This framework will describe what are the skills, behaviors and values expected from the team members. For instance the list could include: negotiation skills, customer service, networking, effective time management, analytical skills, creativity, planning and organisational skills, able to work under pressure, positive attitude towards work and the job environment, good writing skills.
There should be a competency framework document for each member of the NGO. This document could be filled in during annual reviews and assessment processes. It is important that the member of staff participate in the writing of this document and agree upon what it has been recorded.
The competency framework will help the management of staff members and volunteers in at least three ways–
- By reviewing the document and updating the recorder information on a regular basis, employees and volunteers will track their progress, understand what their weaknesses are and act accordingly (for instance by attending specific workshop or training to improve their performance). Whereas team values and core beliefs of the organisation will not change, the team’s skills and performance will. It is a good idea to complete the competency framework while assessing the annual performance of staff members as it gives the opportunity to discuss how team members could improve their skills and also to praise them for their achievements and improvements. To fill in this document gives also the opportunity to discuss with the employee strategies to further their education or to support their willingness to explore new fields or to gain new skills.
- By assessing the strengths and weaknesses of staff members, you will be able to consider whether there is a better position for them in the organisation. To be sure, you have to first consider whether the employee is willing to change its position in the organisation and how. If the person is willing to follow your suggestion, you should provide additional training or support to ease the transition into the new position. It is of utter importance to consider how to manage internal movements especially in relation to fundraising activities. As said before, the fundraiser could be anyone who is passionate about the organisation’s cause, with good writing skills, patience and willing to learn main strategies to write successful applications. As such, the new fundraiser could be someone who already works for the organisation in another field or position. The advantage of internal hiring would be to spend less time and resources to train the new employee who will also have a profound understanding of the ethics of the organisation and its history.
- The competency framework will be of particular importance for the assessment of volunteers. Consider that those working in the fundraising team have chosen to support the main fundraiser with the intent of learning new skills and gain first hand experience. While assessing their skills, motivation and behaviours keep in mind that they could become the next fundraisers of the organisation. As such it is of crucial importance to understand their strengths and to highlight their weaknesses so that strategies to improve what they lack of could be drafted. For instance, volunteers could be sent to attend workshops or trainings targeting young people willing to work in the NGO sector or specific courses to learn about bookkeeping, administration or team management.
