Thematic area 5: People management

Good people management practices are paramount for effective aid.

Ultimately, the quality of aid relies on the skills and commitments of people. People management not only helps to ensure organisations hire the right people, but is also responsible for equipping them with the skills and knowledge required for the job, as well as ensuring they’re aware of and respect organisational values. When staff are not valued and supported, they cease to be engaged or motivated, and this directly impacts programme quality.

Read all about it!

Chapter 11: People Management: the shape of things to come
Jonathan Potter looks at the role of HR and people management in delivering high-quality, accountable and effective humanitarian action through the CHS – now and in the future. Download this chapter.

Caring for staff matters: This CHS Alliance paper looks at solutions to achieving greater aid effectiveness, ensuring staff wellbeing is central to the culture and practices of humanitarian actors. Download this paper.

Key recommendations and suggestions

  1. Break down the barrier between HR and Operations: CEOs and senior operational colleagues should work with the HR function to understand fully why and how the CHS links people management with operational work. (chapter 12)
  2. Start planning for your future workforce: organisations need to plan for the day when their staff are drawn predominantly from the communities with which they work. (chapter 12)
  3. Apply the standards you promote for affected communities to your staff: organisations should consider applying the Key Actions and Organisational Responsibilities of the CHS to their staff. (chapter 12)

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