United Nations
Information Centre | Nepal
PPPUE Annual Progress Report 2002 - Some Lessons Learned - 05
Abstract:
Experiences revolving around the recruitment process provide an opportunity to strengthen and enhance, plus make more efficient the human resources component of PPPUE Nepal. The acquisition process of PPPUE specialists deputed from MuAN and FNCCI is particularly instructive in terms of shortcomings and weaknesses encountered in the recruitment process and in terms of remuneration issues. Firstly, the notion was to include a representative each from MuAN and FNCCI at the PPPUE Desk in Kathmandu in order to teach and instill in them critical concepts and procedures (the overall philosophy as it were) pertaining to public private partnerships. It is envisaged that in this fashion and at the conclusion of the PPPUE programme, these individuals would return to their respective organizations/ institutions equipped with those vital tools needed for the continued expansion and operation of PPPs in Nepal. Recruitment of these (PPPUE) specialists revealed imperfections in the human resources component of the programme for the following reasons. UNDP (Nepal) in an advertisement solicited applications for the two positions in which it clearly indicated that either FNCCI or MuAN was executing recruitment according to their respective rules, regulations, and remuneration scales. In spite of this, applicants remained under the impression that the positions were at the UNDP itself, which resulted in an unnecessarily long and frustrating experience for all concerned. The lesson to be gleaned for future is that recruitment and related activities should be unambiguous, understandable and not prone to error such that valuable time and resources are squandered. As indicated, PPPUE Specialist recruited from MuAN and FNCCI are meant to provide continuity in and sustainability of the programme. The idea is that once the programme comes to a conclusion officially, these specialists and others who are regular staff at stakeholder institutions such as MuAN and FNCCI will be able to carry forward the objectives of PPPUE from within their own parent organizations (i.e.FNCCI, MuAN, etc). There were initial expressions of hesitation and reservation in connection to PPPUE work from members of the regular staff who witnessed their workloads increase substantially without a concomitant rise in salary/remuneration. While the capacity building input of the programme and the internal work management of the respective organizations have contributed to resolving this matter, there are some individuals who still feel that an additional benefits package of some kind deriving from the programme itself would be highly desirable. #PublicPrivatePartnerships #PPPUE
Publisher: PPPUE/UNDP Type / Script:
Annual Report  in  English
Keywords:
 DEVELOPMENT, ECONOMIC DEVELOPMENT, SOCIAL DEVELOPMENT, LOCAL DEVELOPMENT, BUSINESS ENTERPRISES, PRIVATE ENTERPRISES, PUBLIC ENTERPRISES, BUSINESS MANAGEMENT, PUBLIC-PRIVATE PARTNERSHIPS, COMMUNITY PARTICIPATION, COMMUNITY LIFE, URBAN ENVIRONMENT, CIVIL SOCIETY
Thematic Group:
UNDP, (2002)
Thesaurus:
14.05.03 - Social Development
PDF | File Size: 1.12 MB   Download
Feeder: LUNI SHRESTHA, Editor: SANJIYA SHRESTHA, Auditor:
...
PPPUE Annual Progress Report 2002 - Some Lessons Learned - 05
Abstract:
Experiences revolving around the recruitment process provide an opportunity to strengthen and enhance, plus make more efficient the human resources component of PPPUE Nepal. The acquisition process of PPPUE specialists deputed from MuAN and FNCCI is particularly instructive in terms of shortcomings and weaknesses encountered in the recruitment process and in terms of remuneration issues. Firstly, the notion was to include a representative each from MuAN and FNCCI at the PPPUE Desk in Kathmandu in order to teach and instill in them critical concepts and procedures (the overall philosophy as it were) pertaining to public private partnerships. It is envisaged that in this fashion and at the conclusion of the PPPUE programme, these individuals would return to their respective organizations/ institutions equipped with those vital tools needed for the continued expansion and operation of PPPs in Nepal. Recruitment of these (PPPUE) specialists revealed imperfections in the human resources component of the programme for the following reasons. UNDP (Nepal) in an advertisement solicited applications for the two positions in which it clearly indicated that either FNCCI or MuAN was executing recruitment according to their respective rules, regulations, and remuneration scales. In spite of this, applicants remained under the impression that the positions were at the UNDP itself, which resulted in an unnecessarily long and frustrating experience for all concerned. The lesson to be gleaned for future is that recruitment and related activities should be unambiguous, understandable and not prone to error such that valuable time and resources are squandered. As indicated, PPPUE Specialist recruited from MuAN and FNCCI are meant to provide continuity in and sustainability of the programme. The idea is that once the programme comes to a conclusion officially, these specialists and others who are regular staff at stakeholder institutions such as MuAN and FNCCI will be able to carry forward the objectives of PPPUE from within their own parent organizations (i.e.FNCCI, MuAN, etc). There were initial expressions of hesitation and reservation in connection to PPPUE work from members of the regular staff who witnessed their workloads increase substantially without a concomitant rise in salary/remuneration. While the capacity building input of the programme and the internal work management of the respective organizations have contributed to resolving this matter, there are some individuals who still feel that an additional benefits package of some kind deriving from the programme itself would be highly desirable.
