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Professionalizing State Rural Livelihoods Missions: Challenges and Solutions. By Ved Arya, SRIJAN 15 February 2011 at Maharashtra NRLM Workshop, Pune. Poverty in Maharashtra and Paradigm Shifts in NRLM. Perceptions of Prosperity and Reality of Poverty in Maharashtra

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professionalizing state rural livelihoods missions challenges and solutions

Professionalizing State Rural Livelihoods Missions: Challenges and Solutions

By

Ved Arya, SRIJAN

15 February 2011

at

Maharashtra NRLM Workshop, Pune

poverty in maharashtra and paradigm shifts in nrlm
Poverty in Maharashtra and Paradigm Shifts in NRLM
  • Perceptions of Prosperity and Reality of Poverty in Maharashtra
  • Building Institutions of the Poor
  • Pro-Poor Financial Sector
  • Implications for Human Resources
    • Empowerment
    • Quality SHGs
    • Work Ground Up: Process Intensity
what does professionalizing mean some questions
What does Professionalizing mean?Some Questions.
  • How should the leadership behave and what culture should s/he promote?
  • What kind of organisational structure and staffing would deliver results?
  • How to get the best talent possible to work in SRLM? Is salary the only weapon?
  • How to retain the best performers, when the job market is dynamic?
some answers

Some Answers

Evident as they are from other Experiences

professionalising
Professionalising …
  • Results Orientation in Leadership;
  • Competence of staff (subject matter related expertise and experience, leadership);
  • Scientific and Transparent Recruitment and Selection Methodology (eliminating bias);
  • Promotion and Salary are performance-linked,
  • Pro-staff and Coded HR policy leaving less scope for discretion;
  • Challenge:
    • Demonstrating it across the state as opposed to in a few districts through a SPV;
autonomy of the state structure
Autonomy of the State Structure
  • Financial autonomy to decide Human Resource related norms;
    • To decide on salary – higher salary may mean higher productivity;
    • To decide on recruitment and selection – open market, or deputation;
    • To decide on several other things such as performance linked salary, travel and leave rules;
  • Examples of several states – Gujarat
bihar structure and staffing
State Team

State Project Managers

Project Managers

District Team

District Project Coordinators

Training/CB Coordinator

Training/CB Officer (DTO)

Functional Specialist

Block Team

Block Project Managers

Area Coordinator

Community Coordinator

Bihar: Structure and Staffing

Lessons in Human Resource Policy for States in NRLM

organisational structure
Organisational Structure….
  • State level autonomous society
  • Usual Structure with a few innovations
    • State and district management units - specialists headed by full time long tenure CEOs – (i) state CEO an IAS officer, aided by a COO from the market; (ii) district CEO from the market;
    • Experience range of specialists – state (10-15), district (5 to 10); Block (3 to 5); what is relevant experience?
    • State specialists to have enough experience to command respect, to be mentors to their district and block level colleagues;
  • Structure to retreat as Community Institutions Take Over, and Community Resource Persons take on some of the roles
leadership and culture
Leadership and Culture
  • Evident earlier in MP, Bihar, Tamil Nadu, and now at the national level in NRLM
    • Leader is accessible, approachable – listens - mobile and email address;
    • Creates a culture of openness – anyone can read the documents – googlegroup for NRLM;
    • Consultative rather than authoritarian – networks and dialogues with insiders and outsiders
    • Welcomes interaction with community and with its leaders
dedicated teams at the block and sub block level was something missing in sgsy
Dedicated Teams at the Block and Sub-block level: Was something missing in SGSY?
  • Commitment and Psychological Dimension of Dedication:
    • Commitment to the vision of empowerment of rural poor;
    • Building institutions of the poor, that will empower them;
    • Reaching out to genuine poor and working out solutions for the problems they face
  • ‘Professional teams’ at the cutting edge,
    • Work in a demarcated area - not larger than 30 or 35 village cluster,
    • Work with a single objective and clear strategy to ensure development outcomes;
  • Such dedicated professional teams must be allowed
    • large scope and freedom and given adequate resources to work intensively with community, and
    • Innovate and implement community demand based solutions rather than implement top down schemes;
human competency set
Human Competency Set

Knowledge

Creative, Committed, People Oriented Leadership and Workforce

Values

Skills

Attitude

Lessons in Human Resource Policy for States in NRLM

recruitment and selection
Recruitment and Selection….
  • Compensation Structure to be based on market survey
  • Bidding Process to Select an independent HR agency
  • Multiple tests to objectively assess “attitude” and “values”
  • Challenges:
    • Asking for the moon (everyone would want a SachinTendulkar)
    • Universe: Staff from Leading NGOs and Existing Externally Aided Projects – would need more than raise 20% plus
    • Work within parameters of “reservation” system – to find enough people from among SC/ST/EBC communities, women;
    • Branding SRLM and Attracting talent from campuses, private sector
selection tests
Teaming

Group

Discussions

Role play

Personality/Attitude

  • Temperament
  • Motivational
  • Profile
  • Leadership Style

Knowledge

Development

Awareness

IQ

Case Analysis

Selection Tests

Lessons in Human Resource Policy for States in NRLM

retention
Retention ….
  • Challenge 1: How does the system work with “contract staff” especially when they are professionals in their own right?
  • Challenge 2: Leadership will see two phases
    • Phase I -- Inspiring, visioning, inducting, training freshly recruited staff
    • Phase II -- Staff tiring out, retiring, leaving, seeking new opportunities;
  • Solutions
    • Coded HR Policy
    • Performance management system (PMS)
    • Ongoing training and career growth
performance management system in tamil nadu salient features
Performance Management System in Tamil Nadu: Salient Features
  • Weightage to self-assessment and verification of results in the field;
  • Encouraging team spirit;
  • Including community members in the assessment team;
  • Randomising selection of village panchayats enhancing objectivity;
  • Linking reward to performance
summing up
Summing Up
  • Organisational Culture of Openness and collegiality to create a learning organisation
  • Recruit people who would be empathetic to poor as well as capable
  • Retain those who perform
thank you for your patience

Thank you for Your Patience!

www.srijanindia.org

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