HR to the Future Transparency and Efficiency. I. Our Staff a.Member Count b.By Organizational Unit and Fund c.By Level and Gender d.By Age e.By Region

HR to the Future

Transparency and Efficiency

I. Our Staff

a. Member Count

b. By Organizational Unit and Fund

c. By Level and Gender

d. By Age

e. By Region and Nationality

f. By Occupation

II. Types of Contracts

(including Trust Positions)

III. Bringing HR into the future

a. Workforce Planning

b. Staff Rules

c. Position Audits

d. Recruitment and Selection

e. Performance Management

f. Training

IV. Conclusions

Introduction

DHRDec. 7,2006

Introduction

Key DHR objectives to help ensure the future of the Organization:

1. Manage effectively the workforce and its budget impact over time

2. Increase efficiency and flexibility of personnel systems

3. Improve staff morale

RF budget cutbacks, coupled with SF increases, led to decentralization with insufficient accountability in human resources management practices.

Outdated rules and regulations have hindered a more efficient management of HR.

We are developing alternative approaches that will increase accountability and improve utilization of staff resources.

Changes support Budget Resolution call for a more transparent and efficient Organization.

Organization of American StatesSecretariat for Administration and FinanceDepartment of Human Resources

3DHR

Dec. 7,2006

I. Our StaffI. Our Staff

(Past and Present)(Past and Present)


4DHR

Dec. 7,2006

632 626 612 637674

597 609

657

576 578 560 541 550 536478 486 509

84 56109

71 87130

183119 123

163

669 672719741750

709

544

41 48

0100200300400500600700800

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Year

Sta

ff

Total RF SF

a. Member Count 1995-2006

I. Our Staff

As of Nov 30, 2006


5DHR

Dec. 7,2006

672 Staff Members

as of Nov. 30, 2006

SG23%

ASG25%SPA

13%

SMS9%

SAF19%

SEDI11%

Fund Staff % by Fund

Regular Fund

509 76%

Specific Fund

163 24%

B. By Organizational Unit and Fund


Area RF SF

SG

*Secretary General Office 13 1

Department of Planning Control and Evaluation 6 2

Department of Press and Communications 14 0

Department of External Relations 9 0

Department of Legal Services 9 0

Protocol Office 5 0

Summits Department 5 1

International Law Office 20 3

Exec Sec of the I-A Comm. on Human Rights 28 11

Human Development Fund Committee 13 2

Inspector General Office 7 1

ASG

Assistant Secretary General Office 12 4

Conference and Meetings Office 41 0

Coordinating Office for the Offices and Units of the General Secretariat in the Member States 77 0

Coordinating Office for Special Units 13 3

Office of Cultural Services 14 2

Office of the Secretariat to the General Assembly, Meeting of Consultation, Permanent Council and Subsidiary Organs 11 0

Secretariat for Political Affairs 29 55

Secretariat for Multidimensional Security 23 35

Secretariat for Administration and Finance 101 24

Executive Secretariat for Integral Development 59 13

Retirement and Pension Fund 0 5

OAS Staff Association 0 1

Total 509 1636

DHRDec. 7,2006

• In the SG area, 3 of the 13 staff members are support personnel in the residence of the Secretary General

