”are we fit? and for what...

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OPENSPACESESSIONATTHECDR2015,MADRID-NOTESONTHEDISCUSSION

”Arewefit?Andforwhatpurpose?”

SessionfacilitatedbyAndreaKienleandLenaMoll,OSCE

Titleofthediscussion:Howcancoachingmakeusfitforthefuture?Convenerofthisdiscussiongroup:TheresiaRedigolo,OHCHR

Namesofpeopleinourgroup:

MatteoSasso(UNSecretariat) LarsMichaelik(ECB)CorneliaGriss(WHO) LorraeDavey(UNDP)KarinNiko(UNFPA) AnaDimu(UNDP)MichaelDahl(UNFPA) RagnhildOverjordet(MFA,Norway)ClaudiaPurpura(OCHA) VictoriaFrancisco(ADB)AureedeCarbon(Carrhure) SelvarajuPillai(IMF)LaurenceWebb(EncompassLLC) ErlendWilhelmsen(MFA,Norway)AnadeAndres(EncompassLLC) ChristophExner(WIPO)CatherineStow(CommonwealthSecretariat) AlmaDelic(ICTY)CarmenMartin-Romo(UniversityCarlosIII) UrsStauffer(CINFO)AnahitaDaie(IMF)

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Keyideasraisedandrecommendations:

1. StatusQuoandchallenges- Coachingisbothformalandinformal- Coachingshouldbepartoftheculture- Internalcoachingisnotyetwidelyacceptedineveryorganisation.Itmaybe

seenascounterproductiveforthecareeriftheinformationisusedinternally- Trainingmanagersincoachingskillsisseenasbeneficial- Coachingisseenasasanctionorbenefit

2. Supervision

- Exchangeamongcolleaguestoshareexperience- Alumnigroupofthecertificationprocesswasusedassupervisiongroup- Itistheresponsibilityofeachcoachtoworkonhimorherselfeveryday- Exchangeexperienceamongcertifiedcoaches

3. Trends

- Icanseethevalueincreaseoverthenextyears- Virtualcoachingmightbecomemorecommon

4. WhatistheROIofcoaching?

- 360°informalfeedbackhasbeenanindicatorforthevalueofcoaching- Itiscriticaltohaveharddataathandtohelpgetfundingforcoaching

Recommendations:

- SharedataonROIoncoaching- Staffcollegetohaveacoachingprogramme- TraininternalcoachesfromallpartsoftheorganisationandnotjustHuman

Resourcescolleagues- Coachingshouldbeusedintheareaof(a)PerformanceManagement(b)to

serviceindividualstaffmembersand(c)totrainstaffmembersonthewaywecommunicate.Allofthisshouldbedonewiththeobjectivetomeasuretheimpactofthecoachingintervention.

- JointRFPamongUNorganizations

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OPENSPACE–NOTESONTHEDISCUSSION

Titleofthediscussion:Howtoberesourceful

Convenerofthisdiscussiongroup:ManuelaMorelli,WHO


PilarCortesWFP,

MatthiasWill,EC

AynaKarlyieva-Mekaouar,UNESCO


-IncreaseHRknowledgesharingacrossUNAgenciesandinternationalorganizations;

-Usethefinancialconstraintsasa“steppingstone”tobecomemoreinnovativeinourHRapproach;

-Becomemorestrategicandshareideas/resourcesamongdifferentUNentitiesandinternationalorganizationsonhowwedoHR;

-(Re)-draftpoliciesoninteragencytransfers,loans,secondmentsetc.toincreasestaffexchangeopportunities;

-Indicate“saving”targetstoDirectorsandproposealternativestodelivertheirservices(i.e.redistributionofworkload,cross-cuttingprojectsetc.);

-Increasehorizontalprocessestofacilitateknowledgesharing;

-Introducemotivatinginitiativestoengagestaff.

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Titleofthediscussion:Howdoyouevaluatevalues?

Convenerofthisdiscussiongroup:MesutOzyavuz


RuthGrove,LeaLoensted,KathrynBryan,FilizAktas,HeikeGras,GeorgesDiener,

DavidBearfield,LiyaDominic,JuantoBrinaga,MartaFernandezdeMazarambroz,RitaTawile,AuekaFalmm,

RitaKazragiene,EricToussaint,MagnusButch


Valuesshouldbewelldefinedwithclearindicatorsandbehaviours

Ownershipandcommunicationisessential

Needtointegrateintraining,inductionanddevelopmentcoursesandprogrammes

Ensureconsistencyandcoherence

Takeintoaccountmulticulturaldimension

Therearesomemethodsandtoolsforevaluation(suchasCBI,situationaltests,personalityquestionnaires)

Notesfromtheflipchart:

-Howmanypeoplehavedefinedtheirvalues?

