HR Consultant - Supporting changes in staff roles and scoping the potential for a move to more unified terms and conditions

Organisation: CaLP
Post: Kenya
Deadline: 2020-10-26 00:00:00
Posted: Thu, 10/15/2020 - 04:20

Job Description

Terms of Reference for an HR Consultant


Supporting changes in staff roles and

scoping the potential for a move to more unified terms and conditions


Consultancy duration

30 days


Over a six-month period



Consultant profile

  1. Proven experience of managing/supporting organizational change and reviewing roles to deliver an evolving strategy.
  2. Excellent facilitation, analytical and communication skills, with the credibility to engage remotely with a diverse and globally dispersed team.
  3. Proven experience of developing learning and development plans, for individual and collective development.
  4. Understanding of CaLPs set-up or experience of working with an organisation with a similar set up, so work is progressed within the context of CaLPs’ non-typical organisational reality.
  5. An understanding of the set-up of CaLP or experience of working with an organisation with a similar set up, so that work is progressed within the context of CaLP’s non-typical organisational set-up.




About CaLP

CaLP is a dynamic global network of over 90 organisations engaged in the critical areas of policy, practice and research in humanitarian CVA and financial assistance more broadly. Collectively, CaLP members deliver the vast majority of humanitarian CVA worldwide. 


What makes CaLP unique is its diversity. Members currently include local and international NGOs, United Nations agencies, the Red Cross/Crescent Movement, donors, specialist social innovation, technology and financial services companies, researchers and academics, and individual practitioners. Together, and alongside our strategic partners, we seek to better meet the needs and improve the outcomes for people affected by crisis. To do this we ensure that CVA is a central, scalable component of quality, timely and appropriate humanitarian assistance, and that the need to sustain positive outcomes for people over the longer term is considered. 


A new strategy

CaLP’s role has evolved over the years. Originally an alliance between five NGOs based around advocacy for the use of CVA, it is now a broad-based network of members operating in an environment where more than $5.6bn in CVA is delivered each year. It has shifted from an advocacy and training organization, which was the primary provider of research, evidence and training around CVA, into a network of actors who play multiple roles.  


CaLP has recently developed a new strategy to guide its work over the next five years (this will be available on the CaLP website shortly). The strategy is the culmination of a seven-month process. Through interviews, focus group discussions and an extensive survey, the process involved over 450 people across the globe. There was clear convergence of views in some places, with differing perspectives and priorities in others. Differences were handled through regular feedback loops with a strategy working group, the CaLP team and the CaLP Board, options were discussed, significant points sense-checked and the direction of travel agreed. The strategy marks a watershed for CaLP and is the first strategy designed for the network rather than the secretariat/ CaLP team - recognising that collective action is critical if we are to achieve the change that is both needed and possible.  


The new strategy implies changes in ways of working for the staff team and will require changes in some core skill sets and roles, as well as the overall structure of the team. It recognizes the fast-moving space within which CaLP operates and the need for both intended as well as emergent strategy – all this needs to be reflected in the way the staff team functions. Over the years, the CaLP team have adjusted to new demands and changing circumstances. The new strategy underscores the continued need for agility and this needs to be further embedded both in team and individual roles as well as in ways of working – with organisational stability and structures underpinning flexible working.  


As the strategy will move forward in a phased approach, adjustments to ways of working will also be phased. It is expected that change will be achieved largely through a combination of staff development (investment in reskilling/ upskilling), adjustments to some existing teams and roles, natural attrition and adjustments to enable ways of working that support and are in keeping with the new strategy. 


While this progressive/phased approach has benefits, it also brings risks in terms of not making sufficient changes to deliver the new strategy and/or negative feelings related to a sense of constant change. All this requires the development of a clear, well understood, road map for change. 


Organisational set up  

The CaLP staff team currently comprises 30 staff members, with the team working out of offices in Amman, Dakar, Geneva, Nairobi, Oxford, and Washington, in addition some staff work from home in other cities/countries. Staff details and the organigram can be found here. Given the COVID pandemic, more of the team have been working from home and from different locations. This underscores the possibility of more roles becoming more dispersed over time, though the contractual options and pros/cons of this need to be explored.


The team is organized both by geographical focus and by function. Functions include meeting facilitation; training delivery and development; advocacy; event planning, influencing and thought leadership; documentation; knowledge management; communications; translation; procurement; finance; grant management and more. The team has evolved and functions have changed over time as needs have changed. 


There is substantial formal and informal cross team working. Teams currently include regional; global; communications; business support; capacity building; programmes and senior management. Many individuals identifying as being in multiple teams. In addition, task teams work across the organisation on time limited initiatives, involving people according to skills and interest.  


While some job titles are the same, the content of the job descriptions and work plans can vary significantly.  CaLP is hosted by three agencies (the AAH and Oxfam families, and NRC) with staff contracted by the host agencies on CaLP’s behalf. In addition, staff are occasionally seconded from other agencies and interns are sometimes recruited for time limited pieces of work. The management of internships, as with staff terms and conditions, vary by host agency. In addition, finance, procurement and grant management functions differ according to host agencies. 


The host agency set-up has implications for the HR review/change process in terms of policies that need to be considered in this change process. Further, terms and conditions vary across the team as a result from the host agency set up and structures within each agency e.g. national and international staff. With the goal of moving to a more equitable set-up, there is need to examine the extent of these differences (taking account of country differences) and explore how they can be addressed.