Publisher: PPPUE/UNDP Type / Script:
Annual Report  in  English
Keywords:
 DEVELOPMENT, ECONOMIC AND SOCIAL DEVELOPMENT, LOCAL DEVELOPMENT, BUSINESS ENTERPRISES, PRIVATE ENTERPRISES, PUBLIC ENTERPRISES, BUSINESS MANAGEMENT, PUBLIC-PRIVATE PARTNERSHIPS, COMMUNITY PARTICIPATION,COMMUNITY LIFE,URBAN ENVIRONMENT, CIVIL SOCIETY
Thematic Group:
UNDP, (2002)
Thesaurus:
14.05.03 - Social Development
PDF | File Size: 1.12 MB   Download
Feeder: LUNI SHRESTHA, Editor: ANITAKARKI2052@GMAIL COM, Auditor:
...
PPPUE Annual Progress Report 2002 - Some Lessons Learned - 05
Abstract:
Experiences revolving around the recruitment process provide an opportunity to strengthen and enhance, plus make more efficient the human resources component of PPPUE Nepal. The acquisition process of PPPUE specialists deputed from MuAN and FNCCI is particularly instructive in terms of shortcomings and weaknesses encountered in the recruitment process and in terms of remuneration issues. Firstly, the notion was to include a representative each from MuAN and FNCCI at the PPPUE Desk in Kathmandu in order to teach and instill in them critical concepts and procedures (the overall philosophy as it were) pertaining to public private partnerships. It is envisaged that in this fashion and at the conclusion of the PPPUE programme, these individuals would return to their respective organizations/ institutions equipped with those vital tools needed for the continued expansion and operation of PPPs in Nepal. Recruitment of these (PPPUE) specialists revealed imperfections in the human resources component of the programme for the following reasons. UNDP (Nepal) in an advertisement solicited applications for the two positions in which it clearly indicated that either FNCCI or MuAN was executing recruitment according to their respective rules, regulations, and remuneration scales. In spite of this, applicants remained under the impression that the positions were at the UNDP itself, which resulted in an unnecessarily long and frustrating experience for all concerned. The lesson to be gleaned for future is that recruitment and related activities should be unambiguous, understandable and not prone to error such that valuable time and resources are squandered. As indicated, PPPUE Specialist recruited from MuAN and FNCCI are meant to provide continuity in and sustainability of the programme. The idea is that once the programme comes to a conclusion officially, these specialists and others who are regular staff at stakeholder institutions such as MuAN and FNCCI will be able to carry forward the objectives of PPPUE from within their own parent organizations (i.e., FNCCI, MuAN, etc). There were initial expressions of hesitation and reservation in connection to PPPUE work from members of the regular staff who witnessed their workloads increase substantially without a concomitant rise in salary/remuneration. While the capacity building input of the programme and the internal work management of the respective organizations have contributed to resolving this matter, there are some individuals who still feel that an additional benefits package of some kind deriving from the programme itself would be highly desirable.
Publisher: PPPUE/UNDP Type / Script:
Annual Report  in  English
Keywords:
 PUBLIC PRIVATE PARTNERSHIP, CIVIL SOCITY INVOLVEMENT, PRESENT POLITICAL, SYNERGY EFFECT, SELECTION AND MUNICIPALITIES ASSESSMENT, CIVIL SOCIETY, COMMUNITY PARTICIPATION, URBANIZATION, SOCIALLY DISADVANTAGED PERSONS, STANDARD OF LIVING, RURAL POVERTY, POVERTY ELLIVIATION
Thematic Group:
UNDP, (2002)
Thesaurus:
14.05.03 - Social Development
PDF | File Size: 1.12 MB   Download
Feeder: LUNI SHRESTHA, Editor: , Auditor:
...