Human Resources Management in Human Resources Management in UNDP:UNDP:

““A People-based Strategy”A People-based Strategy”………in the making………in the making

Regional Cluster MeetingRegional Cluster MeetingRBECRBEC

Bratislava, April, 2008Bratislava, April, 2008

Key change drivers : The reality Key change drivers : The reality picture picture

DimensionsDimensionsof changeof change

Development Development Effectiveness: Effectiveness:

Focus on Focus on ResultsResults

The UN ReformThe UN ReformGrowing Growing

complexity and complexity and IAG and MDGsIAG and MDGs

ExternalExternal

The The Regionalization Regionalization

ProcessProcess

The Strategic The Strategic PlanPlan

The Work Force The Work Force DemographicsDemographics

InternalInternal

CultureCulture StructureStructurePeoplePeople InnovationInnovationInnovationInnovationBusinessBusinessprocessesprocessesBusinessBusinessprocessesprocesses

Current Workforce Current Workforce ScenarioScenario

Workforce Numbers Workforce Numbers (effective April 1 2008)(effective April 1 2008)

Total of 7855 international and national staff members holding Total of 7855 international and national staff members holding 100, 200 and 300 series contracts (USG – G1) 100, 200 and 300 series contracts (USG – G1)

51% of all staff are males and 49% are females.51% of all staff are males and 49% are females. The average age of UNDP staff members is 42 years old.The average age of UNDP staff members is 42 years old. UNDP Staff come from 173 different countries or territoriesUNDP Staff come from 173 different countries or territories..

Retirement/AttritionRetirement/Attrition

A total of 5% ( 364) of UNDP’s total workforce (100,200 & 300) A total of 5% ( 364) of UNDP’s total workforce (100,200 & 300) will retire by 2010. will retire by 2010.

39% of all D2 level staff and 18% of all D1 staff will retire by 39% of all D2 level staff and 18% of all D1 staff will retire by 2010.2010.

21% of RC/RRs (excluding 9 OICS) will retire by the year 201021% of RC/RRs (excluding 9 OICS) will retire by the year 2010

DiversityDiversity

The top 10 national groupings in UNDP include nationals from 4 The top 10 national groupings in UNDP include nationals from 4 donor countries (US; Canada; UK and France) and 6 programme donor countries (US; Canada; UK and France) and 6 programme countries (India; Nepal; Philippines; Brazil; Kenya & Pakistan) countries (India; Nepal; Philippines; Brazil; Kenya & Pakistan)

Gender parity in UNDPGender parity in UNDP

    Management Management

TotaTotall MM %% FF %%

UNDP RBx UNDP RBx Directors(ASG)Directors(ASG) 99 44 44%44% 55 56%56%

D2/D1D2/D1 250250 187187 67%67% 8383 33%33%

RC/RR RC/RR 119119 8181 68%68% 3838 32%32%

Country Country DirectorsDirectors 3434 2424 71%71% 1010 29%29%

DRRDRR 151151 9898 65%65% 5353 35%35%

TotalTotal 374374 246246 66%66% 128128 34%34%

Excludes: Officer-in-chargeExcludes: Officer-in-charge

Key parametersKey parameters

• A comprehensive and A comprehensive and systematic assessmentsystematic assessment of the of the organization readiness for supporting change in HRM, as organization readiness for supporting change in HRM, as well as of the current HR reality to identify both where well as of the current HR reality to identify both where improvement is required and where policies and improvement is required and where policies and practices are working wellpractices are working well

• A A new visionnew vision of effective HR practices which produce of effective HR practices which produce specific outcomes that contribute to achieving UNDP’s specific outcomes that contribute to achieving UNDP’s goals, underpinned by clear values and principles, and goals, underpinned by clear values and principles, and focusing on the human side of the UNDP working lifefocusing on the human side of the UNDP working life

• A A strategystrategy for achieving progress and building greater for achieving progress and building greater capacity to bring about change (bearing in mind that capacity to bring about change (bearing in mind that effective human resource management depends as much effective human resource management depends as much on good quality line managementon good quality line management

