| |
|
| Appointments, promotions, and dismissals |
Appointments and dismissals of ACAs’ non-executive staff should be safeguarded from interference by third parties. The hiring process should be merit-based, and performance reviews should be part of the reward and promotion system. |
| Recruitment, development, and retention |
A number of elements should underpin these processes: interest of the management in general of staff development; existence of well-thought out and targeted development plans for key positions; continuous training and other expertise-development provisions; job rotation; career development paths; coaching/feedback and performance appraisal; proactive initiatives to identify and attract new talents. A note of caution is necessary here; trainings may be an effective tool for developing individual capacities, nonetheless they cannot work as standalone activities and have to be designed and developed in the framework of long/medium term assistance |
| Staffing levels |
Having the right numbers of the right people, in the right place at the right time hold the key to the success of ACAs. Changes to staffing levels might occur as part of organizational change, and a capacity assessment has to look at the needed number and quality of staff needed to deliver on the ACAs priorities. Having the right mix of support staff and technology will be useful to enhance efficient operations of the ACA. Besides, the assessment could explore the available employment options to be able to deliver on ACAs mandates. Beyond the stuff that the ACA could hire, tapping into volunteers, experts (on a pro-bono arrangement), could be something that could enhance the ACAs ability to carry out its tasks more effectively. Maintaining the required staff levels also requires monitoring the vacancy and turnover levels and ensuring appropriate incentive structures are in place. |
| Integrity |
Integrity of staff is crucial to the credibility and effectiveness of an ACA. Staff members at all levels should undergo some form of integrity checks, to minimize the risk of staff undermining the agency’s role in curbing corruption. A system to promote integrity should be in place, including a code of conduct for employees. Some agencies have an internal oversight agency to investigate breaches of its code of conduct, or a agency that monitors and reviews all complaints made against agency staff. |
| Performance management and incentives |
A management system should be in place that sets measurable performance targets for staff and ensures regular assessment and feedback on performance. Linked to that, an incentive system should be in place including the following; competitive salary (partly performance-based); attractive career development options, recognitions and rewards, opportunities for leadership. The system should motivate staff to excel at their job. |
| Staff competencies |
Staff backgrounds and experiences; capability of the staff to undertake multiple roles, commitment both to mission/ strategy and continuous learning; staff willingness and ability to take on special projects and collaborate across division lines. Relevant staff equally needs to be well-trained in financial resource management and procurement in order for the ACA to lead by example through following high standards in resource management, allocation and expenditure. Staff competencies are also essential to use both software and hardware to conduct investigation and store information and data. |
5. Human Resource Management