Staff by Gender

Gender Staff Percentage

Male 313 47%

Female 359 53%

Total 672 100.0%

M47%

F53%

Generalists35%

Professionals65%


Staff by Level

Level Staff Percentage

Professionals 434 65%

Generalists 238 35%

Total 672 100.0%

7DHR

Dec. 7,2006

C. By Gender/Level

C. By Gender/Level


LevelStaff Male Female

SG 1 1 0

ASG 1 1 0

D1 14 8 6

P5 83 54 29

P4 79 42 37

P3 90 48 42

P2 97 46 51

P1 69 34 35

Total 434 234 2000

10

20

30

40

50

60

P1 P2 P3 P4 P5 D1 ASG SG

Male

Female

Professionals: 434

8DHR

Dec. 7,2006

Generalists: 238

Level Staff Male Female

G1 2 1 1

G2 4 4 0

G3 32 29 3

G4 41 11 30

G5 70 22 48

G6 82 15 67

G7 7 2 5

Total 238 84 1540

10

20

30

40

50

60

70

G1 G2 G3 G4 G5 G6 G7

Male

Female


9DHR

Dec. 7,2006

D. By Age

Age Range Staff

18-25 14

26-35 166

36-45 180

46-55 147

56+ 165

Average Age at the OAS: 45

0

20

40

60

80

100

120

140

160

180

18-25 26-35 36-45 46-55 56+


10DHR

Dec. 7,2006

E. By Region and Nationality

REGION Staff %

Distribution of Western

Hemisphere population

(880 M) by region RF SF

North America 80 11.9% 37.6% 62 18

Central America 117 17.4% 16.8% 88 29

CARICOM 81 12.0% 1.6% 71 10

ALADI 371 55.2% 44.0% 276 95

Other 23 3.4% -- 12 11

Total 672 100.0% 100.0% 509 163

By Region of Birth

* 74 staff members from around the Hemisphere have become US citizens while working at the OAS


REGION Staff % RF SF

North America 160 23.8% 129 31

Central America 95 14.1% 69 26

CARICOM 78 11.6% 68 10

ALADI 329 48.9% 241 88

Other 10 1.4% 2 8

Total 672 100.0% 509 163

By Nationality/Naturalized *

11DHR

Dec. 7,2006

F. By Occupation

SG ASG SPA SMS SAF SEDI Total

Management 12 29 4 4 6 6 61

Technical Specialists 52 14 69 36 0 43 214

Administration 47 66 8 12 91 14 238

Legal 20 0 0 0 2 2 24

Miscellaneous 21 68 3 5 5 33 135


0

20

40

60

80

100

SG ASG SPA SMS SAF SEDI

Management Technical Specialists Administration

Legal Miscellaneous

II. Types of Contracts II. Types of Contracts

at the OASat the OAS


13DHR

Dec. 7,2006

OAS Types of ContractsType Career

ApppointmentsContunuing

AppointmentsLong Term Short Term Trust positions

appointmentsSpecial Observer Contract (SOC)

Temporary Support

Personnel

Local Professional

Contract

Associate Staff Member

Purpose The nature of the contract is not linked to the

functions and responsibilities of

the individuals, but to a personal status

they enjoy to fill vacancies and to

continue in service when reductions are made to the

staff of the General Secretariat

The nature of the contract is not linked to the

functions and responsibilities of the individuals,

but to the personal status

they enjoy

To carry out continuing GS

needs

To carry out special project or

activity

Appointed because of the trust or

confidence the Secretary General places in them, as

individuals, to perform the duties

and functions entrusted to them.

Event based project or mission away from

headquarters

To provide support (general

services) away form

headquarters

To provide services

(professional) away from

headquarters

Individuals appointed primarily

to perform functions of a professional,

technical, administrative, or

scientific nature, in accordance with agreements or

contracts concluded with

other institutions participating in programs of

common interest

Fund Regular Fund Regular Fund All Funds All Funds Regular Fund Specific Funds Specific Funds Specific Funds All FundsLength Indeterminate Indeterminate 1 up to 5 years up to 3 years for

Regular Fund . No limit for

Specific funds.

SG's term 11 mos. 29 days As needed Up to 5 years As needed

Competition No longer available as an option

Only those individuals with

five years of service in posts financed by the Regular Fund

who have successfully won

a recruitment competition may

apply for consideration for

a Continuing Contract

Yes, unless position financed

by Specific Fund & area requests

waiving of competition

No No No No No No. Hired in accordance

w/agreement or contract signed

w/institution.

Special Notes Only staff members who were appointed

to the Career Service prior to

June 30, 1994 and are still staff

members have career

appointments

Are characterized by their

indeterminate nature (no end

date to the contracts). The nature of the

contract is not linked to the functions and

responsibilities of the individuals.

To waive competition

requires written justification on why it is not convenient

to hold competition;

requires approval by DHRS

RF- Requires written

justification to show that purpose is

special project & in best interest of

GS/OAS & requires DHRS

approval

Although their appointments are for an indefinite

period, there is no implied tenure

unless they held career status prior to being appointed to a position of trust

If services after 11 mos. 29 days, must

have break in service.

Remuneration & benefits in

accordance w/ national labor laws of duty

staion. Salary no higher than UNDP G-6 in

country.

