
funding agencies
– increased competition in the labour market for staff
with the required skills
– significant increase in the number of failed
recruitments
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Context
• The Job Value Review (JVR) project was designed to
maximise the impact that the IS has on the human rights
agenda
• In order to do this we need to be able to retain and recruit
people with the required skills, experience and aptitude
• And therefore, we need to create an employment
experience that is inspiring and fulfilling for staff and which
enables them to deliver to their potential
– ‘tangible aspects’ such as salary and benefits
– ‘intangible’ factors such as career progression, personal
development, job design, flexible working arrangements,
organisational culture and management capability,
capacity and support
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The journey - where we were, where we are now,
where we need to get to
• Phase 1: data collection
– A consultation and review process to identify the scale of the
challenge and the work streams required (of which a report on
findings and recommendations was the main output)
• Staff focus groups, 1:1 interviews and teleconferences
involving approximately 75 staff
• Analysis of historical recruitment and retention data
• A staff survey which provided qualitative and quantitative
data from 378 (80%) staff members
• An external pay and benefits comparison involving 14 major
INGOs and data from established sector specific surveys
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The journey - where we were, where we are now,
where we need to get to
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Phase 2:
– The development of options and frameworks for consideration and
decision
• Establishment of work streams on:
– Job description design
– Competency framework
– Performance management (now called Contribution and
Development)
– Pay and grading
– Benefits
• Job evaluation and pay modelling
• Outcomes of other work streams: negotiation and consultation
Phase 3:
– Detailed design and implementation
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Employee life cycle
•Job Description
•Pay
•C & D
Attract
Exit
Progress
Strategy
Recruit
Organisation
Perform
Induct
Values
Learn &
Develop
•Job Description
•C&D
•Competencies
Deploy
•Job Description
•C&D
•Competencies
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Key challenges and presenting issues
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Role of the International Executive Committee
Involvement of the Amnesty International movement
The union
‘Baggage’ from previous pay and benefits review
Selling the management team the value of engaging with the HR function,
rather than seeing the project being an HR project
Lack of effective and adequate communications infrastructure
Funding restrictions
Identifying our comparators and the complexities of international
comparators (local sections etc.)
Recruitment and retention issues
Organisational culture
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Key learning points
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Consultation:
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Can’t start soon enough
Can’t do it often enough
Can’t do it widely enough
Factual data obtained from staff survey and external benchmarking
Communication
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Project set in motion paying too much attention to final end date and not communications
You cannot tell people often enough; people don’t really engage until they see the implication
for themselves
Need to plan and use the available effective communications channels
Ensure that key players are aware of their responsibilities
Cultural change in emphasis and purpose of communication – from telling to dialogue
Building trust – proving that what we said made a difference (proof points) e.g. demonstrating
that consultation inputs did make a difference
Not positioning as an HR project and locating within the bigger picture
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creating links for individuals, identifying gaps in understanding
linking everything to the overall strategy and mission of the organisation
Approaching it in an holistic manner/helping people understand linkages and reaping benefits
from integrated approach
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Key learning points
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Project Management
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Initially confusing layers of involvement – good intentions though
Continuous assessment of barriers and how to address them as we progressed
The importance of engaging with staff reps throughout the process
Not sacrificing integrity of process for artificial timetable
Degree of pressure keeps the momentum
Reflections:
• Need to keep meetings structured and relevant
• Need to ensure keep finger on the pulse all the time
• Need to keep the right people informed
Can be an expensive project because the experts come at a cost
Impact
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Engagement tends to uncover a lot of hidden individual people issues and managers use the
process to resolve issues that should have been dealt with
Prompts thoughts and conversations about other organisational issues, such as
organisational design
Changing the culture to make people into corporate citizens
Questions ….
Irene Khan – Secretary General