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Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
Context
• Globalization • Significant
inequalities across and within borders
• Cross-border challenges such as conflict, environmental disasters, and health epidemics
• UN reform• Strengthen our collective action • Build stronger partnerships with multilateral
and bilateral institutions
• 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)
• Help accelerating progress on human development
• Focus on MDGs • Promote UN coordination• Advocacy, policy and technical support UNDP’s
mandate
UNDPworkforce
Internalenvironment
Externalenvironment
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
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
Talent Sourcing
Staff Capacity
EnablingEnviron-
ment
OrganizationalEffectiveness
A People-Centered Strategy
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
UN/UNDP Organization
al Effectiveness
Qua
lity
Accountability
People
Support to
Regionalizati
on
Workforce planning and monitoring system and Reports
Updated Recruitment
system with related
Mobility and Rotation
policies and candidate pools
Succession
Manageme
nt system
Mandatory
Induction
Programme
Simplified Performance Management
System
Mentoring System
Professional
CertificationsRole and
Theme based
Training
ProgrammesManagement/
Leadership
Programmes
IPSAS staffing and training
Car
eer
Dev
elop
men
t Cen
tre
Gender
Act
ion P
lan
Staff work-life
And enabling
environment
programmes
Programme Finance unit
Classifications
POPP
Support to
Pilots
Talent Sourcing
Enab
ling
Envi
ronm
ent
Staff Capacity
THE BOM/OHR WHEEL OF CHANGE
UNDP making a Difference For People With People
We Care, We Develop, We Deliver
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
Key Messages
• Effective HR management is the collective responsibility of staff at all levels of the organization
• Highly skilled and proficient staff is the first step to achieving organizational excellence and delivering on development results
• The role of managers is critical in developing and nurturing staff
• Staff performs at their best in an enabling environment that responds to their professional and personal development
• UNDP is an organization that cares, develops and delivers
• The Staff Council aligns itself with the Management in implementing the HR Strategy
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
BACK UP
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
Gender parity in UNDP
Management Total M % F %
UNDP RBx Directors(ASG) 9 4 44% 5 56%
D2/D1 250 187 67% 83 33%
RC/RR 119 81 68% 38 32%
Country Directors 34 24 71% 10 29%
DRR 151 98 65% 53 35%
Total 374 246 66% 128 34%
UNDP RBECDirector (ASG) 1 0 0% 1 100%
D2/D1 24 16 67% 8 33%
RC/RR 21 15 71% 6 29%
Country Directors 3 3 100% 0 0%
DRR 22 7 30% 15 70%
Total 71 41 59% 30 41%
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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)
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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.
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
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
Talent Sourcing
Staff Capacity
Enabling Environment
HR
D
imen
sio
ns
Success Factors
OHR’s Support
Communica-ting
Fro
m S
trat
egy
To A
ctio
n
Potential Risks
Monitoring
Principles
Context
Vision
Str
ateg
ic O
verv
iew
Three dimensions
Financing
Defining Success Factors
Staff commitment
and contribution
+Joint
responsibility to
operationalize the strategy
