Corporate Governance

The scope of Human Resource Development at IIRD has widened in the last few¬† Years. It has moved on from a traditionally administrative function to a strategic¬† one that recognizes the link between talented and engaged people and organizational Success. 

IIRD believes that empowerment of its client communities can be best achieved when the staff has the requisite orientation, skills and knowledge. A strong emphasis has always been laid on the capacity building of the in-house personnel. All cadres of staff have been trained in both their own specific work domain as also in other fields. 

This has also affected the creation of a conducive environment within which collaboration can happen. This encompasses the two key premises of our work in IIRD and in effect encapsulates the creation of a strong, well spread, well knit, responsive and responsible voluntary sector in Rajasthan.

Establishing a facilitating environment wherein the “partnership” takes place in an environment of trust and mutual respect, has been the chief concern at IIRD. In order to achieve this, IIRD works by providing information and outreach support to the field representatives, including providing forums for interaction among different groups, providing professional support to field workers on a regular basis and organizing and making information available. Through Performance Management, delegation practices, succession planning and the entire approach to Corporate Governance at IIRD have seen a re-orientation, in tune with new trends in HRM.

This kind of support will lead to building the professional capacities of the employees and partner organization to an extent where they can manage the dynamism in their development environment and in community level issues with a professional and systemic approach, all while continually building the capacities of its human resources and ensuring the retention of its key staff.

The context of capacity for IIRD is in the development frame. IIRD believes that the capacity to understand the following remains at the core:

  1. Community
  2. Sector and an up-date of cutting-edge community development issues
  3. Ability to apply concepts, design interventions, and seeding new ideas, piloting new ideas in collaboration with other individuals and institutions
  4. Implementing projects (better understanding, new tools, access to knowledge resources, access to networks)
  5. Dedication and resilience to struggle successfully through the learning cycle

The impact of NGO work on communities creates societal relevance for the organizations.  It is this societal relevance that enables the flow of resources for sustaining the interventions in the long run. And a human resource policy that takes into consideration human factors and potential, has allowed IIRD to perform this better and thus far