-Valuesreflectedincompetencyframework

-Valuesreflectedinperformancemanagement

UNSecretariat

§ Professionalism§ RespectforDiversity§ Integrity

-Howarecompetenciesevaluated?

-Isthereadifferencebetweencompetenciesandvalues?

-Tomeasureyouneedàindicators

àascale

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CouncilofEuropeValuesàdefinition

àindicators

UNSecurityValues–wedonothavedirectmeasure

-Canyoudevelopvalues?

-Canyoumeasureàintegrity?

àrespectforDiversity?

-Verydifficulttomeasureinaninterview

-Youcanusethesametools–focusonbehaviors

-Values–linkedto‘FitforOrg’

Is“motivation”linked??

-Cantheydevelopvalues/motivationto…?

-Howdowemeasuremotivation?

-Interview–explorewhattheyhave

Done–preparethemselves

EPSO

Values:Dopeople“identify”withtheorganization?

§ v.complexarea§ triangulate:differentmeasuresbroughttogether§ includeself-assessment:questionnaire

TriangleàPuzzle

§ self-assessment§ professionalism§ integrity(situationaljudgement)§ personalityquestionnaire

EmployerBrandingàE.V.P.àvalueproposition

Gapbetweenemployeevaluesvs.organizationvalues

Usesimulations

“Enthusiasm”canmaskwhat/howpeoplearereallylike

Competency-basedinterviewbyitselfitistoolimited

Strengths-basedinterviewsarehardertofakeàmorereliable

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Ethicstrainingonthejob

-Howtomeasurevaluesinourdailywork?

-Howlivingthevalues?

-Makingpartofthe“culture”

-Verycleardefinitionofvalues

-Difficultdecisionsrefertohowdoesthissitwithourvalues

-Raiseawarenessofvalues+whattheymean

-“Ownership”–alllevels

Constantcommunication

-Practicalexamplesofgoodbehaviorassociatedwitheachvalue

-Consistencyofapplicationisveryimportant

-Tangibleexamples

e.g.WFP–puttingpeoplefirstàconstantly“tellingstories”aboutputtingpeoplefirst

tellingstoriesofwhenitgoeswrongtoo

*Ithastobeexplicit

Avoidmisunderstandingespeciallyinmulti-culturalorganizations

Inform,discussàwhatdoes“humble”mean?(Arabic,Danish,American…)

*Donotassumeitmeansthesameforeveryone

*Culturalnuancesàopendiscussion

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Titleofthediscussion:Havingfuntobefitforpurpose

Convenerofthisdiscussiongroup:RomanaRauf,WHO


ErlendWilhelmsen,MFANorwayDanielaKabiljo,KAICIIDRomanaRauf,WHOTelmaViele,SRIKathinStow,CommonWealthSecretariatKeyideasraisedandrecommendations:

Keythingsthatwedooutsidetheofficeforfuncanbebroughttotheworkplace,i.e.art,music,literature.

Carryoutmoreleisureactivitiesduringbreaks,i.e.footballgamesinalounge

Trytocreateludicenvironmentstobalancethestressbroughtbychange,i.e.colours,interiordesigns

Learnfromexamplesfromfieldmissions,i.e.,howtheyorganizeevents,parties,sportteamgames.SuggesthavingmoreofthatinHQ,especiallytobuildteamsandcopewithstress

ChangetheperceptionsinHQthatpeopleinvolvedin“funactivities”arenotsubstantiveandseriousprofessionals;discussbestwaysoftacklingperceptions

Makerolemodelswithinleadershipsopeopleknowthingsarepossible,i.e.beingaleader,substantiveandfun

Tacklestigmasthatthereissomethingwrongwithpeople“needinghelp”asitmaybethecaseofpeoplewhoarestressed

Encouragecommunication,sharingexperiences

Showcasethebenefitsoffunactivities;indirectbenefitsofsuchexchangescanbehuge,peoplehadnetworksbuilt

Showcaseofcrosstrainingprogrammesthatallowedpeopletoexperienceworkinanotherunitforafewweeks

Recommendations:

1. TheSDGimpliesmanychangesandchangecanbestressful;seehowfunenvironmentsmakeadifferenceattheworkplace.

2. Buildperceptionsthat“funandsubstantivecontributions”gotogether.3. Bringinthechampions!Showcasetheinnovationthatcomeswithludicandpositive

environments,i.e.Googleapproaches,Facebooketc.4. Tackleleaderstorolemodelthefunbehavioursthatwillbenefitorganizations.