Note: a separate but related management consultancy will complete the initial assessment of functions/skills/roles needed to deliver the strategy.  Applicants for this consultancy may, if suitably qualified, apply for both roles. 


Terms of Reference

This Terms of Reference is for a consultancy (individual, team or company) to support two key elements of work.

  • First, based on the recommendations from the management consultancy, individual roles will be redefined and changes in organizational structure completed. 


  • Second, undertake a review of terms and conditions across the CaLP team who are hosted by different agencies with a view to increasing equity between CaLP staff team members.

Note: these are as two separate processes. While the first element is clearly achievable within an agreed timeframe, the second element is more complex and likely be more exploratory in nature, providing both options for short term improvements and longer-term options.

The consultants will report to the Director of CaLP.


The objectives of the consultancy are:


  1. Working with SMT and together with HR colleagues in each host agency, define a process which will work effectively across all agencies with appropriate checks and balances.


  1. Through an appropriately consultative and compliant process, the consultant will:
    1. Guide and support:
      1. the redefinition of individual roles
      2. completion of job slotting
      3. finalization of role changes for any changes that should happen immediately
      4. support changes in reporting lines
    2. Document individual learning & development needs
    3. Support a process for defining where any new posts should be positioned geographically
    4. Define a clear approach to matrix management within new structure

The process will involve engagement with the whole CaLP staff team. It will require engaging with CaLP Business Manager, HR business partner, and HR teams in each host agency to ensure a fair, coherent and policy compliant process, that meet the needs of all agencies.

  1. Undertake a review Terms and Conditions across the CaLP team and develop recommendations on how to create a more equitable approach, considering both short- and longer-term improvements. This will include:
    1. Reviewing a number of comparable jobs across the three host agencies to assess the degree of difference in terms and conditions. Note: this may be based on comparable roles that may/may not exist in CaLP as comparability will likely be the key issue to understanding differences.
    2. Identifying examples of where specific Terms and Conditions been established for hosted projects or agencies (e.g. treating the hosted entity as, in effect, a subsidiary) and examples of where such agencies have successfully moved to a single salary structure including a move away from national/international structures. 
    3. Review approaches to engaging interns across all three agencies and make recommendations for fair, more unified, approach which could be adopted.



It is anticipated that the consultancy will involve:

  • Reading key documents which will be compiled by CaLP and added to during the process as relevant including: CaLP Strategy 2020-25; job descriptions; report of the management consultant.
  • Individual and discussions with the staff team
  • Engagement with other networks / consortia with hosted set-ups
  • Engagement with HR and management teams within host agencies
  • Ensure regular communication across the staff team about the process and plans



The deliverables of this consultancy are:

  • Short inception report including a clear outline of the agreed process 
  • Completion of effective (fair and compliant) adjustments to roles and structures
  • Report detailing
    • individual and collective learning pathways
    • proposed approach to matrix management
    • recommendations for a unified approach to working with interns
  • A report on T&Cs across agencies detailing:
    • Examples of differences between a sample of roles
    • Examples (and best practices if available) of creating a single set of T&Cs for a multi-agency hosted team
    • Recommendations for how to move towards a single set of T&Cs or, in the event that is not deemed feasible, alternative options for ensuring a more unified approach across the staff team



It is anticipated that the process will take in the region of 30 consultant days, spread over a period of six months.


Consultancy Management

  • The consultant/s will report to the CaLP Director.
  • The consultant/s will engage with SMT at regular intervals.
  • SMT, led by the CaLP Director, will review deliverables.


Consultant profile

The consultant/s should have the following essential skills, knowledge and experience:

  • Strong experience and expertise in HR management including international HR
  • Proven experience of leading or supporting organisational change management processes
  • Experience of reviewing job functions and skills gaps vis-à-vis a futures orientated strategy i.e. not just planning for the now
  • Understanding of how networks operate and appreciation of skills sets needed to support mobilise them
  • Ability to engage effectively with teams
  • Strong communications skills
  • Proven track record of delivering sound analysis and high-quality written work
  • Ability to constructively challenge assumptions and ideas
  • Experience of working remotely and support change processes remotely
  • Fluent written and spoken English


In addition, the following skills, knowledge and experience are of added value but not essential:

  • Knowledge and experience of the humanitarian system
  • Arabic, French or Spanish language skills


Note: This assignment will be home based and interactions will all be remote. The consultant must be available to interact with staff who are based in time zones from Panama City to Nairobi.

Application Procedures

Applications are invited from appropriately qualified consultants (individual, teams, or companies) with the ability to undertake the above activities. Applicants should submit:

  • A brief (max two pages) expression of interest that outlines the consultant’s reflections on the TORs (not simply repeating the TORs), including initial thoughts on process and potential challenges.
  • If more than one person is involved, clear definition of roles
  • Budget including proposed number of days, daily rate and availability.
  • A CV (max three sides) for each person to be involved


Proposal Submissions:

Expressions of Interest must be sent to by end of day 26 October 2020.


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Contact Us

Inter-Agency Working Group on disaster Preparedness for East and Central Africa (IAWG)

P.O. Box 14762- 00800 Westlands Nairobi, Kenya Tel:+254 (20) 418 0403/4/5

Physical location, Lower Kabete Road (Ngecha Junction).