Abstract

Organizations are becoming more and more responsible, for enabling their first line and middle line managers.To support and advice their human resources and the upper management, to fully incorporate and implement the effective and efficient HR practices in their day to day management of the people. Talented and progressive HR teams would make the case of transition of the organizations possible, if the HR teams start to have an exponentially large impact on other things.Within the organization like turnover cease, training transfer and employee engagement, that are all connected to the effectiveness of the organization. Capacity building is essentially called, as the development of the human capital of the organization. This occurs as the societal, individual and the institutional level that enhances the knowledge and skills of the employees, for achieving the measurable and the sustainable results of the organization. In this paper, we explore the capacity assessment process to identify gaps at McKinsey and Company, explore the outsourcing, alliances and partnership strategies, to capacity building and leadership competencies

Introduction

The need to grow the building of the organizational capacity, is gaining more and more importance with each passing day. Capacity building is essentially called, as the development of the human capital of the organization. This occurs as the societal, individual and the institutional level that enhances the knowledge and skills of the employees, for achieving the measurable and the sustainable results of the organization (Christens, 2015).

Most of the domestic, as well as the international organizations have today engaged in capacity building at the national, local and the international levels. It is the part of the strategy of the organizations, for equipping their groups or individuals and the government.To tackle with the problems that is endemic to their wider environment,and to their own organization. In the future years, the role of HR would become more akin for the capacity building of the organization (Christens, 2015).

In this research paper, we research about the assessment and building of the organizational capacity, and why always we should begin the assessing of the capabilities internally first, rather than looking for expertise, talent and service externally. We also discuss the models of HR professionals and influences of partnerships and alliances, in capacity building at the selected organization. The organization that we have chosen for this research paper is McKinney& Company.

Section 1: Assessment Process & Sequence Flow for Building Organizational Capacity

The UNDP approach to capacity development defines the process of capacity development, as a process through which the organizations, individuals and institutions strengthen, obtain and maintain their capabilities, to achieve and also set their own development objectives over time (Chap again, 2004). The development of the capacity of an organization begins with its own internal capabilities and it is not a one off process, but it is an iterative process.

It is an iterative process of design, application, learning and then adjustment. A five-step process cycle for capacity assessment, development and maintaining the organizational capacity has been defined in this section (Chapagain, 2004)................

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