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Titleofthediscussion:Howtostrengthencorporatemessaging?

Convenerofthisdiscussiongroup:FionaFarrell,UNWomen


JulieFord,IAEAPatriciaTriemer,UNHCRCarolineEckert,UNOPSLeonardOtti,UNSecretariatJulianneDiNenna,UNHCRAvantikaPandeya,UNSecretariatRickCottam,UNICTYLaurenceWebb,EncCompassKeyideasraisedandrecommendations:

Valueofcommunitiesofpractice–inknowledgesharingrequirespeopletobeactiveandmoderators

Needtobeclearonwhatweneedtocommunicateandwhentowhom?

Understandingthatmultiplechannelsneedmultipletools

Keyissueisconsistency

Mobilizingleadership,youneedsupportandbuy-infromseniormanagement

Makepeopleaccountable

Providespecializedmediatrainingtopeoplewhohavetocommunicateexternally

UseofSocialmediatogetyourmessagethroughtoallaudiencesbyleveragingmediawithlowbandwidthegPariscope,Hootsuite,Youtubevideosetc.Callservicerotas

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Titleofthediscussion:Howdoyoutreatpartners/spousesofprofessionalstaffininternationalorganizations?

Convenerofthisdiscussiongroup:WeertBörner


KateWarrenJoyceSimmonsAnoukPaauwePatBarrieOlivindGrimsmoKeyideasraisedandrecommendations:

Ideas/mainpointsofdiscussion:

Exchangeofcurrent“treatment”,kindofcommunicationwithpartners/spousesofownstaff

Focusonmixedcouples(oneintheinternationalorganisation,theotherwithdifferentorwithoutemployer)

Careeropportunities(specialinformation?Serviceoffers?Localstaffoffers?)

Supportasnepotism?

Agreementswiththeseatstate(headquartersagreementsincludingsuchaspects)

Stresscounselling

Platformsforspecificprofessions(e.g.informationexchangebetweeninternationalorganisation,hostcountry,NGOs,privatesectorinthegivencapital)

Recommendations:

Youneedtodiscusstheissueopenlyinyourorganization–donotignoreit!

Negotiatebi-lateralagreementstoallowworkauthorizationinthehostcountry

Developplatformtoconnectspousestojobs/employers/information

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Titleofthediscussion:“ONEUN”–Howrealisticisthis,wherearewenow?

Convenerofthisdiscussiongroup:LizTayfun


Fivepeopleattendedthissession,representingSIDA,UNS,USStateDepartment,WHOandthefacilitator–SwissCounsellingService/ex-UNOG/SDLS


Thegeneraltoneofthediscussionwasquitenegative:

• Atmemberstateslevel–thereisno“OneUN”• Terminologyusedacrossorganisations–useddifferently–butinrealityforsimilar

issues• Purpose–differentfocussometimesconfusing• Manybarriers–procuremente.g./MOUsnotstandardised• Noincentives–nomechanismforsustainingit• Fieldoffices–morecollaborativeforcostsavingreasons,whyisthisnotrelevantat

HQs• Whynotonerecruitmentprocessforall?ThereisalreadyfrictionwithOMOJA

betweenunits/sections.Onceformalised,toocomplicated.Nobuy-infromseniormanagers.IttakestoolongtogetMOUsigned.

• Whynot“OneUN”workinggroups–ContinuousImprovementOffice?• PushbackatMemberStateslevel–onlossofcivilservants’positions–isthiswhy

resistance?• Procurement–unclearwhichagencytakesthelead• Thereissomeinformalsenseof“OneUN”–WHOhaveinteragencyworkinggroup

onCareerCounselling–meetregularlytosharebestpractices/co-facilitateworkshops.

• GenevaorganisationshaveaLearningNetwork• CostofCDRattendance–impact–toevaluatevalueforinvestment?

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OPENSPACE–NOTESONTHEDISCUSSION1

Titleofthediscussion:Ourownprofessionaldevelopmentandhowwe

managecareertransitionsConvenerofthisdiscussiongroup:LilianaMIRCESCU,WHO


1. Helen MORGAN Devex2. JackPREST IAEA3. FedericoL’HUILLIE ICC4. KatriMÄENPÄÄ CIMO5. AnneHÄMÄLÄINEN CIMO6. PetraGÖRANSSON SwedishGovernment7. AynaKARLYIEVA UNESCO8. JennyPILLING UNFPA9. VafolayTULAY UNHCR10. DavidKAVANAGH RelishSA 11. JulianeDREWS UNAIDS 12. SabineMcCARTHY theGlobalFund13. JorgeGUERRERO UNOG14. AntoninoBRUSA UNICEF

