How is the Core Humanitarian Competencies Framework Being Used Around the World?
Uma shares case studies on how the competencies framework is being used in different ways around the world as we come to the end of our review of the framework.
We are coming to the end of our review of the Core Humanitarian Competencies Framework for the Start Network Talent Development project. In the past weeks, I have had the opportunity to visit Bangladesh and Kenya where I had the pleasure of witnessing the use of the competencies framework in different scenarios.
As promised in my last blog, I am excited to share some case studies highlighting how organisations have successfully adopted the competencies framework or variations of it. The case studies highlight how the competencies framework can be used effectively, but equally shed light on some of the challenges of using such a framework.
Core humanitarian competencies framework case studies:
- CARE International:Competency based learning programme
- Concern Worldwide: Staff competencies and accountability
- HIAS Africa: Coaching and mentoring for a high performing team
- Islamic Relief:Coaching and mentoring for a high performing team
- Lutheran World Relief:Competencies framework integrated in rapid response team’s policy and guidelines
- MzN International:Framework used to develop mid-level national agency staff
- Oxfam GB: A monitoring and evaluation (M&E) framework to support implementation of the CHCF
- RedR UK, Sub-Saharan Africa:Increased self-awareness on core humanitarian competencies and behaviour change amongst CONTEXT trainers, coaches and trainees
- Save the Children Bangladesh:Building national talents to respond to emergencies
The framework is being used as part of staff development and emergency response programmes, in inductions for entry-level staff, in training for mid-level and senior managers, and as a reference point when screening and hiring roster members and emergency response staff in the field.
The framework allows individuals and organisations to emphasise working styles, values and principles, in addition to technical competencies. One agency has aligned and adapted the core competencies to suit its vision, mission and goal. In doing so, the organisation has sensitised both staff and partners on key expected behaviours. Communities were also made aware of the behaviours they can expect from staff based on the framework.
We hope you will find the case studies encouraging and insightful.
This week I was in London where I shared the findings and recommendations of the review process to date in a consultation and validation workshop. The workshop was attended by over 20 human resources (HR) professionals in the humanitarian and development sectors, including a number of those who were instrumental in developing the framework in 2011. I certainly welcomed their valuable contributions to the review process and I look forward to sharing the outcomes of the review soon.