Difference between revisions of "Human Resources Best Management Practices"
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| − | Best management of human resources entail fostering a dynamic learning environment where both the staff and management leaders are motivated to improve upon different programs as well as provide a system of accountability to outsiders. Bruce Britton, an international expert on organizational learning in NGOs, has worked extensively on these issues in 28 countries on three continents since he began as an organisational consultant and trainer in 1984. (Framework.org) He emphasizes that the leader must provide the motivation, opportunity, and means for employees to participate in the learning process. Accountability towards the people they represent is also crucial. Authors such as Dr. Jem Bendell, a leading expert in dealing with corporate and NGO responses to the challenges of globalization, points to the crucial need for management policies to maintain accountability towards the people they represent and to those their organizations affect. The difficulty lies in NGOs balancing between remaining accountable to the public it hopes to serve while remaining independent from pressure from government and donors. By building a nurturing learning environment and a system of accountability constitute solid management practices. This paper will expand upon the ideas of Britton and Bendell and will also be supplemented by real world cases and examples from several organizations. | + | Best management of human resources entail fostering a dynamic learning environment where both the staff and management leaders are motivated to improve upon different programs as well as provide a system of accountability to outsiders. Bruce Britton, an international expert on organizational learning in NGOs, has worked extensively on these issues in 28 countries on three continents since he began as an organisational consultant and trainer in 1984. (Framework.org) He emphasizes that the leader must provide the motivation, opportunity, and means for employees to participate in the learning process. Accountability towards the people they represent is also crucial. Authors such as Dr. Jem Bendell, a leading expert in dealing with corporate and NGO responses to the challenges of globalization, points to the crucial need for management policies to maintain accountability towards the people they represent and to those their organizations affect. The difficulty lies in NGOs balancing between remaining accountable to the public it hopes to serve while remaining independent from pressure from government and donors. By building a nurturing learning environment and a system of accountability constitute solid management practices. This paper will expand upon the ideas of Britton and Bendell and will also be supplemented by real world cases and examples from several organizations. <membersonly> |
==Organizational Learning as a Means of Building Better Management Practices== | ==Organizational Learning as a Means of Building Better Management Practices== | ||
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From Britton: | From Britton: | ||
| − | ==== | + | ====Motive==== |
*'''Develop a planned strategy''' | *'''Develop a planned strategy''' | ||
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** Emphasize the importance of "small scale" learning. | ** Emphasize the importance of "small scale" learning. | ||
| − | ==== | + | ====Means==== |
*'''Develop a planned strategy''' | *'''Develop a planned strategy''' | ||
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** Recognize the importance of cultural dimensions of learning when building competencies and developing methods and tools. | ** Recognize the importance of cultural dimensions of learning when building competencies and developing methods and tools. | ||
**Strengthen inter-personal relationships and build trust. | **Strengthen inter-personal relationships and build trust. | ||
| + | |||
| + | ====Opportunity==== | ||
| + | |||
| + | *'''Develop a planned strategy''' | ||
| + | **Create the "space" for learning | ||
| + | **Build learning into existing systems and procedures | ||
| + | **Build learning requirements into project design, monitoring, and evaluation | ||
| + | **Build time and resources for relfection and learning into project and program proposals. | ||
| + | **Use a system of annual studies on "what have we learned from evaluations?" | ||
| + | **Use thematic learning reviews. | ||
| + | **Involve staff/partners alongside external consultants in review and evaluation teams. | ||
| + | |||
| + | * '''Create conditions for "emergent" possibilities | ||
| + | **Build a rich web of interconnections within the organization and with other organizations by encouraging networking and the development of communities of practice. | ||
| + | **Introduce "no-travel" times, "homeweeks" and relection periods. | ||
==Maintaining Accountability== | ==Maintaining Accountability== | ||
Latest revision as of 07:35, 17 July 2008
This article was drawn from an article prepared for the NGO Handbook by Sandy Yu titled, "Human Resources Best Management Practices".
Best management of human resources entail fostering a dynamic learning environment where both the staff and management leaders are motivated to improve upon different programs as well as provide a system of accountability to outsiders. Bruce Britton, an international expert on organizational learning in NGOs, has worked extensively on these issues in 28 countries on three continents since he began as an organisational consultant and trainer in 1984. (Framework.org) He emphasizes that the leader must provide the motivation, opportunity, and means for employees to participate in the learning process. Accountability towards the people they represent is also crucial. Authors such as Dr. Jem Bendell, a leading expert in dealing with corporate and NGO responses to the challenges of globalization, points to the crucial need for management policies to maintain accountability towards the people they represent and to those their organizations affect. The difficulty lies in NGOs balancing between remaining accountable to the public it hopes to serve while remaining independent from pressure from government and donors. By building a nurturing learning environment and a system of accountability constitute solid management practices. This paper will expand upon the ideas of Britton and Bendell and will also be supplemented by real world cases and examples from several organizations.
