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HR component

PROGRAM

PurposeThe HR-component aims to provide knowledge of modern Human Resource Management Practicesto Georgian HR-managers within line ministries and governmental agencies. The component has anoverall objective, to “Improve human resource management practices across the Government ofGeorgia”. The component is divided into three sub components, described in the terms of reference:

Sub component 1 – Carried out in 2010

· Objective: Improve human resources decision-making across the Georgian centralgovernment, by improving the capacity of human resources managers and get buy-in for theprogramme promotion.

· Activities: Contribute to the identification and selection of senior HR managers, conduct astudy tour to a country with advanced public sector human resource management traditions.

· Output: Improved understanding of best practices in public administration, and betterinteragency coordination of human resources management, yielding more efficientoperation of central government.

Sub component 2 – To be completed

· Objective: Improve capacity of human resource managers

· Activities: Organise ten (four-day) topic-based professional-development trainings for therepresentatives of human resource management units on identified topics/needs.

· Output: Around 50 human resource managers from Georgian governmental institutionsimprove knowledge and capacity to apply sound human management practices from EUcountries.

Sub component 3 – To be completed

· Objective: Build domestic capacity to deliver trainings in human resource management

· Activities: Train two Georgian-speaking trainers experienced in delivering human resourcemanagement trainings and develop materials.

· Output: Georgian trainers deliver the training in Georgian in human resource management.

The design and approach for sub components 2-3 will be detailed below.

Assumptions

CAPACITY-BUILDING OF THE GEORGIAN LEADERSHIP

COMMUNITY FOR IMPROVED DECISION-MAKING

AND NEGOTIATION SKILLS

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The participants in the ten course activities will be HR-managers and practitioners from variousministries and government agencies working with different aspects of human resources. During thestudy visit to Sweden for HR-managers time was spent on issues such as strategic development ofhuman resources and values behind HR-systems. The target group for the course series in Georgiawill be broader than the study visit group. We assume that the participants will be both HR-managersand HR-officers working with technical aspects of human resources. This will have to be considered inoutlining the proposed training programme.

We would also like to emphasise that achievement of the overall aim of the HR-component dependson the active participation in Georgia by decision-makers, HR-managers and practitioners.

It is suggested to carry out one high-level seminar with decision-makers at involved ministries, inorder to create commitment for change at this level of strategic decision-making.

In the terms of reference it is stated that 50 participants will take part in this CBGL-component. Wecannot take that figure for granted. It can be assumed that the number will vary depending on thecharacter of the chosen topic of the course. Neither can we assume that all or even a majority of theparticipants will attend all ten course activities. Participation will depend on the specific needs of theparticipants at the time of a particular course topic. Some of the topics on strategies and changingvalue systems will be tailor-made for HR-managers and some of the modules targeting practitionerswill be designed for this group with hands-on skills in HR-techniques.

We cannot assume that participants will work with course assignments in-between the coursesessions. But home assignments and networking between participants from different ministries andagencies, which is desirable, will be discussed with the participants in each course and used where itis applicable. In addition, action and participative learning methods will be applied in the trainingsessions.

SustainabilityThe participants will have the option to apply tools and techniques which help them continue theirlearning and sharing after the formal ending of the component. To achieve this, specific outputs havebeen identified which provide both the means and the mechanisms for active and motivated HR-practitioners to consolidate the work and continue to develop good practices across Georgia. Weanticipate that the following identified outputs might encompass:

1. Tailored inputs, materials and practical activities for the ten identified HR-priorities for theGeorgian civil service.

2. Strengthened local trainer capacity which enables the above content to be delivered by localconsultants. To support the training and continuing professional development of theGeorgian trainers, they will be involved in the programme from the beginning to the end soas to be able to multiply the programme in the future.

3. A series of on-the-job learning materials which address principles and practices of HRmanagement. The materials will include techniques and tools.

Programme designTen core topics have been identified by the HR managers during their visit to Sweden. The ways inwhich these topics can be presented, practised and assimilated have been explored during the needs

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analysis visit to Georgia. The intention is to provide a flexible structure of topics which meets allneeds within the schedule of visits previously agreed.

The terms of reference states that there are 160 training hours in total. According to the design therewill be a difference in training hours depending on the target group and the topic. Some traininghours might also be used for materials development.

A few of the themes will deal with changing the mind-set in HR-management. Most of the themesdeal with HR-techniques.

Themes during the sessionsThe activities in the component can be divided into three different groups. The first targets strategicdecision-makers at ministries. The second group involves strategic activities among HR- managersand the third invites relevant HR-managers and HR-practitioners to more hands-on activities.

1. High level seminars on strategic organisational capacity building in Georgian publicadministration

a. Decision-makers at Georgian ministries will be invited to a high level seminar onstrategic organisational capacity-building. At the seminar a high level representativefrom Sweden will participate to share and discuss experiences.

2. Strategic HR, activities for HR-managers

a. Strategic HRM-management and organisational values - the mission, the vision,development of organisational values and ways of actively implementing andmaintaining them within the organisation and towards citizens

b. Change managementc. Negotiation techniques

3. HR tools and practices, activities for HR-managers and HR practitioners

a. Job analysis, job description, competency frameworks and job classificationb. Recruitment processes – attracting applicants, interviews and other selection

methodsc. Performance managementd. Performance appraisale. Career planning and talent managementf. Staff development and on-the-job learning

Throughout all activities local trainers will be included in order to strengthen their capacity tocontinue to deliver training in human resource management. The participation of local trainers willalso ensure that the activities carried out are further tailored to the needs of the Georgianstakeholders.

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Date of module Training hours Thematic area Consultantspresent

March 11 16 Job analysis/3a TTB,,2 consultants

May 11 16 Recruitment/3b 2 consultantsTTB

Oct 11 16 Performancemanagement/3c

TTB,2 consultants

Nov 11 8 Strategic HRMfor HR-managers/2a

2 consultantsTTB

Feb 12 4 High-levelseminar/1a

TTB2 consultants

May 12 16 Performanceappraisal/3d

1 consultantTTB

Oct 12 8 ChangemanagementHR-managers/2b

TTB2 consultants

Nov 12 16 Careerplanning/3e

1 consultant TTB

Jan 13 16 Staffdevelopment/3f

1 consultant TTB

Apr 13 16 Negotiationtechniques forHR-managers/2c

TTB,2 consultants

Total 132 hours

28 hoursremains to bedistributed

Staffing of the component

One SIPU consultant, the team leader, will be responsible for processes and methodology andinternational consultant inputs to all courses. The two local consultants will also participate andcontribute in all courses. The different themes will require contributions from highly skilledinternational practitioners in topics like recruitment, job analysis and performance management.

The team leader will be the bridge between the course activities and follow-up work betweensessions.

At least one international expert will participate in all seminar activities.