TdHNL good governance formula

1
TdH-NL good governance formula

• specific reference to HR perspectives

2
Training and capacity building

• Systems for in- house capacity building
• Action- reflection- action (Praxis)
• Mirroring by outsiders critical feedback
• Academic and theoretical references
• Institutional resource linkages
• Technology of training
• Training content methodology
• KAP sequence of training
• Incorporation of learning

3
Commitment

• Self organization relationship
• Common minimal understanding (CMU)
• Group- team- organization
• Personality profile
• Life goals
• Self- learning
• Self- help initiatives

4
Involvement of the stakeholder

• Vision of consensus
• Joint formulation of Mission
• Role definition
• Role transition in project cycle
• Capacity building for delegation transition of
  roles
• Financial non- financial resource self-
  reliance
• Structural relationship between NGO CBO

5
Structure

• Organo gram
• Structural diagram
• Job codes
• Job descriptions
• Vision statement
• Perspective plans
• Strategic plans
• Annual plan
• Evaluation (term and annual)
• Appraisal and re-planning systems

6
Staffing and personnel

• HR manual
• Remuneration social securities
• Personnel policy Type proportion of services
• Performance appraisal capacity building
• Recruitment exit system
• Induction
• Staff inventory and annual audit
• Recruitment policy and procedures
• Job description, Job codes
• Work and personal counseling

7
Staff policy content

• Tenure
• Gender
• Forms of employment
• Area of recruitment
• Method of recruitment
• Conditions of employment
• Staff profile Merit Social
• Remuneration
• Performance efficiency rating ( PER)

8
Culture

• Interpretation definitions of development
• Concept school of philosophy
• Value belief system
• Norms, rules procedures
• Priority for order

9
Management style

• Founder identity/ trap
• Personal enterprise Public service institution
• Input Vs Input- output- impact sequence
• Introvert Extrovert personality profile of
  organization
• Concept identity of stakeholder
• Gender perspective
• Concept of development
• History origin of the organization
• Role model
• Provisions for change management

10
Transition of roles Structural relationship
between NGO CBO

• Matrix of roles for project implementation
• Negotiation on conditions for delegation
• Participation ladder
• NGO identifying new challenges tasks
• Project consolidation through planned process
  strategy

11
(No Transcript)
12
Thank you

• Dr Mohanraj