Consultancy on Fundamentals Management Training

1. CONTEXT
Handicap International is an independent and impartial international aid and development
organisation working in situations of poverty and exclusion, conflict and disaster. Working
alongside people with disabilities and vulnerable groups, it takes action and provides testimony in
order to meet their basic needs, improve their living conditions and promote respect for their
dignity and their fundamental rights. Handicap International is a non-profit organisation with no
religious or political affiliation. It operates as a federation made up of a network of associations
which provide human and financial resources, manage projects and implement its actions and
campaigns. Handicap International is present in Bangladesh since 1997.
Guided by the desire to promote and defend human dignity, we recognize the ethical principles to
which our approach to disability gives particular meaning.
 Humanity: the value of humanity is the foundation of our solidarity action. We consider each
person without discrimination and recognize the dignity of each person. Our action is marked
by respect, benevolence and humility.
 Inclusion: we promote the inclusion of everyone in society and the participation of all, while
respecting diversity, equity and the choices of each individual. We recognize difference as an
asset;
 Commitment: We commit ourselves with determination and boldness to develop adapted,
pragmatic and innovative responses. We act and mobilise around us to fight injustice.
 Integrity: We act in an independent, professional, disinterested and transparent manner.
In order to adapt the management style of HI Managers to the values that underpin all our
actions and to ensure an increase in managerial skills for its Managers, the Nepal programme
is launching the present terms of reference with the aim to recruit a training firm or individual to
run a tailor-made training course for HI Managers on the Management fundamentals at HI.
At HI, we have specific expectations of our managers, broadly classified into four missions:
 Role model Manager
 Manager as coach for meaning
 Operational Manager
 Manager as 1st HR & Coach
2. OBJECTIVES
i. General Objectives
 To develop a homogeneous managerial culture among HI managers, a common
management reference system for all managers.
 To enable employees to find the same management principles regardless of the
manager with whom they work.
ii. Specific Objectives
More specifically, the aim is to equip participants to acquire the fundamentals of management:
 Distinguish and understand the different types of communication available to the manager.
 Know how to formulate constructive feedback according to the
Facts/Impacts/Recommendations method.
 Understand the different management styles

 Understand the different stages of development of an employee (wheel of autonomy), and
how to support them (situational management);
 Know how to organize and lead team meetings.
 Know how to set SMART objectives.
 Understand delegation and how to implement it.
3. DESCRIPTION OF THE EXPECTED SERVICE
The training is targeted to all managers who need to acquire the fundamentals of management
in HI. At the end of this training, Managers have a better understanding of their role as managers,
they have understood these different elements and know how to implement them.
Content of the training
 How to develop your credibility as a manager?
o Be able to meet the fundamental expectations of your team members / Respect and
consideration / Fairness and equity / Information / Competent authority.
o Complementing “technical” expertise with managerial and behavioural skills.
o Making the difference between authority and authoritarianism.
 Having the ability to communicate in a constructive and positive manner
o Understanding the fundamentals of communication and assertiveness; Distinguish
between facts/opinions/feelings.
o Practice active listening.
o Understanding active listening.
o Help the person to find his/her own answers by asking questions.
o Knowing how to say no.
 Knowing how to distinguish between two communication postures and knowing when to
use them
o The “low posture” which is the ability to practice active listening, support and inclusion
o The “high posture” which is the ability to decide, inspire, reframe
 Communicating well, relaying effectively the messages of your hierarchy
o The manager’s role with regard to information: the difference between a “factor”
manager and a “translator” manager
o Knowing how to pass on a difficult message, with which you are not totally in agreement
o Adopting a positive, energising and motivating communication for your team
o Communicating difficult or unpopular information,
o Relaying an ambitious objective
o Knowing how to respond to and deal with your team members’ objections
 Know how to formulate constructive feedback according to the
Facts/Impacts/Recommendations method
 Understand and practicing the different styles of management
(direct/persuasive/participative and delegative) and the possible drifts (the laxist, the “little
boss”, the demagogue, the “dictator”,…)
 Understand the different stages of development of a team member (wheel of autonomy:
dependence/counter-dependence/independence/interdependence), and know how to support
them (situational management – the Skill Will Matrix style)
 Knowing how to organize and lead team meetings
 Knowing how to set SMART objectives
 Understanding delegation and how to implement it

4. METHODOLOGY
ToR will be launched in regional level.
The training will be based exclusively on the principles of andragogy, the use of practical work
and a situation based on real cases.
The firm/individual may propose to carry out an evaluation of the participants’ practices and level
of knowledge before the training course via a questionnaire in order to calibrate its final
methodological proposal and the content of the training course.
5. DELIVERABLES
The expected deliverables are as follows
 A detailed methodological note.
 A training evaluation questionnaire.
 A detailed programme including the schedule of the training days, the different
presentations, the subjects and modalities of the practical cases and simulations, the times
and subjects of exchanges, etc…
 A training report including, but not limited to
o A reminder of the methodology used.
o The various worksheets and case studies.
o The various presentation materials (PowerPoint or other);
o An assessment of the participants’ practices and the difficulties they encounter.
o An assessment of the participants’ initial level and progress.
o Recommendations for the participants themselves.
o Recommendations in terms of capacity building needs of HI Managers.
o Evaluation questionnaires completed by the participants.
 Customized Training completion certificate to the participants
6. CONSULTANT’S MANDATE
The implementation of the training courses will be entrusted to a firm/individual which will
propose one or two experts to provide the training.
The later will propose:
 The content of the training in accordance with HI’s manager 2.0 reference framework.
 The operational methodological approaches.
 The tools and the detailed timetable for conducting the training.
A framework contract will be proposed to the selected firm/individual. Each training course will be
the subject of an order form.
HI will provide all relevant documentation to the selected firm/individual. The provider will produce a
module adapted to the participants. The methodology, modules and tools proposed will be discussed
between the selected firm/individual and the team in order to have a common understanding of the
expectations and approaches to be put in place.
In its proposal, the firm/individual must clearly explain its understanding of the ToR, which will form
an integral part of its technical proposal.

For details please see the Terms of Reference