NRLM realizes its success is critically linked to the quality and professional competence of dedicated sensitive support structures at various levels and their staff. The exact staffing pattern(s) at various levels would be based on geography, number of blocks, population spread, implementation strategy and phasing. Each state would make plans/ adjustments accordingly and would have its own HR Policy and Manual, to be revised periodically. The key elements in HR Policy include staffing, job profiles/competencies, recruitment and selection, transparency, immersion and induction, remunerations, performance management, appraisals and incentives, grievance redressal, staff learning and capacity building, space for HR in various formats and tenures – full-time, part-time, home-based, short-term/long-term, internship, sabbatical, etc., and deployment flexibility etc.
Further, HR Policy should discuss inducting community professionals/CRPs as staff in support structures, without reference to their formal qualifications; changing roles of support structures and staff; and supporting some staff in the institutions of the poor.
Partnerships with NGOs and CSOs should be taken into account while planning HR requirement. Care should be taken to avoid unnecessary duplication.
Staff Learning and Capacity Building: NRLM would allocate dedicated and adequate budget for staff learning and capacity building. A structured system for the purpose would be in place across all levels for integrating Mission learning during implementation.
Administrative & Financial Rules: Being independent implementing agencies, SRLMs would develop and implement administrative and financial rules that facilitate smooth implementation of process intensive NRLM with flexibility for responding diligently to the needs of the community and, for nurturing and retaining the skilled professional staff.