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NATO TALENT MANAGEMENT

NATO TALENT MANAGEMENT. Eric Welch Head, Talent Management and Organizational Development. Human Resource Management Process. DESIGN THE POSTS. DESCRIBE THE PROFILE. Strategy, Requirements. IDENTIFY THE PERSON. TRAIN / DEVELOP THE PERSON. Talent Management Cycle. Define needs.

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NATO TALENT MANAGEMENT

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  1. NATO TALENT MANAGEMENT Eric Welch Head, Talent Management and Organizational Development

  2. Human Resource Management Process DESIGN THE POSTS DESCRIBE THE PROFILE Strategy, Requirements IDENTIFY THE PERSON TRAIN / DEVELOP THE PERSON

  3. Talent Management Cycle Define needs Identify talent The right talent in the right place at the right time! Evaluate and fine-tune Provide opportunities to develop

  4. Overview • Global Talent Pipeline: NEDP • Workforce planning: • 5 years perspective • Succession planning: Post based

  5. Potential Talent • 6200 Civilian Staff • Dispersed across: • 21 countries • 30 HQ, Agencies or Commands • 35 legal entities • No single authority to manage them

  6. The Need for Talent Management • NATO Nations want more integration • Need for the right skills/talent mix across the Organization • NATO’s unique working environment (short/long contracts, military/civilian, freelance/seconded, private/public background)

  7. Supply and Demand • The challenge is to identify • what we need (knowledge, skills, and abilities) • what we have (competencies, performance and capabilities of existing staff) • what the gaps and overlaps are between the two • the best way to fill the gaps

  8. NATO-wide Executive Development Program • The only NATO cross-body talent development initiative • 9 month programme • Junior and Mid-level managers / potential leaders • Currently starting the 4th cycle

  9. Goals of the NEDP • Build networks • Increase collaboration NATO-wide • Strengthen NATO’s corporate identity and core values • Foster a common NATO-wide culture • Develop Leadership and Managerial skills • Improve career development prospects • = Benefits for the Organization AND the individual

  10. Participation • 24 civilian participants per year • A2-A5 grades • Upper Management • NATO-Wide • Submission by individuals • Selected by senior management panel

  11. Workforce Planning • Strategic HR Planning for the IS • Combination of: • Vacancy prioritization • External benchmarking • Extensive internal interviewing by outside experts • Forecasts by division • Different financial scenarios

  12. Post-basedSuccession Planning • Enabled by short term duration contracts • Review and adapt post requirements every time incumbent leaves • A staff skills inventory • We cannot earmark people for posts, they must compete, but we can: • Support them in their preparations • Give them opportunities to broaden skills • Educate them

  13. Mobility Capacity • Know what we have from the staff skills inventory • Be able to search and identify required skills • Have procedures for reassignment • Short-term (e.g. projects) • Long-term (changing priorities)

  14. QUESTIONS?

  15. Global Security Challenges • analyse specific security • challenges and possible • mitigation strategies by the • international community • and the Alliance • recognise global security • challenges NEDP Structure • Know NATO • - enhance knowledge of the • NATO military and civilian • structures, responsibilities • and roles • understand the Influence • of national authorities at NATO • Integration • understand NATO’s complex • structure and decision- • making processes • establish foundations of • an alumni network • show learning outcomes in • addressing a complex problem • Know Yourself • assess personal • strengths, weaknesses • and leadership styles • assess personal motivation • and negotiation skills • - learn to use skills more • effectively • Create the Future • - challenges that NATO • will face and the consequent • transformation • comprehend the • Transatlantic perspective • of the Alliance Residential Module 5 Residential Module 1 Residential Module 2 Residential Module 3 Residential Module 4 Business School London, UK 3-7 Sep ‘12 NATO Defence College Rome, Italy 19-23 Nov ’12 NATO School O’gau, Germany 14-18 Jan ‘13 ACT Norfolk, USA 11-15 Mar ‘13 NATO HQ Brussels, Belgium 27-31 May ‘13 (TBC) Group Assignments Group Assignments Group Assignments Distance Module 1 Distance Module 2 Distance Module 3 Distance Module 4 Sep-Oct ‘12 Mar-Apr ‘13 Nov-Dec ‘12 Jan-Feb ‘13 Certification Programme Entry • Management • fundamental concepts for • financing and operating • the Organisation • capitalise on human • resource capabilities to meet • organisational objectives • Organisational Behaviour • understand the reasons • behind employee behaviour • - have access to a • toolbox of techniques • to influence organisational • behaviour • International Relations • understand the role of actors • and institutions operating • in the international political • arena and how they interlink • consider the role of • the Alliance in a changing • global environment • Facing the Future • understand and value the • role of the NATO civilian in • the transformation process • how to use the tools • and techniques needed • to manage change

  16. Projects • NATO-relevant projects e.g.: • Cyber defence awareness • Shared Services • Strategic planning • Projects conceived and implemented by NEDP participants • Contribute towards NATO Objectives

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