Presentation Structure

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Presentation Structure
Managing the Present
Learning from the past
Creating the Future
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Context

• HR challenges
• Getting the right people into the right positions
  
• Skills of staff are meeting the demands of their
  functions and developing in away that lets them
  grow
• Working environment free from harassment,
  discrimination and abuse, and more diverse in its
  demographics, functions and work-life
  circumstances

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Current Workforce Scenario

• Workforce Numbers
• Total of 7800 international and national staff
  members holding 100, 200 and 300 series contracts
  (USG G1)
• 51 of all staff are males and 49 are females.
• The average age of UNDP staff members is 42 years
  old.
• UNDP Staff come from 173 different countries or
  territories.
• Retirement
• A total of 5 ( 364) of UNDPs total workforce
  (100,200 300) will retire by 2010.
• 39 of all D2 level staff and 18 of all D1 staff
  will retire by 2010.
• 21 of RC/RRs (excluding 9 OICS) will retire by
  the year 2010
• Diversity
• The top 10 national groupings in UNDP include
  nationals from 4 donor countries (US Canada UK
  and France) and 6 programme countries (India
  Nepal Philippines Brazil Kenya Pakistan)

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Gender parity in UNDP
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Vision

• A skilled, diverse and dedicated staff and
  responsive Organization
• with a global sense of purpose and pride
• committed to values and principles that are
  embeddedin the UN Charter
• performing at the highest levels
• providing opportunities for professional growth
  and development

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Principles
Alignment with the UNDP strategic direction and
business orientation
To provide HR policies, practices, and
initiatives that ensure staff has the skills,
abilities, and motivation to effectively and
efficiently perform at the highest levels, and to
develop their own professional and personal
potential
Professionalism
People Orientation
Accountability
Ethics and Values
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Strategy Three Dimensions

• The Strategy thus affirms the UNDP Strategic Plan
  and sets out to develop organizational
  effectiveness in three areas

Organizational Effectiveness
Enabling Environment
Talent Sourcing
Staff Capacity
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Dimension One Talent Sourcing

• How we will get there?
• We will support the efforts of identifying
  workforce needs through the provision of
  workforce planning using competency profiles,
  and updated data for in-house skills inventory
• The Gender HR Action Plan finalised and
  implemented
• The Performance management system will be
  revised to emphasize the focus on results
  assessment and career development
• Career and professional development as a
  corporate priority
• An updated recruitment system resulting in
  candidate pools and based on the revised
  Competency Framework put in place
• Succession management system in place
• Contractual Reform
• Support to the UN Reform Agenda

• How will things be different?
• Workforce profile aligned with corporate needs
  and requirements for organizational effectiveness
• A talented, motivated, diverse and high
  performing workforce that meets organizational
  requirements
• A succession management process that is credible
  to staff, timely, and effective in matching
  skills and competencies with business needs
• Career opportunities especially targeted to
  National and GS Staff
• Clarity of roles/ responsibilities, enhanced
  competencies and strengthened systems in support
  of HR management across the organization

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Dimension two Staff capacity

• How we will get there?
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• Learning Strategy implemented with Role-based
  and substantive learning programmes offered
• Certification/staff development programmes
  (project management, finance, procurement, human
  resources and IPSAS)
• Management/Leadership programme developed and
  implemented
• Competency Framework integrated with all key
  aspects of HR management, particularly career
  development
• Career Development Centre established in
  OHR/Learning Resources Centre (LRC)
• Candidate pools as well as the new performance
  management system integrated and more focused on
  career development
• Mobility policy defined

• How will things be different?
• A workforce equipped with the required skills and
  competencies to perform at their highest
  potential
• Learning and development platform established for
  providing career opportunities to staff
• A gender-balanced and diverse workforce that
  reflects the UNDP commitment to gender equality,
  with focused efforts to develop and retain
  talented women
• We continually strengthen UNDPs leadership
  capacities now and for the future.

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Dimension three Enabling Environment

• How will things be different?
• We will create an environment in which individual
  and team talent is recognized in a way which
  motivates staff to do their best and contribute
  to the sustained success of UNDP
• A work environment characterized by trust,
  results orientation , accountability and
  personal/professional opportunities
• A working environment , which is safe, secure,
  and conducive to a healthy worklife balance
• Managers are held to the highest ethical
  standards and will be held accountable for
  ensuring an inclusive working environment and
  for creating the conditions for staff to embark
  on learning for their development needs.

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Dimension three Enabling Environment (cont.)

• Staff well-being programmes in priority areas
  updated and implemented (health, stress
  management and HIV and AIDS in the workplace
• A coordinated HR response and support system
  developed for staff in crisis country situations
• Options proposed to support spouse employment
  piloted at HQ, regional and country levels
• New initiatives in place to support an effective
  implementation of the worklife policy
• Issues related to PWD in areas such as
  employment, accessibility and raising awareness

• How we will get there?
• The justice system supported for consistent,
  timely and effective treatment of grievances
• A training and development in place to ensure
  that ethical and professional leadership , and
  conflict management is integrated more fully
  across the organization
•  A counselling/mentoring/networking system
  established for confidential support to
• An effective mechanism established to promote
  regular interaction between senior management,
  OHR and the staff representatives
• Rigorous GSS results followed up through
  appropriate measures and action plans

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Defining Success Factors
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Reviewing OHRs Support

• Strategic shift
• Moving from a personnel administration structure
  towards a more strategic HR management role
• Transferring the authority and responsibility for
  day-to-day HR matters to line managers
• Developing a more strategic, advisory and
  supportive focus in support of the Strategy for
  managing HR
• Give greater priority to the service provided to
  all staff
• Support to the Strategy
• Information based on a regular and accurate
  analysis of the Organizations workforce profile
  to be provided continuously
• Establishment of a workforce information team
• Closer support and interaction with managers at
  the operational level
• OHR structuring

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HR Strategy - Potential Risks

• People risks

• Institutional risks

• Other risks

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Monitoring Its Implementation

• Delivering the Strategy will require
• Close dialogue with all staff at headquarters and
  in the field
• Combined with an open interaction with the senior
  management, as well as staff representatives
• Review the progress and effectiveness of the
  Strategy
• Regular monitoring and assessment against set key
  targets during the implementation of the Strategy
  to determine the effectiveness of the activities
• Annual review with feedback from the Operations
  Group, staff focus groups, Staff Council and OHR
• Interdisciplinary task force mainly composed of
  country offices staff to be set up to provide
  inputs on the implementation and improvement of
  the Strategy
• Progress reports to be reviewed by the senior
  management periodically and included in UNDPs
  Annual Report

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T OGETHER E VERYONE A CHIEVES M ORE
Thank You!