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The scale of the Janani programme necessitates creation of a large implementation
structure. Janani believes, however, that routine jobs in such a structure
tied to fixed incomes have the inherent tendency to move toward inefficiency
and mindless bureaucracy.
Janani’s management strategy believes in creating a small core
team with high communication links who implement the work through field
teams set up by entrepreneurs. In short, the entrepreneurs’ teams
become implementers and the Janani team oversees implementation.
Performance is linked to earnings on an ongoing basis. The entrepreneurs’
teams are brought within a competitive environment so that the gain
of one is always at the cost of another. All |
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indicators are quantified, and field performance
is checked on a sample size varying between 5% and 25%. If any discrepancy
is detected, the team assessing performance in a given period is
entitled to earn the entire income of the team implementing the
work. |
All members of the Janani team, irrespective of their department, undertake
field trips on a pre-determined sample basis to verify programme performance
and to make systemic corrections.
In order to maintain quality, however, Janani provides initial and regular
training to the entrepreneurs’ team members. All the indicators
are reviewed jointly each week by the entire Janani team so action can
be taken to correct course, if needed.
Janani primarily recruits staff from its programme area. Very few experienced
persons are available or willing to work in areas like Bihar. Janani recruits
graduates with specialization in management, economics or social work
and trains them to assume positions of responsibility.
Most of the training is on the job. Power is highly decentralized. Managers
are encouraged to take decisions. Janani’s decision to provide special
facilities like child care centres has also been instrumental in attracting
well-qualified women.
Janani has a very low rate of attrition. In its seven years of programming,
only 6.5 % of employees left.
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