Remuneration in accordance with UNDP scale or national labor laws of duty

station.

Remuneration by GS/OAS, if any, in

accordance w/terms set out in

agreement.

Staff Rules 104.1 1042 Article 19 of the General

Standards

104.3, 104.5 104.3, 104.5 104.1, 104.4 104.3 104.1, 104.19 104.1, 104.18 104.1, 104.17


II. Types of contracts at the OAS

* Retirement and Pension Fund staff members (Fund 412)

** Record for Local Temporary Professionals and Support Staff, as well as Associates is incomplete at this time


Contract RF SF Total Percentage

Career 137 3 * 140 20.8%

Continuing Contract 40 0 40 5.9%

Long Term Contract 159 47 206 30.6%

Short Term Contract 116 68 184 27.3%

Trust/Non-Career 54 1 55 8.1%

Trust/Career 3 0 3 0.4%

Trust/Continuing Contract 0 1 1 12.5%

Special Observer Contract 0 31 31 4.6%

Temporary Support Personnel** 0 2 2 0.3%

Local Professional** 0 2 2 0.3%

Associate** 0 8 8 1.1%

Total 509 163 672 100.0%

Trust Positions as of Nov 30, 2006

All Trust Positions are financed by the RF.

The 58 equal to 8.6% of total staff and 11.3% of the RF staff.

Trust position managers oversee 672 RF and SF staff, plus over 890 CPR’s

Seven are General Services employees, including SG residence staff.

Six are P1’s through P4’s, primarily working as executive assistants or specialists in the different areas.

45 out of 58 (77.5%) trust positions are D1’s and P5’s, senior managers, or 8.8% of the RF staff

Appointed because of the confidence the Secretary General places in them, as individuals, to perform the duties and functions entrusted to them. The length of contract depends on the Secretary General’s term.


trust non career, 55

trust career, 3

RF, 451

SF, 163

16DHR

Dec. 7,2006

AREA TOTAL %

SG 53 5.9%

ASG 21 2.3%

SPA 351 39.4%

SM 257 28.8%

SAF 20 2.2%

SEDI 188 21.1%

890 100.0%

REGION TOTAL %

North America 119 13.3%

CentralAmerica 92 10.3%

ALADI 467 52.4%

CARICOM 176 19.7%

OTHERS 36 4.0%

890 100.0%

FUND TOTAL %

RF 69 7.7%

SF 821 92.2%

890 100.0%

CPR’s by Area and Region

Natural CPR’s : External consultants contracted to provide work products or time based services to the General Secretariat under a performance contract (also known as a “CPR”). They are not staff member of the General Secretariat and do not enjoy employee benefits. The performance contract does not create an employment relationship between the General Secretariat and a person.


17DHR

Dec. 7,2006

III. Bringing HR III. Bringing HR into the Futureinto the Future


18DHR

Dec. 7,2006

III. Bringing HR into the future

a. Align workforce planning with the long-term vision of the Organization.

b. Apply clear, equitable, and transparent Staff Rules that give flexibility and add value to the Organization.

c. Execute efficient position audits to better match skills and grade with post.

d. Assure continuity and future performance by reviewing every position and put into practice efficient and transparent recruitment and selection processes that will bring in qualified staff into the Organization.

e. Implement a Performance Management System linked to institutional objectives.

f. Expand training to enhance efficiency and improve morale.


Key Objectives:

19DHR

Dec. 7,2006

Manage and control growth of staffing costs

Match resources to needs

Respond effectively to changing needs

Increase organizational efficiency

Implement a succession planning

In the next 5 years 25% of the RF workforce will retire

a. Workforce Planning:


20DHR

Dec. 7,2006

Projected retirements 2006-2011

Year G-1 G-2 G3 G-4 G-5 G-6 G-7 Total P-1 P-2 P-3 P-4 P-5 D-1 Total TOTAL

2006 1 1 1 2 2 7 1 1 6 8 15

2007 1 1 4 6 1 6 4 1 12 18

2008 2 2 1 5 1 8 9 14

2009 1 1 2 3 7 1 2 5 5 13 20

2010 1 1 2 4 1 9 1 1 2 2 1 7 16

2011 1 1 3 1 6 1 3 2 6 12

Total 2 1 4 6 10 13 4 40 3 2 4 17 27 2 55 95


21DHR

Dec. 7,2006

b. Staff Rules

Eliminate inconsistencies.

