316:
The Code was intended to reflect the belief that staff were the key to delivering effective programmes and responding to the needs of many millions of people throughout the world. People In Aid believed the Code provided a comprehensive and sector-specific framework which encapsulated much of what an
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was published, and agencies began a 3-year pilot implementation of the Code. The debate about quality and accountability in the sector led to development not only of a complete framework intended to prompt improvements in practice (the Code) but an evaluative mechanism for agencies to use in checking
201:
had found weaknesses in existing practice in humanitarian and development organisations which led to 'poor performance by staff, so diminishing the quality of programmes'. The agencies which had initiated the research, including the
British government's Overseas Development Administration (now DFID),
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Once an agency had become a member of People In Aid, it was offered an opportunity to work towards achieving People In Aid
Certification. The two-tiered implementation process certified an organisation as "Committed" (Quality Mark 1) or "Verified Compliant" (Quality Mark 2) to the People In Aid Code
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was a management tool for humanitarian and development agencies. Its aim was to help agencies enhance the quality of their human resource management. Responding to a need recognised by a diverse group of NGOs in the early to mid-1990s, the Code was a contributor to the humanitarian and development
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People In Aid offered workshops and learning platforms in order to help keep HR staff and managers abreast of current standards, trends and emerging issues. People In Aid also set up networks intended for member organisations to learn and share experience on topics such as Health & Safety and
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and The Sphere
Project to develop the website JointStandards.org in response to the needs of humanitarian agency staff to have easy worldwide access to information on humanitarian standards. The site used very low bandwidth so that it could be accessed easily by those working in areas of low
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with the intention of reflecting the cultural diversity and differing approaches of agencies within the sector. The centrality of staff, both local and international, in delivering humanitarian and development missions effectively became a priority for the organisation in its last ten years.
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Established by agencies in the humanitarian and development sector in 1995, People In Aid grew from a small membership organisation into a global resource for NGOs. People In Aid maintained a focus on the quality of human resources and people management in the relief and development sector.
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Through HR self-audit and engagement with stakeholders, the organisation was expected to identify strategic areas for improvement. This process was supported by People In Aid which provided guidance material including an HR Audit
Toolkit, HR Manuals and an already tailored Employee Survey.
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Subsequently, People In Aid focused on providing the information it believed agencies needed to improve their quality of human resource management. Its output expanded and included workshops, handbooks, affinity groups, template policies, research and information notes.
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People In Aid promoted engagement with a global community of peers both virtually and through events. On its website it provided support for groups on specialist subjects, intended for idea-sharing on HR challenges in the humanitarian and development sector.
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People In Aid's aim was to improve organisational effectiveness in the humanitarian and development sector worldwide by advocating, supporting and recognising good practice in the management of people. People In Aid implemented this vision through use of the
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This was the first certification level that a member organisation could achieve with People In Aid. It was awarded when an organisation could demonstrate that it was committed to continual improvement of people management practice.
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Quality Mark 2 was awarded to organisations which implemented the People In Aid Code of Good
Practice and provided assurance that reliable management and information systems were in place through a process of external social audit.
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People In Aid asserted that humanitarian and development organisations which invested in better policies and procedures would see a return on investment through increased staff retention and job satisfaction.
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Membership of People In Aid was a way to access people management information. People In Aid offered membership in order to help organisations and their managers save time and work more effectively.
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was an international, not-for-profit membership organisation with offices in the UK, Australia and East Africa. People In Aid no longer exists following its merger with
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People In Aid was formally established to support agencies wishing to enhance human resource management through use of the Code and became a UK registered charity.
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People In Aid provided resources including handbooks, policies and resource sheets in order to help organisations guide and improve HR strategy. Through
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606:"Improving quality, accountability and people management: HAP and People In Aid merger concluding with the launch of the CHS Alliance - World"
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Seven agencies implemented the People In Aid Code and published their findings in 'Ahead of the Field' (2001). They were:
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This initial level was a step towards gaining full recognition of the Code of Good
Practice and the second Quality Mark.
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established an inter-agency project, hired a coordinator and recruited a steering group representing 12 organisations.
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sector's efforts to improve quality, effectiveness and accountability in NGOs, both international and national.