•

• Create a more effective, responsive and productive organization

•

• Create a more effective, responsive and productive organization

HR is about people

Unifies UNDP staff around shared values and principles

HR is about people

Unifies UNDP staff around shared values and principles

VisionVision Value Value PropositionProposition

Vision and Value PropositionVision and Value Proposition

Guiding PrinciplesGuiding Principles

Create a new culture, a new environmentCreate a new culture, a new environment

People-basedPeople-based

Performance and AccountabilityPerformance and Accountability

Value drivenValue driven

Alignment with UNDP strategic direction and business Alignment with UNDP strategic direction and business orientationorientation11

44

33

22

55

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

HR Strategy PillarsHR Strategy Pillars

1.1. Supporting Organizational EffectivenessSupporting Organizational Effectiveness

2.2. Influencing and Supporting the UN Influencing and Supporting the UN Reform AgendaReform Agenda

3.3. Strengthening Staff Capacity Building Strengthening Staff Capacity Building EffortsEfforts

4.4. Increasing Transparency and Increasing Transparency and AccountabilityAccountability

5.5. Achieving the Right Balance Between Achieving the Right Balance Between Family and WorkFamily and Work

HR Strategy Pillars:HR Strategy Pillars:1. Organizational 1. Organizational

EffectivenessEffectiveness Change managementChange management

Job Classification/CO TypologyJob Classification/CO Typology

Staffing and resourcing system as well as Staffing and resourcing system as well as succession planningsuccession planning

Atlas Wave IIAtlas Wave II

Career Development/Performance Appraisal Career Development/Performance Appraisal SystemsSystems

Action Plans to achieve Gender, Diversity and Action Plans to achieve Gender, Diversity and PWD TargetsPWD Targets

New HR User GuideNew HR User Guide

HR model for countries in crisis and post-conflictHR model for countries in crisis and post-conflict

HR Strategy Pillars: HR Strategy Pillars: 2. The UN Reform Agenda2. The UN Reform Agenda

Strengthening the RC system: RC governance Strengthening the RC system: RC governance structure; RC appraisal and recourse system; RC structure; RC appraisal and recourse system; RC assessment, and RC induction and trainingassessment, and RC induction and training

Implementing the Country Director modelImplementing the Country Director model

Piloting Broad Banding for the RC/RR categoryPiloting Broad Banding for the RC/RR category

Supporting the One UN PilotsSupporting the One UN Pilots

Within UNDGWithin UNDG: harmonization of administrative : harmonization of administrative practicespractices

Within wider UN SystemWithin wider UN System: contractual reform; spouse : contractual reform; spouse

employment and dual career; and enhanced employment and dual career; and enhanced harmonization in HR policies, practices and harmonization in HR policies, practices and entitlementsentitlements

HR Strategy Pillars: HR Strategy Pillars: 3. Staff Capacity Building 3. Staff Capacity Building

EffortsEfforts Development of an Integrated Competency frameworkDevelopment of an Integrated Competency framework

New Career Development Policy implemented, and New Career Development Policy implemented, and institutional capacity installed turning the LRC into the institutional capacity installed turning the LRC into the LCDC (special emphasis on National Staff)LCDC (special emphasis on National Staff)

Performance Management System effectively linked to Performance Management System effectively linked to individual developmentindividual development

New resourcing framework in placeNew resourcing framework in place

Professionalization/certification of staffProfessionalization/certification of staff

Leadership and Management skills training for senior, Leadership and Management skills training for senior, middle, first-time managersmiddle, first-time managers

Surge capacity initiativeSurge capacity initiative

HR Strategy Pillars: HR Strategy Pillars: 4.Transparency and 4.Transparency and

AccountabilityAccountability Ethics and value-based training (UN Ethics Guide and Ethics and value-based training (UN Ethics Guide and

UNDP Code of Conduct)UNDP Code of Conduct)

