Employee Capacity Building Strategies PDF

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New aspects of governance, such as sustainable development, environmentally friendly technologies, and information technology, continue to emerge, all of which must be incorporated into organisational operations. Capacity-building initiatives are required to implement the same. Capacity building is ...

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EMPLOYEE CAPACITY BUILDING STRATEGIES

New aspects of governance, such as sustainable development, environmentally friendly technologies, and information technology, continue to emerge, all of which must be incorporated into organisational operations. Capacity-building initiatives are required to implement the same. Capacity building is the process of improving an organization's core skills and capabilities, such as leadership, management, finance, and fund raising, in order to increase the effectiveness and sustainability of the organisation.

Organizational and human capacity building are two aspects of capacity building. Organizational capacity building entails both technical updates of the organisation through periodic reviews and human capital development through education and training. Human capacity building refers to the process of assisting an individual or a group in identifying key areas for development and gaining the necessary insights to maximise their potential. To solve incident and suspected problems and implement necessary changes to augment organisational capacity to anticipate change and withstand attendant pressure, knowledge and experience are required. To that end, capacity building entails leveraging existing knowledge in both technical and human relations fields. Continuous review and development through research and development initiatives (R&D) is required for better exploitation of available resources, with the most important resource, human resource, being highlighted.

Human Strategies for Human Rights (HSHR) offers capacity-building services focused on creating effective, efficient, and long-term physical working conditions for the promotion and protection of human rights. It focuses on two areas of development: the institution's employees and the thematic area of work of the organisation. The goal is to provide training and guidance that aids in the development of a profession while also ensuring the transparency and accountability of internal operations and processes in relation to the environment and the organization's internal equilibrium. As part of

the process of learning and adapting to a changing society, employees' knowledge and skills must be updated on a regular basis.

To achieve this goal, the Human Strategies for Human Rights (HSHR) collaborates closely with individuals in charge of the organization's management, fundraising, public relations, accounting, and human resources on operational activities.

After an HSHR consultant has completed an assessment of the organization's working environment, a work plan for organisational capacity building is created. In a 'classroom' setting, training takes place over time and as needed, taking into account the realities of the employees' work life. It's primarily a teaching tool with technical overtones. There is a suggestion that education and training inform organisational human resource development practises.

Need for External Stimulus The Beijing Initiative on APEC Human Capacity Building, held May 15–6, 2001, placed a special emphasis on the importance of human capacity building (HCB) to ensure that all people benefit from the goals set out, and to develop the necessary policies and programmes to respond to the HCB challenge through partnership across the widest spectrum of stakeholders.

Stakeholders play a critical role in both stimulating and validating proposed change. The viewpoint expressed is a major determining factor in what is eventually accepted and what is not. Stakeholders questioning an organization's traditional mode of work, focusing on technological change, change in work processes, specifically, organisation and methods (O&M), decision-making practises, strategy formulation, employment practises, education, training, and market behaviour are some of the specific challenges. Their importance lies in using pressure group tactics to encourage positive change.

People (clients, customers), social service organisations (civil society), particularly environmentalists and human rights workers; political parties, farmers, and businesses (interest and pressure groups) are all stakeholders in government administration. In a society, the 'people' group can be further divided into 'articulate' and 'inarticulate' 'publics.' The 'publicness' of government administration necessitates articulation with regard to the passive segments of society, as well as incorporation into policy formulation. Public interest articulation through more meaningful civil society participation would be desirable for more democratic policy. The terms "substantive public interest" and "procedural public interest" are used interchangeably. While better articulation of needs at the formulation stage ensures substantive public interest, the consultation process that precedes policy making ensures procedural public interest. The more inclusive the consultation process, the more democratic the polity. Organizations, which are collections of individuals, require constant interaction with all stakeholders for the purpose of sharing required information and issues of common interest, particularly those relating to socioeconomic and polity co-administrative policies, in order to be effective, efficient, and representative.

In order for Civil Services Organizations to be more proactive, it is necessary for them to have adequate financial resources, an innovative civil accounting definition that corresponds to pragmatic financial conditions, adequate and appropriate transparency, especially in organisations that provide public services, ensuring protection of workers' dignity and their rights to participate in constant interaction among themselves as well as with the public, and ensuring protection of workers' dignity and rights to participate in constant interaction with the public.

Venkataratnam and Shzuie Tomoda (2005) used the concept of Social Dialogue in Public Service Reform to make the Civil Service more proactive in their work. The concept of social dialogue is one of the International Labour Organization's four strategic objectives for promoting decent work for all (the primary goal of the ILO is to promote opportunities for women and men to obtain decent and productive working conditions of freedom, equity, security and human dignity). This is accomplished by

promoting I International Labour Standards and Fundamental Principles, as well as the right to work; (ii) Decent Employment and Income Opportunities; (iii) Social Protection for All; and (iv) Strengthening Tripartism and Social Dialogue (ILO, 1999).

