HR Consultancy for salary grading in Laos, Nepal and Philippines.
We are currently seeking to recruit a HR Consultancy for salary grading in Laos, Nepal and Philippines.
| About the Role | |
Founded 75 years ago, Plan International is one of the oldest and largest children's development organizations in the world. It is an independent organisation, with no religious, political or governmental affiliations. We work in 50 developing countries across Africa, Asia and the Americas to promote child rights and lift millions of children out of poverty. We seek to work with those who are excluded or marginalized, with high quality programs that deliver long lasting benefits by increasing our income, working in partnership with others and operating effectively. Plan's vision is of a world in which all children realize their full potential in societies that respect people's rights and dignity. Plan’s work is divided across four regions: the Americas, East& Southern Africa, West Africa and Asia. This Terms of Reference relates to work in Asia where we work in fourteen countries. Work in each Country Office is led and managed by a Country Director who takes responsibility for the strategic direction of all work taking place there and the compliance of that work with Plan’s global policies. Plan’s HR service is delivered through the People and Culture department to the whole organization with the aim of enabling the people in Plan to work strategically and consistently,linked by Plan’s values and the common purpose of sustainable child poverty reduction as they deliver work to change the lives of children across the globe. The department is divided into four: operations, learning & development; child protection and recruitment and is represented in each Regional Office by a People and Culture Partner. This consultancy is jointly commissioned by Plan’s People and Culture Department and the Country Directors of three countries affected by issues related to the salary and grading project. Since 2009 Plan has been moving towards the implementation of a consistent global grading structure for all positions within its Country Offices and Regional Offices. This has been driven by the need to create a consistent, transparent and fair process for how jobs are graded within the different Country and Regional Offices where Plan operates. Having a consistent grading structure in place also helps facilitate global and regional mobility of staff, a factor becoming increasingly important to Plan due to the growing numbers of emergencies we are responding to. In 2008, working with the Hay Group (www.haygroup.com),, Plan developed a single grading structure for the Country Offices designed to reflect the specific needs and operations of the organization. Initially, posts within the Country Offices were graded into 5 different levels A – E. As time went on, however, difficulties arose due to the fact that there was no process in place to evaluate any new jobs or changes to the existing jobs. In response to this, working with the Hay Group and using the Hay methodology, Plan developed its own job evaluation tool. In 2011, it was recognised that there were too many positions in Grades C and D with reporting relationships and the decision was made to split Grades C and D into C1 and C2, and D1 and D2. It was originally anticipated that this work would be completed in every office by December 2011. In addition, in 2011, Plan reviewed and revised its Global Pay Policy (attached) to which all parts of Plan are expected to comply. Some countries have experienced problems with the process of transferring their posts to the agreed grading scale on which the policy rests and this consultancy is now needed to address this. In addition to resolving the immediate difficulties they face, Plan is keen to learn from the specific issues these countries face so this can be factored into the future development of our Pay and Rewards policies. LAOS: In Laos, the grading structure implemented for the Country Office is not in line with the global standard. The Laos Country Office currently has a split within grades A and B and not just C and D. A revision of the existing grading and salary structure is required to bring it in line with the global standard. NEPAL: In Nepal, the Country Office team has worked with a group of local consultants to undertake a salary survey and design a new salary structure to reflect the local market and Plan’s Global Pay Policy (launched November 2011). This survey did not take account of the requirement to split grades C and D and some of the comparators used for this survey may not be valid. In addition, as the Country Office has started to consider implementing the results of the salary survey, including the split of grades C and D, then the initial financial modelling suggests the costs may be prohibitive based on the current budgets. PHILIPPINES: In the Philippines, the Country Office used a Birches Group salary survey (www.ngolocalpay.net) as the basis for reviewing its salaries in line with the local market and Plan’s Global Pay Policy. Using Plan’s job evaluation tool, it has also identified which positions should be graded in C1, C2 and D1 and D2. However, there have been issues with using the job evaluation tool and some of the grading may need to be re-visited. However, similarly to Nepal, when Plan Philippines has looked at the costs of implementing the revised pay and grading structures, again the costs have looked prohibitive based on current budgets. A further consideration in Plan Philippines is that historical pay practice has been to bring new recruits in below the minimum of the pay-band and upgrade them to the minimum on successful completion of their probationary period. This practice has meant that staff are generally positioned on or close to the minimum of the pay-band rather than the median which is where Plan’s pay policy determines they should be after 2 – 3 years of satisfactory performance and service. PURPOSE OF THE PROJECT Plan is seeking a consultant to work with the Regional People and Culture Partner in Bangkok and the People and Culture and management teams at the Country Office level in Laos, Nepal and the Philippines to analyse the reward issues within these three Country Offices and develop action plans with the Country Office teams to overcome them. An additional output from this consultancy is to analyse the lessons that can be learned at a global level from the reward issues in these three countries. TARGET AUDIENCE/USAGE OF THE RESULTS The need for this work has been jointly identified by the Asia Regional Office, Country Directors and the Global People and Culture Director. The primary audience for the output of this consultancy is the Country Offices who will implement the action plan to overcome the reward issues identified. The secondary audience is the Global People and Culture Director who will analyse the report for lessons learned which can be shared globally and used to continue to improve the service and support offered from the basis of knowledge of the context of a CO. SCOPE OF WORK The consultancy will build on work already undertaken by the Country Offices and relevant organisational policies and procedures. All work to be done should be considerate of different organisational, cultural and political contexts as the output from this consultancy will serve as a guide for different countries and regions. It should also be noted that dealing with pay, grading and reward issues can be extremely sensitive and the consultant will need to proceed with the full support of the Country Director and be prepared to take account of local history and employee relations issues when developing recommendations and action plans for a way forward. METHODOLOGY An experienced consultant will be hired to lead the identification of the causes of the current reward issues in Laos, Nepal and the Philippines and to work with the Country Office teams to develop an action plan to overcome them. Key steps will include:
It is expected that the consultant will need to undertake a visit to each of the Country Offices of around 2 – 3 weeks to meet with the local teams, understand the issues and start to work on the deliverables above. Periodic consultations with the key contacts will be expected. KEY CONTACTS IN PLAN The manager of the assignment and primary contact will be Clare Wolfarth, Regional People and Culture Partner, Plan Asia Regional Office. Other key contacts will be:
TASKS TO BE CARRIED OUT BY CONSULTANT
At the global level these include, but are not limited to:
At the local level in each of the three Country Offices, these include but are not limited to:
DELIVERABLES
KNOWLEDGE, SKILLS AND BEHAVIOURS
DURATION OF THE ASSIGNMENT Approximately 3 months in total:
APPLICATION SUBMISSION DETAILS The consultant is expected to submit a brief outline proposal and CV for undertaking this assignment. The proposal should specifically include the following:
Location: Asia Type of Role: Consultancy Closing date: 8th June |
References will be taken and background and anti-terrorism checks will be carried out in conformity with Plans Child Protection Policy. Plan operates an equal opportunities policy and actively encourages diversity, welcoming applications from all areas of the international community.
Your online application form can be saved, reviewed and amended before submission.
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