At the initiative of the Head of Human Resources (HR) and based on the feedback of HD’s managers, HD Senior Management team (SMT) has committed to allocate sufficient funds to build a management training curriculum aimed at reinforcing HD’s managerial capacity across the organisation.
HD’s success is based on its entrepreneurial spirit, creativity and innovative approach. These approach and practices are difficult to theorise and systematise. Project and team management is today very much left to individual skills and styles. With HD’s growth, there is an internal demand from HD’s managers across offices and teams to get stronger guidance on what HD is expecting from them in terms of management (people management, financial management, external(donor) relations, project direction and strategy), and to receive related capacity-building support. As examples, new employees are unfamiliar with HD’s culture and expected lines of cooperation. New managers are unsure about HD’s hierarchical functioning and split of responsibilities. They have questions about how to translate the entrepreneurial spirit into management reality. Can team members expect mentoring and guidance from project managers? Supervisors are unsure of how to treat under-performing employees, how to respond to questions around opportunities for learning and growth and how to communicate effectively when delivering difficult messages.
A training on Project Management was organised by the HR department at HD in 2015 (Thunderbird) for 27 managers and well appreciated, especially for the practical tools managers were able to use in their daily work. Unfortunately it was a one-off action: the objective of the above mentioned curriculum is to have a sustainable plan for the next two to three years, with different levels of training and to offer a methodology and resources to help HD’s managers better plan, manage, review and organise their work. All this while safeguard HD’s entrepreneurial spirit and flexible, light approach.
HD’s workplace climate survey results, done in the summer 2018, emphasized the need to reinforce and support the managerial responsibility for a fair, safe and equal workplace (a copy of the survey results will be made available to the final selected provider).
On that basis, HR wants to launch an HD-specific solid but agile long-term training curriculum in project and people management, addressed at managers and supervisors at HD. The training will allow progression over the years, be differentiated by level of expertise and adapted to our regional and cultural differences.
Overall Methodology and existing information:
The development of the management training curriculum will be done progressively through an iterative process and with a continuous improvement process approach. An internal committee* of twelve representatives (see below) of each region has undertaken preparatory work, i.e. a training needs assessment of their respective region in Project Management and People Management to help build the content of the curriculum.
The results of the training needs assessments indicate a need for support in:
The following documents will serve as working documents for the selected external provider:
The external provider will hold interviews with the SMT and a few individuals at HD (to be nominated or volunteer) to align the workshop to HD’s context, specificities and needs of its managers.
A sub-committee has been created to identify and select the training provider.
Objective of HD’s management training curriculum
Expected Deliverables from the external supplier:
If the service of the provider is evaluated positively by the managers and by the training committee, the collaboration could go with one or several of the following modules:
Audience: we have 68 people and 10 directors. Primarily 43 managers and 25 advisers, including Corporate Services (12) speaking either English or French. HD’s managers and advisers are split across regions as follows:
We aim to train approximately 35 employees in March; it will be those with the highest level of responsibilities in managing others (supervising more than two people) and who can in return coach, train and develop others.
The first training session will happen on 28-29 March 2019 organised after another internal workshop focusing on mediation and mediation processes.
The budgets for 2020 and after will be determined based on staff feedback and as work progress with the external consultant.
Timeline and procedure for bidding
Launch of RFP- 21 January
Questions to HD & answers- deadline is 25 January
Receipts of proposals – 1 February
Selection of provider and contracting – 14 February
Interviews with SMT and a few individuals – week of 18 February until 8 March
Final content and format of workshop – 15 March
Approval by committee and SMT – 22 March
Delivering – March 28-29
Follow-up, adjustments and next steps – April onwards
Responses to this RFP must be sent in English in electronic version lish to firstname.lastname@example.org. Bidders may address their questions to email@example.com by 8 February.
a) HD invites you as a service provider to submit one proposal covering the services described above
b) All costs associated with the preparation and submission of the proposal are to be borne by the bidder
c) The entire RFP and all the related discussions, meetings, information exchanges and subsequent negotiations that may occur are subject to confidentiality.
d) The issuance of this RFP in no way commits HD to make an award. HD is under no obligation to justify the reasons of its choice of service provider following the competitive bidding. HD may choose not to justify its business decision to the participants to the RFP.
e) HD reserves the right to:
f) Proposals submitted after the deadline indicated above are subject to rejection.
g) Service providers are responsible for ensuring the accuracy of information provided in support of their proposal. HD reserves the right to reject an awardee in the event of failure to disclose any material information, or material changes or errors in any information on which the award decision was made.
a) Contract will be awarded to the proposal offering the best value for money (i.e. best score based on price and quality)
b) Contracts shall not be awarded to bidders which, during the procurement procedure: