4. Human resources management

Human Resurces Management

To ensure that youth organisations are learning organisations, that is, organisations are able to monitor and evaluate their work and learn from it, it is necessary to work with people to make it happen. If personnel are not motivated nor prepared to undertake evaluation and learning activities, then efforts are bound to fall in an empty void.

A learning organisation manages its human resources to ensure quality monitoring, evaluation and learning (MEL) activities. This includes finding the adequate and motivated persons, training and supporting them while implementing evaluation and learning activities. In this section, we explain how to ensure the three basic criteria of a quality human resources management with a strong MEL dimension:

  • Recruitment of personnel and responsibilities consider evaluation and learning needs
  • Training includes monitoring, evaluation and learning
  • Support and supervision for monitoring, evaluation and learning responsibilities


If you first want to assess your organisation’s human resources management practice or refresh your memory about the specific indicators per criteria click here.

Recruitment of personnel and responsibilities consider MEL needs

Bigger organisations, often have an evaluation officer, however, it is unlikely that this happens in most youth organisations. Project coordinators and volunteers need to share responsibilities to complete MEL tasks. It is important that the organisation looks for members who have relevant competences and motivation to address MEL needs of the organisation, as one of their responsibilities. This can be reflected in the call for applications which specifically mention motivation and experience in MEL and in an organogram which requires that at least one or some members of the team can take up  leadership MEL activities.

Training includes MEL

Though some staff and volunteers may have experience with monitoring and evaluation, induction, job-specific and periodic training, additional trainings should be organised to strengthen personnel MEL competences, specially, related to knowledge management.

Training in MEL could include:

  • Reading this guide, especially completing the assessments proposed in the “Assess” sections, either to assess one’s individual level of knowledge on the subject or the quality of organisational practices.
  • Organising a short seminar or include MEL sessions as part of the overall induction programme.
  • Facilitating that personnel attends specialised trainings offered in the subject, for example for more advanced forms of evaluation, such as impact evaluation.

Support and supervision for MEL responsibilities

Ongoing actions should support and review the work of personnel in view of their personal and professional learning, including to what extent they have developed MEL competences, and the quality of their contributions to the assigned tasks.

To sum up, what should you include in the your human resources policies to strengthen its MEL dimension?

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  • A requirement for recruiting members with MEL competences or/and motivation to address MEL
    needs (see examples of an M&E job description and a
    MEL advisor recruitment brief below)
  • Suggestions to organise ongoing training activities, in the induction phase  and in relation to project-specific skills and knowledge. 
  • A requirement to support and supervise members in the implementation of MEL responsibilities  


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