Clarify responsibilities, obligations and accountabilities of staff members. Make transparent staff benefits and their impact on the budget.

Actions underway:

Ten focus groups (staff members and Staff Assoc.) working to identify rules that impede work and future requirements that need to be reflected in the Rules.

Benchmarking with other International Organizations.

Compilation of all documents that deal directly with Staff Rules.

Have new Staff Rules ready for CAAP review and approval by May 2007.


22DHR

Dec. 7,2006

c. Position Audits

CLASSIFICATION ACTIONS 2003-2006

YearReclassification

DownLevel

MaintainedReclassification

UpNew Post Review

Grand Total

2003 0 16 18 5 39

2004 0 32 30 17 79

2005 2 4 17 9 32

2006 1 3 28 12 44

Grand Total 3 55 93 43 194

Reclassification Down: From a higher to a lower grade

Level Maintained: Maintained at the same level

Reclassification Up: From a lower to a higher grade

New Post Review: Review of a new or vacant post


23DHR

Dec. 7,2006

Actions Underway


Redefine job descriptions and implement generic job descriptions according to the Organization’s needs.

Use Positions Audits as an effective reclassification tool

Developed internal methodology and procedures, that include the participation of the technical areas to assure transparency and efficiency, with no additional cost to the Organization.

External position audits are feasible but very costly.

24DHR

Dec. 7,2006

c. Position Audits:

d. Recruitment and Selection Process

Clarify terminologies to avoid confusion. For example “The term “vacant post”

should be used when a position is actually vacant and open for competition and

not when the incumbent is being reconfirmed in the position.

Implement new recruitment sources.

Actions Underway:

Improve screening process by using online applications by February 2007

Redefine the role of the Selection Committee increasing its attention to gender

and geographic representation.

Reinforce the role of DHR as consultants and strategic partners in the selection

process.


25DHR

Dec. 7,2006

Implement a Performance Evaluation process to enhance productivity and

individual job satisfaction.

Develop efficient and qualified staff members achieving quantifiable results

linked to institutional objectives.

Actions Underway:

• Benchmarking with International Organizations.

• IT system development.

• Objectives set by the Departments and Offices.

• Training for Supervisors and Staff Members (evaluation interviews).

• Individual Objectives set up in January 2007.

• Performance Evaluation under the new system in place by November 2007.


e. Performance Management System:

26DHR

Dec. 7,2006

New Performance Management System will result:

Individual Development Plans

Improvement plans for low performers

Career plan

Succession plan (identifying key positions and possible successors)

Promotions

Transfers

Incentive plan - recognition


27DHR

Dec. 7,2006

621 electronic surveys sent to OAS staff members for a training assessment.

Based on results and management needs, DHR developed a training program for

December 2006 to June 2007 containing 11 courses:

Leadership skills: 60 staff members in 4 sessions

Effective communications and negotiation skills: 75 staff members in 5 sessions

Decision making skills: 75 staff members in 5 sessions

Project management: 45 staff members in3 sessions

Performance Management: mandatory for all staff members

Training program addressing other needs will be implemented by mid 2007.

f. Training


28DHR

Dec. 7,2006

IV. ConclusionsIV. Conclusions


29DHR

Dec. 7,2006

IV. Conclusions

Our aim is to convert the OAS Secretariat into a 21st. Century organization, with a top-

model HR system.

Human Resources is committed to the ongoing changes in the Organization and will

hold itself accountable to Member States and the Secretariat on topics ranging from

gender representation to how its resources are invested.

Past practices are being meticulously examined to better diagnose the problems facing

the HR management and to serve the Organization even better in the coming years.

As a result, DHR is now able to put in place processes and procedures that will

increase efficiency and transparency and promote confidence in its administrative

systems.

Human Resources must be a change agent and a business partner to the Organization

and its Member States.


30DHR

Dec. 7,2006

Documents

HR to the Future Transparency and Efficiency. I. Our Staff a.Member Count b.By Organizational Unit and Fund c.By Level and Gender d.By Age e.By Region