Resource Center

Purpose:
To provide users with a rapid assessment tool to identify an organization's capacity in the area of Human Resource Management (HRM) and to use these results to develop improvement strategies.

Description:
The HRM Assessment Instrument is a self-evaluation tool designed to be used by Non-Governmental Organizations (NGOs) and public sector health institutions to assess the status of Human Resource Management in their organizations and to facilitate the development of improvement strategies. The instrument is organized according to the core functions of a Human Resource Management system: HRM Capacity, HRM Planning, Personnel Policy and Practice, HRM Data, Performance Management and Training. These functions are described in a matrix with four stages of indicators. The instrument is based on the Institutional Development Framework developed by the Family Planning Management Development (FPMD) project of Management Sciences for Health (MSH). The instrument should be used in conjunction with a review of several documents at the organization including Personnel Files, Job Descriptions, Financial/Payroll Records and relevant Labor Law.

The HRM Assessment Instrument is best administered by a committee of staff internal to the organization. It is often useful for an external consultant to facilitate the process. Together the group will assess each HRM component on the graph, agree on the areas which need strengthening and formulate an action plan.

Developed by:
Management Sciences for Health in 1998.

Application:
The HRM Assessment Instrument has been pilot tested with NGOs in Uganda, Zambia, Albania, and Bolivia. In Uganda it was used as part of a formal training program to identify strategies for organizational development. In Zambia it was used by management to assess their HRM capacity and to develop an action plan. In Bolivia it was used to assess the current characteristics of an HRM system in an NGO. The Ministry of Health in Albania has used this assessment instrument to develop a national HRM strategy.

Advantages:
Easy to use, requires little training, facilitates clear identification of critical HRM components that need developing or strengthening. It is applicable to every level of large and small, public and private, not for profit organizations. Serves as a guide to developing an optimal HRM system and as a reference for the types of HRM issues to be addressed in successfully managing change (e.g., down-sizing, de-centralization, expansion). Individual units in organizations can use it to improve HRM functioning. Also serves as a basis for focusing discussion, brainstorming and strategic planning as well as for building or reaching consensus. It is used most effectively with support from the executive level of the organization.

Limitations:
Some interpretation is required in relating the indicators to the factors in the organization. All of the documents recommended for paper review may not be available. Use of this instrument and, in particular, developing an action plan, will be more effective if fully supported by the Board and/or senior level management. The tool does not measure the productivity level of employees.

Recommendation for Users:
Best administered by a group of staff internal to the organization (e.g., Executive Director and representatives from Senior staff, Board of Directors and other staff members) and an external consultant facilitating the process. Can also be administered by an internal committee only.

Reports and Publications:
None.

Availability:
English, French, and Spanish.

Contact:
Mary O'Neil
Management Sciences for Health
784 Memorial Drive
Cambridge, MA 02139-4613
USA
Phone: (617) 250-9500
Fax: (617) 250-9090
E-mail: toolkit@msh.org