Solidaridad’s four innovation areas (gender inclusivity, impact investment, climate and landscapes and digital solutions) exist to increase the impact of our development efforts toward a sustainable and inclusive economy. In 2018, Solidaridad continued to invest in Global Task Force teams to build our track record and expertise on the basis of best practices and successful new interventions.
BUILDING A SUSTAINABLE ORGANIZATION
The development and implementation of human resources policies, including onboarding, performance and talent management, took place at the regional level. Each regional expertise centre appointed or recruited a regional HR Manager. Their continuous efforts contributed to solid HR policies and instruments being put in place. The policies supported the recruitment of 173 (35% female) new staff members, ensured all new employee agreements included the Code of Conduct and Good Practices and the Whistleblower procedure, and refined onboarding processes. In total, 60 people left the organization for various reasons. Most new recruits (58.34%) started working in Asia, due to recruitment for programmes in India, Malaysia, Bangladesh and Myanmar. Although all regions grew in number of staff members, Central America and Southern Africa reached the highest growth rate at 76% and 35% respectively. In 2018, Solidaridad’s net growth was 113.
At the end of 2018, Solidaridad employed 718 people. With 226 (31%) (2017:198) female and 492 (69%) (2017: 345) male employees. Regional differences in staff composition are as follows:
The gender diversity chart shows that Europe, South America and Southern Africa employed, relatively speaking, the most women at 66%, 49% and 48% respectively. Asia and West Africa employed, relatively speaking, the least women at 18% and 20%, respectively. Management in West Africa is keen to bridge the gender disparity, particularly since the new recruits in 2018 were mainly men (92%).
Learning together means creating a culture of cooperation, providing and receiving feedback, and allowing staff to increase knowledge, competence, and performance. In 2018, most employees and managers prepared, conducted and recorded discussions about performance, personal growth and improvements.
In 2019, continuous attention will be invested in defining HR quality standards. Creating more clarity about roles and mandates is needed to harmonize Performance and Talent Management. Finally, we will start with the establishment of the Solidaridad Academy, which supports the creation of a high-impact learning culture.