"HR Strategy 2008 2011"
Presentation Structure Principles Context Strategic Overview Vision Managing Three dimensions the Talent Present Sourcing HR Dimensions Staff Capacity Enabling Environment Success Factors OHR’s Support Learning Creating From Strategy To Action Communica from the -ting the past Future Potential Risks Monitoring Financing Context • Help accelerating progress on human development External Principles • Focus on MDGs • Promote UN coordination environment • Context UNDP’s Advocacy, policy and technical support Strategic Overview Vision mandate Three dimensions • New skills and competency HR challenges • Globalization Talent mix required • Significant Sourcing • Careers are not usually linear HR Dimensions inequalities across • Staff well-being must improve • Getting the right people into the right and within borders Staff • Attract and retain top-level positions Capacity talent • Skills of staff are meeting the demands • Cross-border challenges such as Enabling • Better work-life balance of their functions and developing in a conflict, Environment • Gender parity and improving way that lets them grow • Working environment free from environmental diversity Success disasters, and health Factors • Workforce demographics harassment, discrimination and abuse, and more diverse in its demographics, epidemics (retirements over the next five OHR’s years) functions and work-life circumstances Support From Strategy To Action Communica -ting Internal Potential Risks • UN reform environment UNDP • Strengthen our collective action • Build stronger partnerships with multilateral Monitoring workforce and bilateral institutions Financing Current Workforce Scenario Principles Workforce Numbers Context Strategic Overview Total of 7800 international and national staff members holding 100, 200 Vision and 300 series contracts (USG – G1) 51% of all staff are males and 49% are females. Three The average age of UNDP staff members is 42 years old. UNDP Staff come from 173 different countries or territories. dimensions Talent Sourcing Retirement HR Dimensions Staff Capacity A total of 5% ( 364) of UNDP’s total workforce (100,200 & 300) will retire by Enabling Environment 2010. 39% of all D2 level staff and 18% of all D1 staff will retire by 2010. Success Factors 21% of RC/RRs (excluding 9 OICS) will retire by the year 2010 OHR’s Support Diversity From Strategy To Action Communica -ting The top 10 national groupings in UNDP include nationals from 4 donor countries (US; Canada; UK and France) and 6 programme countries Potential (India; Nepal; Philippines; Brazil; Kenya & Pakistan) Risks Monitoring Financing Gender parity in UNDP Principles Context Strategic Overview Vision Three dimensions Talent Sourcing HR Dimensions Staff Capacity Enabling Environment Success Factors OHR’s Support From Strategy To Action Communica -ting Potential Risks Monitoring Excludes: Officer-in- Financing charge Vision Principles Context Strategic Overview Vision • A skilled, diverse and dedicated Three staff and responsive dimensions Organization: Talent Sourcing - with a global sense of HR Dimensions Staff Capacity purpose and pride Enabling - committed to values and Environment principles that are embedded Success Factors in the UN Charter OHR’s - performing at the highest Support levels From Strategy To Action Communica -ting - providing opportunities for Potential Risks professional growth and development Monitoring Financing Principles Principles Context Strategic Overview Alignment with the UNDP strategic direction and Vision To provide HR business orientation policies, Three dimensions practices, and initiatives that Talent ensure staff Sourcing Professionalism HR Dimensions has the skills, Staff Capacity abilities, and motivation to Enabling effectively and Environment People Orientation efficiently Success Factors perform at the highest levels, OHR’s and to develop Support Accountability From Strategy To Action their own Communica professional -ting and personal Potential potential Risks Ethics and Values Monitoring Financing Strategy: Three Dimensions Principles • The Strategy thus affirms the UNDP Strategic Plan and sets Context out to develop organizational effectiveness in three areas: Strategic Overview Vision Three Organizational dimensions Effectiveness Talent Sourcing HR Dimensions Staff Capacity Environment Enabling Environment Sourcing Enabling Capacity Success Talent Factors Staff OHR’s Support From Strategy To Action Communica -ting Potential Risks Monitoring Financing Dimension One: Talent Sourcing • How we will get there? • How will things be different? We will support the efforts of identifying Principles Workforce profile aligned with workforce needs through the provision of corporate needs and requirements workforce planning using competency Context for organizational effectiveness profiles, and updated data for in-house Strategic Overview skills inventory Vision A talented, motivated, diverse and The Gender HR Action Plan finalised and Three high performing workforce that implemented dimensions meets organizational requirements Talent The Performance management system Sourcing A succession management process will be revised to emphasize the focus on HR Dimensions results assessment and career Staff that is credible to staff, timely, and development Capacity effective in matching skills and Enabling competencies with business needs Career and professional development as Environment a corporate priority Success Career opportunities especially Factors targeted to National and GS Staff An updated recruitment system resulting in candidate pools and based on the OHR’s Support revised Competency Framework put in From Strategy To Action Clarity of roles/ responsibilities, place Communica enhanced competencies and -ting strengthened systems in support of Succession management system in place Potential HR management across the Risks organization Contractual Reform Monitoring Support to the UN Reform Agenda Financing Dimension two: Staff capacity • How will things be different? • How we will get there? Principles Learning Strategy implemented with Role-based and substantive learning Context A workforce equipped with the required programmes offered Strategic Overview skills and competencies to perform at Vision their highest potential Certification/staff development programmes (project management, Three finance, procurement, human resources dimensions Learning and development platform and IPSAS) Talent