Shalgade Research Consultancy puts lots of emphasis on the networking abilities of employees right from the staff selection process. We usually probe to get more insight and better view on the networking capabilities of the candidate, among other things. Networking capabilities of personnel and the strength of internal and external networks are one of the indicators of productive employees, more so in our project context. To optimize these benefits, our organization has put in place an integrated training programme for new staffs whose aim is to orient them and to make internal knowledge easily available in order to create a water-tight network and to keep effective flow of communication.
To assess possible bottlenecks in the organizational networks, the firm carries out periodic internal networking analysis surveys that focus on respondents’ opinions about policies, activities, or resources in order to derive a general understanding of the organizational networks. Respondents are asked questions about peer-topeer professional contacts that either hinder growth or sustain hidden efficiencies and spur resilience both in local networks and in the external components of the network. The feedback helps develop an understanding of how networks evolve over time, identify possible setbacks thus handy in developing corrective mechanisms.
One of the most important external networks Shalgade Consultancy established over the years is the community connection. The past few years presented numerous opportunities for the organization to position itself strategically in order to effectively achieve its recognition and relevance in the local context. The firm engages the clients and the community in participatory process in planning and designing project activities.
This is done through a series of consultative meetings with community leaders and representatives of various groups such as local elders, local administration, religious leaders, youths, women representatives and representatives of special groups. The organization engages various groups in discussions (FDGs) during the programme planning and evaluation.
This active participation of the community makes our programmes a community driven intervention thus creates acceptance and cooperation. This community network approach also ensures that the safety for our staff, consultants and community volunteers is treated as a priority. Most importantly, Network of intelligence and information sharing exist between our organization and various community-based teams as well as all levels our organizational personnel and management teams, and they each coordinate with other relevant stakeholders.