NATO TRAINING AND DEVELOPMENT WORKFORCE MANAGEMENT

1. NATO TRAINING AND DEVELOPMENTWORKFORCE MANAGEMENT Intensive HRM Training Day Dr. Eric Welch Head, Talent Management and Organizational Development NATO HQ

3. Human Resource Management Process Strategy and Requirements Talent Management Performance (Organizational and personal)

5. “Professional Development”?? What is it? Why do it?

6. What is Professional Development? • Information sessions • Skills training • Preparation for future roles and responsibilities

7. Why do Professional Development? • Attract people to join • Make people more effective in their current jobs • Prepare them for promotion • Reward them for good performance

8. Professional Development at NATO • Our areas of responsibility • Primarily for HQ International Staff • Some NATO-wide elements • “Typical” staff profile • Fairly high average tenure in job • More likely to be “experts” than “generalists” • Other NATO providers • The NATO school

9. What matters to us in Professional Development • Focus primarily on skills training • Some information sessions • Some future-oriented development • Focus is primarily to make people more effective in their current jobs • Elements of attraction and organizational reputation • Training participation is generally voluntary

10. Organizational Design and Development Performance Review & Development Objectives: I willset them with my manager NATO’s Objectives & Needs Mid-term: wewill review progress My Post Description Annually: Iwill be evaluated on my work and on …. My Competencies My Result Areas My Languages Because of different job families and work levels My IT And if I want OR I need, I can further develop my Competencies…………. ME IT Training Competencies training Language Courses Management Development Programme NATO Executive Development Programme Training and Development Pre-deployment training Leadership Journey Senior Circle

11. Professional Development Areas at NATO • Job-specific training • Competency-focused common training • Languages • Pre-deployment • Managers • Leaders • Senior leaders • NATO-wide Executive Development Program

12. Professional Development Budget

14. Job-specific Training • Translation training for translators • Firefighting training for firefighters • IT training for IT professionals • Finance training for finance professionals • Legal training for legal advisors

15. Competency Focused Training • Achievement • Analytical Thinking • Change Leadership • Clarity and Accuracy • Conceptual Thinking • Customer Service Orientation • Developing Others • Empathy • Flexibility • Impact and Influence • Initiative • Leadership • Organizational Awareness • Organizational Commitment • Self-Control • Teamwork

16. Language Training • NATO has 2 official languages: English and French • Group classes for all levels • Also have training for languages of strategic interest • Russian • Arabic • Progress should be noted during Annual Review Appraisal

17. Pre-deployment Training - NATO civilian staff deployed to volatile areas - Adequate preparation required - Mandatory hostile environment training - Cultural awareness, first aid, etc.

18. Training: Managerial and Leadership • Manager’s Charter: • Attract Staff • Develop Staff • Monitor and Promote Performance • Foster Continual Improvement • Senior Circle • Leadership Journey • Management Development Program • NATO-wide Executive Development Program

19. Senior Circle • Membership by invitation of the Deputy Secretary General • Target audience: ASGs and DASGs • Discusses hot topics: latest thinking and trends from across and outside NATO • Gives opportunities to further hone leadership and management skills

20. Format: Info Sessions or Luncheons with guest speakers • When: Ongoing throughout year, responding to the needs of senior management • Past events: • - “Understanding and Leveraging Cultural Differences” • - “Chairing Skills” • - “Recruiting for Success” • - Guest speakers from private and public sector • Future event: • - “The Role of Competencies”

21. Leadership Journey • Open to all senior managers • Series of 1-day sessions (modular approach) • Results in certification • Example workshops: “Understanding Yourself as a Leader” “The Changing Global Environment and What it Means for NATO” “Enhancing Relationships and Gaining Commitment” “Leading and Innovating in an International Public Sector Environment”

22. Management Development Program (MDP) • Required for new managers • Available to existing managers • Five modules over 12 months • Registration anytime, through Training Portal Objective: Fashion a common, professional, managerial culture at NATO HQ.

23. Assessed on their progress and development in their Annual Review • Desired result: Ensures that junior and middle managers gain and develop appropriate managerial skills and competencies

24. NATO-wide Executive Development Program (NEDP) • The first and only NATO-wide development initiative • 10-month program • Junior and mid-level managers / potential leaders • Currently in the 5th cycle

25. Goals of the NEDP • Build networks • Strengthen NATO’s corporate identity and core values • Foster a common culture • Develop leadership and managerial skills • Improve career development prospects = Benefits for the Organization AND the individual

26. Participation • 24 civilian participants per year • A2 – A5 grades (Mid to Upper Management) • NATO-wide • Self-submission by individuals • Endorsement by their managers • Selection by senior management panel

27. Projects • Sponsored by senior leaders • Conducted and implemented by NEDP participants • Contribute towards NATO Objectives

29. Challenges in Professional Development • Getting more value for our investments • Ensure relevance (and interest/participation) • Transfer of training/skills • Skills database • Reusable training • Ensure provider quality • In-source training • Link to other initiatives (e.g., assessment centers) • NEDP Alumni network • Mentoring and coaching • Keep up with changing needs (e.g., new HQ)

30. Workforce management • “Talent” Management • Right person in the right place at the right time • How to know the right person?

31. Staff Skills Database • Purpose: mechanism to expand capabilities in times of crisis (Surge Capacity) using existing resources from other divisions • What it is: individual profiles completed and maintained by staff members – focus on the skills not used in the normal job • Where: HR Service Portal • Additional benefit: ad-hoc support for short-term help on other projects and initiatives

32. Identify skills • Inputs: • Education and Languages • Skill Categories, Areas, and Topics • Professional Interests • References • Career Goals and Expectations (HR eyes only) • Menus and free text

33. Meet needs • Structured + Free text search options • Production of CV-type reports • Open to all staff, on request • Result:180 unique visitors, 60 profiles, 70 searches within 30 days of implementation • Next steps: Increase usage, expand to other NATO bodies, create Surge Capacity Pool

34. Eric Welch, Ph.D. North Atlantic Treaty Organization Welch.eric@hq.nato.int +32 (0)2 707 3750

35. Recent Professional Development Initiatives • Relevance • Training Needs Analysis • Identify the need, not the solution • Competency gap analysis • Skills database • Expanding our audience and area of impact • Sharing costs • Standardizing practices • Managerial involvement in staff development

36. Recent Professional Development Initiatives • Managerial development • Tools for administration • Measurement and metrics • New formulations (e.g., length of training) • “Talent Management” • What is “talent”? • Links to other HR areas (e.g., recruitment, performance management)