established for providing career Sourcing opportunities to staff Management/Leadership programme HR Dimensions developed and implemented Staff Capacity Competency Framework integrated with Enabling Environment A gender-balanced and diverse workforce all key aspects of HR management, that reflects the UNDP commitment to particularly career development Success gender equality, with focused efforts to Factors develop and retain talented women Career Development Centre established OHR’s in OHR/Learning Resources Centre (LRC) Support From Strategy To Action We continually strengthen UNDP’s Candidate pools as well as the new Communica -ting leadership capacities now and for the performance management system future. integrated and more focused on career Potential development Risks Mobility policy defined Monitoring Financing Dimension three: Enabling Environment • How will things be different? Principles Context We will create an environment in which individual Strategic Overview Vision and team talent is recognized in a way which motivates staff to do their best and contribute to the Three dimensions sustained success of UNDP Talent Sourcing HR Dimensions A work environment characterized by trust, results Staff Capacity orientation , accountability and Enabling personal/professional opportunities Environment A working environment , which is safe, secure, and Success Factors OHR’s conducive to a healthy work–life balance Support From Strategy To Action Managers are held to the highest ethical standards Communica -ting Potential and will be held accountable for ensuring an Risks inclusive working environment and for creating the Monitoring conditions for staff to embark on learning for their development needs. Financing Dimension three: Enabling Environment (cont.) Principles • How we will get there? Context The justice system supported for Staff well-being programmes in Strategic Overview consistent, timely and effective priority areas updated and Vision treatment of grievances implemented (health, stress management and HIV and AIDS in Three dimensions A training and development in place to the workplace ensure that ethical and professional Talent Sourcing leadership , and conflict management A coordinated HR response and HR Dimensions is integrated more fully across the support system developed for staff Staff Capacity organization in crisis country situations Enabling Environment A counselling/mentoring/networking Options proposed to support Success system established for confidential spouse employment piloted at HQ, Factors support to regional and country levels OHR’s Support An effective mechanism established to New initiatives in place to support From Strategy To Action Communica promote regular interaction between an effective implementation of the -ting senior management, OHR and the staff work–life policy Potential representatives Risks Issues related to PWD in areas such Rigorous GSS results followed up as employment, accessibility and Monitoring through appropriate measures and raising awareness action plans Financing Defining Success Factors Principles Compact for Context UNDP to Strategic Overview deliver the changes all Vision staff want to see Three dimensions Talent Sourcing HR Dimensions Contribution Commitment Staff of every staff and leadership Capacity member Staff of managers commitment Enabling Environment and contribution + Success Factors Joint responsibility to operationalize the strategy OHR’s Support From Strategy To Action Communica -ting Potential Supportive Risks organizational Accountability conditions for mechanisms Monitoring change Financing Reviewing OHR’s Support Principles • Strategic shift Context Strategic Overview - Moving from a personnel administration structure towards a Vision more strategic HR management role Three - Transferring the authority and responsibility for day-to-day HR dimensions matters to line managers Talent Sourcing - Developing a more strategic, advisory and supportive focus in HR Dimensions support of the Strategy for managing HR Staff Capacity - Give greater priority to the service provided to all staff Enabling Environment Success Factors • Support to the Strategy OHR’s Support From Strategy To Action Communica -ting - Information based on a regular and accurate analysis of the Organization’s workforce profile to be provided continuously Potential Risks - Establishment of a workforce information team Monitoring - Closer support and interaction with managers at the operational level Financing - OHR structuring HR Strategy - Potential Risks Principles • People risks • Institutional risks Context Strategic Overview • Failure to get all • Limited buy-in • Failure to obtain • Organizational- Vision staff to share and ownership senior cultural same management resistance Three understanding buy-in into the dimensions of purpose process Talent Sourcing High High High High HR Dimensions impact impact impact impact Staff Capacity Enabling Environment • Other risks Success Factors • Funding • Failure to OHR’s deliver on time Support From Strategy To Action Communica -ting Potential Risks High Medium impact impact Monitoring Financing Monitoring Its Implementation Principles • Delivering the Strategy will require: Context Strategic Overview Vision - Close dialogue with all staff at headquarters and in the field - Combined with an open interaction with the senior Three dimensions management, as well as staff representatives Talent • Review the progress and effectiveness of the Sourcing HR Dimensions Staff Capacity Strategy: Enabling Environment Success - Regular monitoring and assessment against set key targets Factors during the implementation of the Strategy to determine the OHR’s Support effectiveness of the activities From Strategy To Action - Annual review with feedback from the Operations Group, staff Communica -ting focus groups, Staff Council and OHR Potential - Interdisciplinary task force mainly composed of country offices Risks staff to be set up to provide inputs on the implementation and Monitoring improvement of the Strategy - Progress reports to be reviewed by the senior management Financing periodically and included in UNDP’s Annual Report Principles Context T OGETHER Strategic Overview Vision Three dimensions Talent Sourcing E VERYONE HR Dimensions Staff Capacity Enabling Environment A CHIEVES Success M ORE Factors OHR’s Support From Strategy To Action Communica -ting Potential Risks Monitoring Thank You! Financing