Standard 14: Managing and developing human resources for quality project implementation.

• Primary responsible: Project manager/chief of party (PM/CoP) and, as possible, a staff member with a background in human resources (HR)
  • The PM/CoP, with assistance as possible from a country program HR point person (identified during project start-up to support partners on HR issues – see Standard 9, key action 3), supports partner capacity building and institutional strengthening and oversees ongoing accompaniment throughout project implementation.

• Others involved: CRS and partner human resource managers (HR managers)
  • The country program HR manager provides technical inputs;
  • The partner HR manager works closely with CRS throughout the process. 

• Ongoing, based on identified needs in the partner capacity assessment using CRS’ Holistic Organizational Capacity Assessment Instrument (HOCAI)

Follow these steps to support partners in strengthening their HR capacity:

1. The PM/CoP manages and monitors the overall capacity strengthening plan developed following partner capacity assessment and uses the CRS Human Resources Guide for institutional strengthening to support the partner in addressing HR capacity issues. The PM/CoP pays special attention to the following:

• Accompanying partners in recruitment, performance management, and staff development—aspects of HR management that often need special attention (see also related key actions on recruitment, on performance management, and on staff development.
• Supporting partners to conform to local laws on HR issues.
• Orienting partner staff on protectionCRS is committed to creating and maintaining an environment which promotes its core values and prevents abuse and exploitation of all beneficiaries. CRS employees, consultants, volunteers, and interns are expected to contribute to building a harmonious workplace based on team spirit, mutual respect, and understanding. All are equally expected to uphold the dignity of all beneficiaries with whom they come into contact by ensuring that their personal and professional conduct is of the highest standards at all times.
    issues and processes.
• Reviewing issues of equity of pay, benefits, access to training, etc. for staff working on projects supported by different sources (e.g., partner resources, funding via CRS, funding from other donors).
• Accompanying partners during staff turnover to assure that gaps are adequately filled, appropriate contracts are developed for new staff, proper handover occurs, and project implementation is not adversely affected (see also Standard 14, key action 4 for guidance on monitoring and managing staffing needs).  
• Working with partners on staffing issues during periods of rapid scale-up at the beginning of a project (see Standard 9), and phase-down at the end (see Standard 17, key action 4, for guidance on supporting partners with HR close-out).

Support partners to manage differences across projects: Tension among staff may be an unintended consequence of CRS-supported projects when peers see the staff on the CRS-supported project accessing advantages not available to them. This may be due to funding limitations for the projects they are working on, or different project approaches. CRS can work with partners to manage these challenges and look for long-term solutions.

2. Where appropriate and relevant per the partner capacity strengthening plan developed at project start-up, invite partners to participate in CRS staff capacity building activities related to HR management.

Assist partners to address HR issues during implementation to set up a smooth close-out: Challenges following HR good practice during project implementation can create significant headaches for partners during project close-out. Continually review any HR challenges throughout implementation. Help partners with less capacity or more limited staffing for HR management to regularize personnel systems, catch up on paperwork, etc. during the implementation phase, rather than waiting until close-out to address the issues.