It goes without saying that social dialogue can lead to significant progress in policymaking, citizen demands in public services, and other areas. The nature in which social dialogue is formulated has a significant impact on its success. After all is said and done, every effort must be made to ensure that none of the above imposes impositions, but rather that they are put in place through the exchange of ideas and information, and by focusing on a participatory approach with an emphasis on consultation, negotiation, and consensus. Information sharing, public hearings, direct consultation, and collective bargaining are examples of broadly social dialogue, particularly in the Civil Service. Effective social dialogue in the civil service necessitates the government's unwavering and uninhibited cooperation. The process of social dialogue, like any other management technique, cannot be completed unless and until the government is supportive and committed to putting it into action, not for the benefit of the organisation, but for the benefit of civil society organisations, private sectors, non-governmental organisations, interest groups, and voluntary associations. Through the process of social dialogue, not only will organisations be able to achieve their global goals, but they will also be able to have a committed workforce as a result of their participation, as well as a satisfied citizenry as a result of effective government functioning.

In order for Civil Service Organizations to be more proactive, it is necessary that they have adequate financial resources, an innovative civil accounting definition that corresponds to pragmatic financial conditions, adequate and appropriate transparency, especially in organisations that provide public services, ensuring protection of workers' dignity and their rights to participate in constant interaction among themselves as well as with the public, and ensuring protection of workers' dignity and rights to participate in constant interaction with the public.

The informing and distinguishing virtue of organisations is people's participation in governance. In government organisations, specific strategies for employee capacity building include:

Decentralisation is more democratic because it facilitates decision-making at the grassroots level, involving more people. Employees are given more authority and better 'choice' in decision making, and services rendered are more people friendly and more in tune with local requirements. The government's 'choice' is widened by cost benefit comparisons in 'choosing' between centralised and decentralised options for a facility, which includes cost comparisons for structure, manpower, inventory, and other factors. Wider participation in policy development and implementation, and thus a better selection of policy inputs. Decentralisation maximises benefits and minimises costs in both the purely utilitarian and welfare senses by giving all partners involved, namely the government, employees, and clients, more 'choice.'

Delegation: Using delegation more effectively makes processes more dynamic and improves communication within an organisation significantly. The pace of work is accelerated, and top management is relieved of routine responsibilities. Employee empowerment is aided by delegation. For delegation to succeed, more emphasis must be placed on: (a) Governance ethics from the perspective of accountability and responsiveness; and

(b) Training to acquire the necessary skills for properly carrying out delegated tasks. Delegation has a natural corollary of improving employee capacity. Quality and Innovation: Stakeholders must adopt a new concept of development that emphasises quality and innovation in order to improve capacity-building practises at the level of individual organisations. Exogenous pressure in the form of interest articulation and lobbying is therefore critical, particularly in government administration, for employee capacity building.

Technical Capacity Building: Providing technical support activities such as coaching, training, specific technical assistance, and resource networking helps organisations build their technical capacity. In the present context of the information communication revolution human capacity building involves bridging the digital divide, and in turn, converting “digital divide” into “digital opportunities” so as to benefit all segments of the economy. In terms of e-government, the degree to which it is pushed in government administration will determine the procedural efficiency of government administration in the coming years.

Promoting openness and networking of government organisations promotes capacity building. In the U.K, the Citizens Charter contains specific provisions for promoting increased openness about the reasons for decisions taken by the government. In 1988, changes were made to the Official Secrets Act of 1911 in order to narrow the scope of official information covered by the Act. In April 1994, the government also implemented a white paper guaranteeing a statutory right of access to personal records held by the government. All Canadian citizens, as well as people and corporations residing in Canada, have the right to access federal government records that are not of a personal nature under the Access to Information Act. Malaysia's government has also taken steps to establish an inclusive policy-making mechanism. Publication of reports on public complaints, progress of government administrative efforts, and so on are examples of specific measures.

The right to information act was recently passed by the Indian legislature, in keeping with the global trend toward more open and transparent government. Such measures would limit the growing realm of administrative discretion, which has sparked debate and concern among academics and practitioners alike.

When it comes to personnel processes, transparency is both external (responsiveness) and internal. The Fifth Pay Commission has called for clearly defined criteria for all government employee promotions, transfers, and appointments. "Openness must also

include the resolution of conflicts among government employees." Rather than reporting the grievance through the official channels, the senior officer should counsel both parties involved in the dispute to reach a mutually acceptable settlement. If a resolution cannot be reached, the two individuals involved should be 'disassociated' to avoid further interpersonal issues. Finally, positive relationships with the media should be fostered. In this case, publicity-seeking bureaucrats should be punished according to the conduct rule.

