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| 01 human resource policy humanity neutrality independence impartiality human resource policy | 03 introduction NRC’s HR Policy sets the scope for those human resource decisions and initiatives which will ensure that: • NRC has access to the right people Who does the hr • NRC staff are working well • NRC staff are effectively and ethically policy affect? managed and led. All staff are covered by this policy NRC’s staff are the source of its success. Staff may – with the exception of individuals be required to work in situations of armed conflict, in contracted through NRC’s rosters. dynamic, unpredictable and stressful environments. NRC recognises that the working conditions of its staff are often hard and challenging, both physically and psychologically. nrc’s Values This Human Resource (HR) Policy gives direction to: NRC’s core values – dedication, innovation, inclusiv- • NRC line managers faced with strategic choices ity and accountability – guide how all employees are relating to staff management and development expected to work. Whether recently in post or long- serving, all staff are expected to take responsibility • all NRC staff so they can reflect upon and im- for ensuring these values are at the heart of their prove actions, behaviours and attitudes at work. own and NRC’s approach. The policy is informed by NRC’s core competency framework which guides the behaviour expected of dedication all NRC staff. The policy should be read in con- junction with other NRC governing documents and Being dedicated means identifying with, and supporting policies, procedures and tools. These in- being wholly committed to, NRC’s vision, mission, clude, most importantly, the Code of Conduct. This strategies and values. It means being willing to put policy draws from NRC’s Policy Paper, the findings the target group first. By being dedicated, all staff from internal reviews and from external research. collectively carry an obligation to develop NRC as a strong and successful organisation. february 2014 Version 04 | human resource policy human resource policy | 05 innoVation human resource Being innovative means staying open to new direc- themes tions and being pro-active in balancing opportunities and risks. NRC and its staff have to be alert and The NRC HR Policy informs and ready to respond to changing contexts whilst remain- underpins all decisions relating to ing accountable for their actions. We expect staff to staff management. It seeks to stretch themselves and to take measured risks in or- der to increase the impact of our work. This requires support NRC to be a professional, staff to be open to new challenges and to advocate agile, effective and cost efficient for effective solutions for the people we support. organisation. Achieving our HR inclusiVity goals requires: Being inclusive means genuinely involving relevant 1 Getting the structure and systems right actors and staff who may be affected by our de- NRC’s organisational structure aims to ensure that cisions. It is the responsibility of line managers to specialists who are not seeking managerial roles as engage staff so that plans are appropriately shared well as those interested in taking on management before important decisions are made. NRC is open positions can progress. Roles, responsibilities and in its processes and clear that expectations of staff authority are appropriately allocated and manage- 2 leading and managing people well Line managers will use NRC’s Performance Man- must be based on the principle of mutual respect. ment lines clarified to ensure all decisions are both agement system to establish results-based perform- As staff, we have a shared responsibility to get in- accountable and made as close as possible to the NRC line managers think with a global perspective ance objectives and support staff to perform at their volved and work collaboratively, helping one another context in which they are to be implemented and work strategically. They guide others to realise best. Poor performance will be dealt with sensitively to do a good job. – rather than from the Head Office. All line man- the organisation’s full potential. NRC line managers and confidently. Unprofessional behaviour and cor- agers are expected to promote and support capable are expected to consult in a timely and appropriate rupt practice will lead to disciplinary action. accountability national staff as managers. manner to ensure that staff can engage in any dis- cussions that affect them while generating commit- Everyone should be assured that the same stand- The design of its internal processes will reflect ment to agreed decisions and achieving longer-term ards of professional and accountable behaviour Being accountable means adhering to what we have NRC’s commitment to accountability, transparency, apply to all NRC staff, regardless of their position committed to do and being able to account for our oversight and internal controls. Accordingly, all goals. This requires balancing any need for swift actions. NRC’s policies, strategies, guidelines and decision-making with a commitment to being inclusive. or role, and that NRC will professionally manage all staff will be held accountable for fulfilling their cases requiring disciplinary action. procedures are designed to assure the quality of responsibilities. NRC will make every effort Line managers are responsible for ensuring NRC our work through consistent and efficient working – through the design of its structures, processes policies and governing documents are followed and 3 recruiting and retaining quality staff practices. Accountability requires staff to respect and staff training – to eradicate