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Evaluations of agency work still pointed to deficiencies in a broad range of human resources activities.
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709:"People in Aid: Promoting Best Practice in the Management and Support of International Aid Personnel"
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NGO needed to think about when seeking to enhance the quality of its human resource management.
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People In Aid's activities were designed to complement strategic priorities and included:
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687:"Room For Improvement: The Management and Support of Relief and Development Workers"
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with academic institutions, People In Aid produced a variety of research reports.
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People In Aid Code of Best
Practice in the Management and Support of Aid Personnel
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739:"Ahead of the field: pilot agencies and the People In Aid code 1997-2000"
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The Code was revised in 2003, based on feedback, and became known as the
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760:"Key standards and guidelines for the aid sector - jointstandards.org"
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The last executive director of People In Aid was
Jonathan Potter.
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which outlined seven principles for effective people management.
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Agency for Co-operation and
Research in Development, Kenya
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659:"ELRHA Steering Group: Jonathan Potter (People In Aid)"
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Organisations based in the London
Borough of Islington
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Humanitarian Accountability Partnership International
806:"Directory of Umbrella organisations: People In Aid"
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363:with the People In Aid Code of Good Practice:
741:. Sara Davidson, Peter Raynard. February 2001
707:Humanitarian Practice Network (5 June 1996).
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810:National Council for Voluntary Organisations
462:to the People In Aid Code of Good Practice:
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197:A research report published in 1995 called
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843:Non-profit organisations based in England
398:Mission Aviation Fellowship International
295:In 2012 People in Aid collaborated with
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304:The People In Aid Code of Good Practice
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503:Medical Emergency Relief International
324:The Code comprised Seven Principles:
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215:their progress and reporting on it.
310:People In Aid Code of Good Practice
385:International Aid Services, Sweden
351:Quality Mark 2: Verified Compliant
343:Learning, Training and Development
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787:"Managing humanitarian personnel"
689:. Rebecca Macnair. September 1995
394:Leprosy Mission International, UK
789:. All In Diary. Archived from
713:Humanitarian Exchange Magazine
515:Sierra Leone Red Cross Society
337:Consultation and Communication
1:
61:Non-governmental organization
331:Staff Policies and Practices
497:Mission Aviation Fellowship
346:Health, Safety and Security
258:Mission Aviation Fellowship
165:on 9 June 2015 to form the
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764:Thomson Reuters Foundation
586:collaborative partnerships
838:Development organizations
526:TEAR Australia, Australia
521:Sightsavers International
443:Quality Mark 1: Committed
340:Recruitment and Selection
75:International Development
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537:People In Aid Membership
328:Human Resources Strategy
458:List of organisations
359:List of organisations
284:Code of Good Practice
781:People in Aid forums
719:on 30 September 2011
545:People In Aid's Work
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391:Deutschland, Germany
199:Room for Improvement
430:Womankind Worldwide
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361:Verified Compliant
321:of Good Practice.
175:People In Aid Code
134:Executive Director
127:People In Aid Code
499:International, UK
479:HAP International
418:Save the Children
408:People In Aid, UK
380:CONCERN Worldwide
368:British Red Cross
241:Concern Worldwide
236:British Red Cross
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35:CHS Alliance
511:, Australia
148:chsalliance
832:Categories
820:2011-03-18
797:2013-09-09
745:2011-09-06
693:2011-09-21
669:2011-03-18
644:2011-03-18
615:2020-06-25
592:References
562:Networking
123:Innovation
610:ReliefWeb
580:Resources
460:Committed
405:, Belgium
382:, Ireland
106:Worldwide
49:Dissolved
31:Successor
723:18 March
558:reward.
424:Tearfund
268:Tearfund
260:(Europe)
119:Research
115:Training
81:Location
184:History
143:Website
92:England
41:Founded
553:Events
111:Method
88:London
485:HIJRA
374:CAFOD
67:Focus
725:2011
523:, UK
505:, UK
475:, UK
438:, UK
432:, UK
426:, UK
414:, UK
412:RedR
376:, UK
370:, UK
308:The
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278:2003
266:and
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252:RedR
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