Mapping the People In Aid Code of Good Practice and the Core Humanitarian Standard

A table mapping People In Aid Code of Good Practice against the Core Humanitarian Standard

People In Aid Code of Good Practice

Core Humanitarian Standard

Human Resources Strategy

Human resources are an integral part of our strategic and operational plans

For 8.1 and 8.4 to be met the organisation needs to have a clear strategy for ensuring that it has sufficient staff with the right level of capability to deliver its mission.
8.1 also implies that organisation needs to be clear about, and take action to embed, its culture, values and ways of working. This is further reinforced by 8.7 which references a code of conduct.
 

Staff Policies and Practices

Our human resources policies aim to be effective fair and transparent
 

The need for staff policies and good practices is implicit in both the Actions and Organisational Responsibilities. 8.5 includes almost the same wording as the Code and builds on this principle by adding “non-discriminatory” to the definition.

 

Managing People

Good support, management and leadership of our staff is key to our effectiveness
 

Good people management is implicit in 8.1 which requires staff to have objectives and to understand the performance standard expected of them. This is reinforced in 8.6.
The need to have management competency alongside technical skills is explicit in 8.3.
 

Consultation and Communication

Dialogue with staff on matters likely to affect their employment enhances the quality and effectiveness of our policies and practices
 

Although not explicitly included in this section, there is an expectation that the same level of participation and engagement, which the standard requires in relation to people and communities affected by crisis, also applies to staff.
Consultation and good communications are necessary to deliver the Key Actions.
 

Recruitment and Selection

Our policies and practices aim to attract and select a diverse workforce with the skills and capabilities to fulfil our requirements
 

Recruitment and selection are not explicitly mentioned as separate policies but are included under the general policy statement at 8.5
The outcome of effective workforce policies and practices is described in 8.4
 

Learning, Training and Development

Learning, training and staff development are promoted throughout the organisation
 

This is referenced explicitly in 8.3 and 8.8.
Also 8.1 and 8.6 require processes to be in place that identify learning needs, 8.3 making it clear that the staff member is co-accountable for their own capability development
 

Health, Safety and Security

The security, good health and safety of our staff are a prime responsibility for our organisation
 

This is explicitly referenced in 8.9

Commitment 8: Humanitarian staff are managed and supported responsibly and are treated fairly and equitably, and are supported to do their job effectively.

Key actions
1. Staff work according to the mandate and values of the organisation and to agreed objectives and performance standards.
2. Staff adhere to the policies that are relevant to them and understand the consequences of not adhering to them.
3. Staff develop and use the necessary personal, technical and management competencies to fulfil their role and understand how the organisation can support them to do this.
Organisational responsibilities
4. The organisation has the management and staff capacity and capability to deliver its programmes.
5. Staff policies and procedures are fair, transparent and non-discriminatory and compliant with local employment law.
6. Job descriptions, work objectives and feedback processes are in place to ensure that staff have a clear understanding of what is required of them.
7. A staff code of conduct is in place that establishes, at a minimum, the obligation not to exploit or abuse people.
8. Policies are in place to support staff to improve their skills and competencies.
9. Policies are in place for the security and the wellbeing of staff.
 

Date published: Friday 10 April 2015

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