Accountability Framework/Risk managementAccountability Framework/Risk management

Legal FrameworkLegal Framework

More rigorous management of talent More rigorous management of talent

Stricter follow up to GSS resultsStricter follow up to GSS results

Change Management Clearance processChange Management Clearance process

Strict compliance of line managers Strict compliance of line managers responsibility/Regional Bureaux in HR managementresponsibility/Regional Bureaux in HR management

Provision of an enabling work environment free of Provision of an enabling work environment free of discrimination, abuse of authority, harassment, and discrimination, abuse of authority, harassment, and retaliationretaliation

Stronger OHR roleStronger OHR role

HR Strategy Pillars: HR Strategy Pillars: 5. Balance Between Life and 5. Balance Between Life and

Work Work

Advocating stronger leadership in role modeling Advocating stronger leadership in role modeling good practicesgood practices

Providing enhanced trainingProviding enhanced training

Developing tools to support staffDeveloping tools to support staff

Adapting related industry practices and policiesAdapting related industry practices and policies

Monitoring trends/best practices in COsMonitoring trends/best practices in COs

Fostering an environment of collective Fostering an environment of collective responsibilityresponsibility

Roadmap: HR Strategy Roadmap: HR Strategy formulationformulation

Roadmap: HR Strategy Roadmap: HR Strategy formulationformulationOctOct NNovov DecDec JanJan FebFeb MarchMarch AprApr MayMay JunJun JulJul

Conceptualizing phase Drafting PhaseConceptualizing phase Drafting Phase Roll out Roll out phasephase

UNDP SPUNDP SPApprovalApproval

DiscussionDiscussionHR/RR NetworksHR/RR Networks

OHROHRRetreatRetreat

RegionalRegionalInputsInputs

Supporting COs networkSupporting COs network

Discussion/VDiscussion/Validationalidation

CeroCeroDraftDraft

ConsolidatedConsolidatedDraftDraft

Drafting Drafting Group Group

MeetingMeeting

Roll outRoll outStrategyStrategy

CO trickle CO trickle down plans down plans

GSF NVC NVC NVC

OHR/Staff Council Support/OHR/Staff Council Support/

Planned ResultsPlanned Results1.1. Higher performance levels and organizational effectiveness Higher performance levels and organizational effectiveness

with greater attention to the fieldwith greater attention to the field

2.2. Achieving gender parity, especially at senior levelsAchieving gender parity, especially at senior levels

3.3. Effectively managing talent by ensuring retention and Effectively managing talent by ensuring retention and career development of staff through a process of capacity career development of staff through a process of capacity development and continuous learningdevelopment and continuous learning

4.4. Managing succession by building pools of qualified and Managing succession by building pools of qualified and motivated staff who perform in a spirit of common identitymotivated staff who perform in a spirit of common identity

5.5. Ethics and values integrated into personal behaviors and Ethics and values integrated into personal behaviors and workplace workplace

6.6. Ensuring effective options for work/life balanceEnsuring effective options for work/life balance

Possible discussion Possible discussion issuesissues

Are strategic issues/challenges adequately addressed?Are strategic issues/challenges adequately addressed?

Are proposed options realistic? Anything to be dropped or added? Are proposed options realistic? Anything to be dropped or added?

What are the opportunities, challenges, and constraints for the COs?What are the opportunities, challenges, and constraints for the COs?

What incentives, CO structure changes, new product/service lines, staff What incentives, CO structure changes, new product/service lines, staff profile, HQ support are needed?profile, HQ support are needed?

What is it for us possible to do now?What is it for us possible to do now?

Do we have the right staff profile to remain competitive in the Do we have the right staff profile to remain competitive in the development business?development business?

Do we have the right HR policies to support the organization’s direction?Do we have the right HR policies to support the organization’s direction?

Are our HR practices, systems and tools aligned with UNDP overall goals?Are our HR practices, systems and tools aligned with UNDP overall goals?

Is there a consensus on having a shared responsibility for people’s Is there a consensus on having a shared responsibility for people’s management in UNDP?management in UNDP?

TT OGETHEROGETHER

EE VERYONEVERYONE

AA CHIEVESCHIEVES

MM OREORE

Thank You!