Andfewmorewhoappliedtheruleofthe2feetinandoutJ


I. PROFESSIONALDEVELOPMENTHowithappens:

• Professionalnetworksandmembershiptoprofessionalassociations:o GLNo CIPDo HRProfessionals’associationo CornellHRLicence

• Dedicatedpolicy–5%timeallocation• mentoring

What/tools:

• MOOCs• Languageskills• Careertransitionspecificlearning(seeUNFPA’scarreerguide)

II. CAREERCHANGES

1Wewillcollect,compileandcirculatethenotesofallthediscussiongroupsaftertheCDR

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« I am more effective when I am passionate at

work »

Direction:

• FromGovernmenttotheUNagencies

• Fromthecorporate/bankingsystemtotheUN(fromsales,IT)

• FromtheUNtothecorporateorownbusiness,workingwiththeUN

• FromoneUNagencytoanother

Whattriggersit:

• Owninitiative,needforchangeandfulfilment

• Mobility/rotation

Howithappens:

• Networking

• Recommendations&referrals

• Specialprogrammes

Recommendations:

• CreateaLinkedIngroupfortheCDR• Createa«repository»forlearning–linksandrecommendationsforcourseswecanaccess

withintheUNframework(sharedbetweenagencies)orexternal

« I don’t have the time to look for another job when I am already into

one»

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Titleofthediscussion:SDGs:HowtoalignHR

Convenerofthisdiscussiongroup: JonathanBall,UNAIDS


Mr.JonathanBall,UNAIDS Ms.MariaLjubicaHadzic,UNFPAMr.Jean-MarcGuiramand,WIPO Ms.AsterDessalegn,UNIDOMs.VictoriaCampbell,UNOPS Ms.KeikoSuzuki,JAPANESEMFAMr.JohnThomas,UNHCR Mr.JeanGarden,ICOMr.AlexandreCabaret,DEVEX Mr.AitorMagunacelaya,WFPMs.SaraRamirez,SWEDISHMFA Ms.MariolaPogacnik,PWCMs.SonjaSpierings,UNFPA Mr.KushalRamyadUNONMs.MaryWong,U.S.DEPTOFSTATE Ms.LaverneWebb,EnCompass,LLC


ThediscussionincludedUN,government,andprivatesector–allofwhomareinvestedintheneedtoadaptourorganizationstotheneedsoftheSDGs.Inthediscussion,fivemainareasemerged:

1. Aligningourstrategies- UNAIDShasfirstorganizationalstrategyintheUNthatisalignedtothe

SDGS- WFPandUNHCRforeseemajorchangesinmandatetobecomemore

“Sustainable”–specifically,puttingmoreemphasisonlonger-termsolutionsintheirareas

2. Aligningourorganizationalstructure- Reviewofpositionsproposedinsomeorganizations- Maymeansignificantreorganization

3. Aligningourskills- Someorganizationsplanningskillsauditstoseewhattheyneedmoreof

(andlessof)- Otherorganizationsarelookingatbroaderworkforceanalysis- EraofSDGscallsformulti-skilledandresilient

4. Partneringmore- Privatesectorwantstopartnermore–internationalorganizationsmay

notbepositionedwellforincreasedpartnerships5. Communicatingmore

- Organizationsneedtocommunicatetostaff–whatisdifferentfromMDGs,whatischanging,whattheorganizationneedstododifferently,whatindividualsneedtododifferently

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Titleofthediscussion:UniversityCollaborationwithInternational

Organisations

Convenerofthisdiscussiongroup:Prof.AlvaroEscribano,Univ.CarlosIII,Madrid


SeamusMcCardle,ManagingDirector,SRIExecutiveAikaBolat,MPAProgramme,SDABocconiShuoXing,IEBusinessSchoolSusanCarroll,MIDB,DukeUniversityCarolineKordaPoole,Prof.Dev.Service,DukeUniversityPierreDyens,HRSpecialist,AsianDevelopmentBankLucaNicodema,HROrg.Dev.Specialist,IAEASaraMurfitt,CareersService,LondonSchoolofEconomicsRobinBroadway,CareersService,LondonSchoolofEconomics(andformerIMFandADBHROfficer)Keyideasraisedandrecommendations:

