Good Governance

in Human Resources
Programme
Time Tuesday, 17.7.2018
09.00 - 09.30 Review day 1
 

09.30 - 11.00 Introduction Good Governance in Human

Resource Management

11.00 - 11.15 Coffee Break (flexible)

11.15 - 13.00 Group Exercise

 

13.00 - 14.00 Lunch Break

14.00 - 15.00 Continue Group Exercise

15.15 - 15.30 Coffee Break (flexible)

15.30 - 16.00 Presentation Group Exercise
  Wrap up Day 2 and transfer to daily work
Good Governance in Human
Resource Management – Why?
 Employees are the most important asset of an NGO
 Transparent & accountable personnel processes foster
identification and create trust, security and certainty
 Non-HR specialists should become familiar with key
points of HR
 Managers should be more attentive to HRM issues
 NGO staff should be made aware of risks in HRM and
should have instruments at their disposal to deal with
those risks
Self-Testing
Good Governance in HRM
 The personnel process
Personnel policy
Personnel
Management

employees
Communication with
Support for
employees

Termination Employment End of

Creation of a new employment
position
New appointments

Personnel
Administration
Personnel controlling
Personnel planning and recruitment:
what does it involve?
Checklist planning:
Is personnel planning in place? (needs assessment, periodic
review of job profiles?)
Who is responsible for personnel planning?
Which standards and requirements are in place or personnel
planning?
Who approves personnel planning?

Checklist recruitment:
Is there a Job description for every position?
How are the positions advertised?
Are tests carried out to check basic skills?
Is there a guideline for interviews?
Who recruits?
Is there a probation period?
Is there a introduction programme for the new employee?
Remuneration, social insurance and
additional compensation/benefits
Checklist remuneration:
Is there a salary pay-roll system?
Who determines the pay? And are salaries paid regularly according
to the contract?
Are salary regulations in place?

Checklist social security & other benefits:

Are the other benefits/compensations defined? Such as:
 Retirement benefits
 Family/child allowances
 Accident and health insurance / payments in case of death or disability
 Leave for deaths, births, moving house etc.
 Bonuses for exceptional performances
 Seniority gifts

Are the statutory requirements of the specific country respected?

Personnel development and termination
of contract
Checklist personnel development:
Do appraisal interviews take place in your organization?
Is there a feedback mechanism for superiors?
Are capacity development measures defined and offered?
Are employees areas of responsibility reviewed regularly?

Checklist termination of employment:

Are the country specific statutory requirements know and met?
Are the requirements of personnel policy/staff regulations met?
Is there a transparent defined process for terminations?
Do all employees receive an employment reference or confirmation
of employment? What are the guidelines for this?
Personnel policy and personnel
management
Checklist policy and personnel management
Is there a policy which defines collaboration and communication
within and outside of the organization?
Are the conditions of employment stipulated in separate regulations
or in a detailed employment contract?
Are Codes of Conduct (CoC) in place, is training provided on them
and is the CoC respected?
Is there an organization chart?
Is there a definition of the management principles as well as rights
and obligations?
Personnel and payroll administration,
personnel controlling
Checklist administrative services:
Is there a personnel file for all employees and is it kept
confidential?
Is data protection ensured?
Is efficient payroll administration in place?
Are salaries and benefits paid correctly and timely?
Are basic key figres about staff collected and used for controlling
purposes?

Checklist support and communication:

Do the employees have a point of contact in case of problems,
conflicts or complaints?
Are procedures and responsibilities defined for internal and
external communication?
Is there a crisis communication concept?
Dealing with volunteers
Checklist volunteers:
Is there are procedure for selecting volunteers?
Are volunteers being properly introduced to their work?
Do volunteers have a contact person who “manages” them?
Do all volunteers have a service agreement?
Which benefits in cash or kind do volunteers receive?
How do you ensure that the volunteers know and observe their
rights and obligations in compliance with a CoC?
Do volunteers receive a confirmation of their service when they
leave the organization?
 Risks in Human Resource Management and
how to mitigate them…
Risks per HRM What?
area
Personnel recruitment Insufficient knowledge of
instruments/procedures
Preferential treatment of
individuals or departments
(nepotism)
During employment Misconduct by employees or
management
Remuneration Non transparent pay, paying
of extras, abuse of expense
allowance
Personnel Abuse of personnel
development development measures to
grant privileges
Termination of Failure to comply with
employment planned measures, threats
Solution
• Instruments/regulations in
place,
• training provided
• Controlling measures
• Make all processes transparent
and communicate
 Codes of Conduct in place,
employees trained and a
controlling system in place
 Regulations in place
 Transparent salary system
 Controlling and sanctioning of
misconduct
Training regulations in place
Personnel development has to be
linked to staff appraisal
Clear procedures and regulations
which are communicated
comments
Management and HR need
to have knowledge and
training
If not
Rather outsource!
Include e.g. clauses in
contracts that employees
relatives cannot be employed
or not employed in the same
department.
Possible: external complaints
unit
Be aware of potential
involvement of law
enforcement.
Donors might require a
salary system and proof of
recording of working hours.