corruption, goals and results are communicated. They should be decisions and agreements for the benefit of the discrimination and costly practices without transparent and accountable, contributing to enhan- organisation as a whole and the development of unjustly restricting staff capacity to innovate. NRC will plan strategically to forecast and fulfil a constructive working environment. All staff are cing the reputation of NRC. Through supervision workforce demands. Succession planning will expected to act with integrity in exercising their processes staff will be held to account in order to be used to ensure that talented high performers respective responsibilities and be ready to explain support delivery of quality work. Line managers are with staff management ability and organisational and justify their actions when held to account. expected to build working relationships that best experience are further developed for longer- develop and utilise individual and team capabilities. term careers in NRC. Honest two-way feedback is expected between line managers and employees. 06 | human resource policy human resource policy | 07 Thus, NRC will only recruit externally when appro- Staff are valued for their specific expertise and are 6 taking staff well-being and safety seriously 7 compensation for quality work priately competent internal talent is evidently un- expected to continue their professional development available or in order to strengthen staffing diversity within the organisation. Induction and mentoring are NRC is committed to providing secure working envir- NRC offers fair and transparent salary structures in terms of age, gender, ethnicity, nationality and central to ensuring new staff quickly understand the onments for national and international staff members and packages and aims to provide rewarding and physical ability. Line managers will take actions to organisation and learn how NRC applies its policies in the field. Security policies must be followed. NRC satisfying careers. NRC aims to be competitive but identify and overcome obstacles to equal employ- in the light of the context faced. NRC conferences, strives to provide the right managerial, welfare and not leading in terms of salaries and allowances. NRC ment opportunities so that all staff can compete coaching, trainee schemes, staff exchanges, internal psychological support to ensure that all staff can will differentiate salary structures and packages fairly for positions. The need for fast recruitment is secondments and networking, as well as field-based perform well. When recruiting and preparing people according to national labour markets. When there balanced with NRC’s commitment to gender equity work and evaluations, are all seen as valid ways to for field deployment, NRC takes reasonable steps are options around pay and packages, NRC aims to and providing national staff with opportunities in their inform and enhance competence and knowledge. to minimise chronic stressors and strengthen social ensure decisions about remuneration and staff de- country to aspire to managerial positions. support networks. Stress levels for some staff will be velopment balance fairness with value for money and These methods supplement on-the-job instruction high but we expect line managers, colleagues and longer term affordability. Staff mobility across teams 4 investing in the development of staff and formal training programmes. Staff are expected staff to themselves proactively do whatever is reas- and countries will be enabled through appropriately to apply learning from all development opportunities onable to reduce them. determined packages and support. NRC always NRC is striving to be a learning organisation and they have accessed. respects national labour laws. expects all staff to share their good practice and lessons learnt. In this way, learning from what works, 5 creating and sustaining constructive working and what does not, will inform organisational policies environments and ways of working. NRC aspires to build a culture of trust that provides The organisation is committed to developing talented all staff with sufficient space to be innovative, in- national staff as current and future line managers. sofar as contextual constraints permit. Trust is built NRC invests in people so as to strengthen our overall through adherence to policies and systems designed leadership capacity. NRC line managers are expec- to support consistency and best practice. Adherence ted and equipped to build the capability of others to policies and systems is non-negotiable. to promote organisational culture and commitment and to ensure high quality programme delivery. They NRC strives for open, consistent and transparent actively seek to identify and develop skills and expert- management processes and expects staff to ac- ise needed now and in the longer term. They prioritise cept different ideas and opinions as constructive investment in staff development for organisational opportunities to learn. NRC encourages working gain so that limited resources are wisely spent. relationships characterised by cooperation and collaboration where support comes not just through Unrestricted access to training and development op- line management but also through colleagues, teams portunities should not be seen as a right. Decisions and networks. NRC’s whistle-blowing procedure are based on current and potential performance, or- provides a safe route for raising serious, unresolved ganisational need, relevance and cost effectiveness. concerns. Colleagues are treated with respect and dignity; unprofessional, discriminatory and corrupt behaviour is never tolerated.
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