Theuniversityrepresentativesexpressedconcernthatapplicationstointernationalorganisations(e.g.,forinternships)disappearedintoa“blackhole.”Howcouldtheuniversitiesincreasethechancesfortheirstudentstogetinternships?SusanCarrollfromDukenotedthatDukesponsoredaninternshipprogrammewiththeUNorganisations,“DukeinGeneva,”butitwasveryexpensive.Eachinternshipcosttheuniversity$11,000,andtheintern’stravelexpensesandlivingallowanceshadtobeaddedontop.RobinBroadway(LSE)addedthatPrincetonUniversityhadwhatappearedtobeasimilarprogrammecalled“PrincetoninAfrica”thatplacedalumniintointern-levelfieldpositionswithUNagenciesinAfrica.(Thisapproach,however,appearednottobeapracticaloptionforthemorecash-strappedEuropeanuniversities.)ArepresentativeofUNHCRpointedoutthatuniversities’apparentlackofsuccessingaininginternshipswasaconsequenceofveryhighdemandforplaces,quotingfiguresof4,000studentapplicantsforsixsummerinternplaces.AlthoughMastersstudentswereeligibleforalmostallinternshipsatIOs,thehiringmanagersintheseorganisationshadanunderstandablepreferenceforPhDstudentsastheytendedtobemoreknowledgeableabouttheinternshiptopics.Inthisconnection,oneparticipantnotedthatstudentsapplyingforinternshipsshouldmakeclearintheirapplicationswheretheirspecialismsandinterestslay.Hiringmanagerswerelookingforamatchwiththeirparticularprojectandthisinformationwouldhelpthemintheirchoice.However,itwasalsopointedoutthatatthepointwhenthestudentssubmittedtheirapplicationsforaninternship,thedepartmentsintheIOshadoftennotdecidedwhattheinternshiptopicswouldbe–or,atleast,thatinformationwasnotyetavailabletothestudents.Thus,thestudentswereoftenapplying“inthedark.”Also,studentswereoftenreluctanttopresentthemselvesashighlyspecializedasthismightactuallycloseoffopportunitiestothem.

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RobinBroadwayraisedanissuethataffectedLSEandotheruniversitiesthattypicallyhaveone-yearMastersprograms:iftheIOswerestrictinlimitinginternshipsto“studentsinthecourseoftheirstudies”,one-yearMastersstudentswouldinpracticebeexcluded.Theresponsewasthatinternshipswereintendedforthoseinstudentstatusandtherecouldbeabusesifpeoplewerehiredonstudenttermswheninfacttheywereclearlyinthework-force.RobinBroadwayagreedthatthiswasapotentialareaforabuse,butfeltthatitshouldbepossibletoincludestudentsapplyingfromaone-yearMasterswhoseinternshipstarteddirectlyaftertheirstudiesfinished.LucaNicodemaexplainedhowtheIAEAoperateditsinternships,ofwhichtherewere250annually(mainlydirectedatstudentsstudyingSTEMsubjects).TheIAEAcontactedtheMinistryofForeignAffairsofanumberofcountriesandaskedthemtosubmitapplications.TheIAEAdeliberatelydidnotapproachindividualuniversitiesinthatcountrytoavoidtheperceptionoffavouringsomeeducationalinstitutionsoverothers.Underthisrecruitmentmodel,thestudentsinthatcountryinterestedininterningattheIAEAshouldcontacttheirMFA.Prof.Escribano(UC3M)notedthatonehindrancetointernrecruitmentwasthatmanyuniversities(employers?)requiredaMemorandumofAgreementtobedrawnupbetweentheemployerofferingtheinternshipandtheintern’suniversity.RobinBroadwaywonderedwhyanMoUwasnecessary.Itappearedtobeanissue(possiblyataxissuefortheemployers?)incountries(suchasFrance,SpainandItaly)wherestudents,whotypicallypaidnotuitionfees–orhighlysubsidizedones,--wereregardedasquasistateemployees.Itwasthereforenecessarytodrawupanagreementbetweenthetwo“employers”,theuniversityononehandandtheintern’semployerontheother.Bycontrast,in“Anglo-Saxon”countries,thestudentswereperceived,notasquasi-employees,butasfreeagentspurchasingtheteachingservicesoftheuniversitiesandthereforetheydidnotrequireanypermissiontotakeemploymentasinternsduringtheirvacations.ReturningtowaystomakestudentsattractivetoIOs,itwassuggestedthatuniversitiescouldputforwardPhDswhosedissertationsmightbeofinteresttoaparticulardepartmentinanIO.Itwouldbetothestudents’andtheIOs’mutualbenefitiftheformerinternedatthelatter.

Thediscussionthenshiftedtoincreasingcollaborationbetweenuniversitiesandinternationalorganisationswheretheformerprovidedtrainingtothelatters’staff.AnumberofuniversitiesofferedExecutiveEducationand“ManagersinTransition”coursestomanagersinUNagenciesandotherIOs.

”are we fit? and for what...

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