"We have a centralised system of government that is based on distrust," the Fifth Pay Commission report stated. The tendency is to centralise decision-making, whether it is in the ministry of finance, the ministry of law, or the Department of Personnel. Everything must be referred to these nodal ministries by individual ministries. The cabinet or cabinet committee, the minister, or the committee of secretaries make the most important decisions of any consequence." The commission has proposed delegating powers to individual ministries in order to reduce the number of people involved and the time it takes to make a decision.

Management Information System

The Management Information System (MIS) is an integrated approach to the design and implementation of a computer-based information system that provides summary data and highlights exceptions for corrective decision-making. Information that is readily available and up to date is critical for effective policymaking, monitoring, and control of various programmes. Management can also use MIS to take corrective action in the middle of a project. Canada and Malaysia have both taken significant steps in this direction. In Canada, a chief information officer-led office of information management systems and technology was established to oversee policy devolution, implementation, and administrative reengineering of existing information systems. Malaysian governments launched the civil service link (CSL) in 1994 as an on-line information database

system to allow the general public to easily access information on government services. Massive computerization and a stronger technological foundation in the management of public services preceded this. In the United Kingdom, administrative reforms included the establishment of information systems in key areas of government, such as personnel records, finance, physical resources, and procurement. To share the available information among the various government departments, an integrated approach to MIS was used. Efficiency units were established to assess departmental needs and recommend the best MIS for various government agencies. The Government Center for Information Systems was established with the goal of promoting government effectiveness and efficiency through the use of information systems.

In India, on the other hand, information processing has not been systematic. Government departments primarily use information technology for document processing, not for decision-making or planning to improve organisational effectiveness. The sharing of information between departments is not well-organized.

Diversification and expansion of organisations are part of total organisational capacity building, which arises from effective capacity building of the existing resource base and its subsequent development. Effective micro-capacity-building strategies add up to macro-capacity-building strategies, resulting in economic development. Businesses of all sizes, from multinational corporations to microbusinesses and family businesses, must improve their capabilities in order to fully participate in and benefit from the global economy.

According to Ratnam and Timoda (2005), the following conditions must be met in order to provide quality public services:

a) sufficient funding;

b) new public accounting definitions that reflect the realities of modern public service financing and management;

c) the right to information and transparency in the delivery of public services by the public, private, and voluntary sectors; d) respect for workers' rights so that they can participate in social dialogue; values and norms that are free of corruption; and investments in organisation and staff development.

e) effective auditing by appropriate legislative bodies, as well as the general public as customers and citizens, to ensure full accountability and feedback for policy formulation;

f) effective procedures for disclosing, reviewing, and managing conflicts of interest; g) a unified vision and framework that connects policy and implementation, and

h) An approach to the civil service that is more professional, innovative, and proactive. Steps in Capacity Building

The following are significant steps in capacity building that are investigated.

(a) Encouraging the development of overall human capacity:

Employee capacity development will be impossible to achieve unless overall human capacity is improved. The following areas of activity must be highlighted:

1) Human capacity building as part of a larger social and economic development strategy, recognising the critical importance of human capital and developing more integrated capacity-building approaches.

2) Create relevant programmes to improve entrepreneurial and management skills, especially among small and medium-sized businesses, in order to meet the new demands of globalisation and the new economy.

3) Develop policies to incentivize the private sector to contribute to the development of human capacity, such as providing facilities and infrastructure to ensure that access to the internet is maintained for the development of e-commerce, and so on.

4) Facilitate mutual recognition of professional qualifications in respective countries, which should be based on mutually agreed-upon standards of achievement and outcomes. 5) Strengthen the industry-academic partnership between businesses as end users of the workforce and financial resource providers, and universities, educational institutions, and vocational training institutions as workforce suppliers, so that hightech businesses have access to an information technology (IT) workforce. 6) Establish mutual linkages between sectoral networks, such as business, education, training, and government, in order to achieve a synergy effect in the development of human capacity;

7) Encourage trade unions to develop and implement relevant training programmes, as well as to motivate and mobilise workers to continue their education throughout their lives.

8) Establishing a society that values lifelong learning and education.

(b) In order to maintain employee capacity, it is deemed necessary to establish a lifelong education and learning society that will:

1) To empower the entire community, create accessible, wide-ranging, and multidimensional learning networks. 2) Make an effort to transform education and training systems that are more suppliercentric into consumer-oriented, demand-driven systems.

3) Establish a life-long learning system to ensure that workers receive preemployment education, ongoing training, and skill upgrade...