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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

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Context

  • 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


Vision

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


Context

A People-Centered Strategy

Talent

Sourcing

Organizational

Effectiveness

Enabling

Environ-

ment

Staff

Capacity


Context

TheBOM/OHRWheel OF CHange

  • Support to Regionalization

  • Updated Recruitment system with related Mobility and Rotation policies and candidate

  • pools

  • Workforce planning and monitoring system and Reports

  • Support to

  • Pilots

The Right People in the Right Place at the Right Time

with the Right Process at the Right Cost

Attracting, Developing and Retaining Talent

  • Succession Management

  • system

  • POPP

  • Talent Sourcing

  • Mandatory

  • Induction

  • Programme

  • Classifications

  • Enabling Environment

UN/UNDP Organizational Effectiveness

Accountability

Quality

  • Simplified

  • Performance

  • Management

  • System

  • Programme

  • Finance unit

  • Staff work-life

  • And enabling

  • environment

  • programmes

  • Mentoring System

People

  • Staff Capacity

  • Professional

  • Certifications

  • Gender Action Plan

People Performing at their Highest Potential

Evolving Environment that is Safe, Diverse,

Value-driven, Empowering and Caring

  • Role and

  • Theme based

  • Training

  • Programmes

  • Career

  • Development Centre

  • Management/

  • Leadership

  • Programmes

  • IPSAS staffing

  • and training

UNDP making a Difference For People With People

We Care, We Develop, We Deliver


Monitoring its implementation

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


Key messages

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


Context

BACK UP


Gender parity in undp

Gender parity in UNDP


Current workforce scenario

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)


Dimension one talent sourcing

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


Dimension two staff capacity

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


Dimension three enabling environment

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.


Dimension three enabling environment cont

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


Defining success factors

Defining Success Factors


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