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Presentation Structure

Presentation Structure. Managing the Present. Learning from the past. Creating the Future. Help accelerating progress on human development Focus on MDGs Promote UN coordination Advocacy, policy and technical support . External environment. UNDP’s mandate.

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Presentation Structure

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  1. Presentation Structure Managing the Present Learning from the past Creating the Future

  2. Help accelerating progress on human development • Focus on MDGs • Promote UN coordination • Advocacy, policy and technical support External environment UNDP’s mandate • New skills and competency mix required • Careers are not usually linear • Staff well-being must improve • Attract and retain top-level talent • Better work-life balance • Gender parity and improving diversity • Workforce demographics (retirements over the next five years) • Globalization • Significant inequalities across and within borders • Cross-border challenges such as conflict, environmental disasters, and health epidemics Internal environment • UN reform • Strengthen our collective action • Build stronger partnerships with multilateral and bilateral institutions UNDP workforce 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

  3. 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 UNDP’s 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)

  4. Gender parity in UNDP

  5. 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

  6. 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

  7. 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

  8. Dimension One: Talent Sourcing • 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 • 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

  9. Dimension two: Staff capacity • 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 UNDP’s leadership capacities now and for the future. • How we will get there? • 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

  10. 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 work–life 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.

  11. Dimension three: Enabling Environment (cont.) • 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 • 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 work–life policy • Issues related to PWD in areas such as employment, accessibility and raising awareness

  12. Defining Success Factors

  13. Reviewing OHR’s 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 Organization’s workforce profile to be provided continuously • Establishment of a workforce information team • Closer support and interaction with managers at the operational level • OHR structuring

  14. HR Strategy - Potential Risks • People risks • Institutional risks • Other risks

  15. 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 UNDP’s Annual Report

  16. TOGETHER EVERYONE ACHIEVES MORE Thank You!

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