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UN Organizational Integrity Initiative Town Hall Meeting

Join the UN Town Hall Meeting to discuss survey results on integrity, share reactions, and suggest improvements for staff development and organizational integrity. Understand UN staff perceptions and concerns. Email hub: dpi-integrity@un.org

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UN Organizational Integrity Initiative Town Hall Meeting

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  1. DPI Town Hall Meeting

  2. Organizational Integrity Initiative Town Hall Meeting

  3. RESPONSE RATE • Number of UN staff surveyed: 18,015 • Total UN respondents: 6,086 • UN response rate = 33%

  4. Purpose • Share with you the results of the Integrity Perception Survey • Solicit your reactions, concerns and suggestions regarding the findings • E-mail hub created: • Dpi-integrity@un.org

  5. Where we started: • UN took the lead in framing the convention against Fraud and Corruption in 2003 • SG expressed desire that UN model high standards of ethical conduct • SG requested OIOS to launch theOrganizational Integrity Initiative as one component of reform • Survey of staff perceptions commissioned as part of this initiative

  6. Objectives of the Survey • Measure attitudes and perceptions about integrity among UN Staff • Use results to help implement the Organizational Integrity Initiative effectively • Use results to design improvement strategies for the Organization and for further staff development

  7. What are some indicators of Organizational Integrity? • Demonstrating UN values in daily activity • Acting without consideration of personal gain • Resisting undue political pressure in decision-making • Not abusing power or authority • Standing by decisions in the Organization’s interest, even if they are not popular • Taking prompt action in cases of unprofessional or unethical behavior

  8. Organizational Integrity Indices:Overall UN scores

  9. Overall Findings Most staff • Express a high level of satisfaction from employment in the UN • Believe they know what is expected from them in terms of behaving with integrity • Believe that existing policies, practices and guidelines help define ethical behavior and professional conduct • Do not believe there is wide scale corruption in the UN

  10. Overall Findings However, many staff also: • Believe we do take not enough action to investigate instances of unethical behavior • Fear reprisal or retaliation from management for reporting perceived breaches of ethics • Believe that management applies the disciplinary process unevenly and outcomes are little known • Believe that their immediate supervisor demonstrates integrity, but the view of senior leaders is less positive

  11. Overall Findings Some staff believe that: • Management does not take integrity and ethical behavior sufficiently into account in selection, promotion and assessment processes • There is not enough dialogue on ethical concerns in the Organization

  12. Organizational Integrity Indices:DPI scores compared to UN’s

  13. Four Key Priority Areas • Tone at the Top • Staff accountability • Supervisory commitment • Ethnocentrism

  14. What are we doing?# 1: Tone at the Top • Concern: • Perception of senior leaders • What we are doing: • SG has urged senior managers to make greater efforts to maintain open and frank communication with staff • Communication with staff to be element in Department Head’s annual compact with the Secretary-General

  15. What are we doing? #1: Tone at the Top (cont’d) • Development and realization of action plan on integrity to consider issues raised by survey including: • Prompt and decisive action on breaches of integrity • Adequate disciplinary measures for those violating ethical standards • Communication of results, as appropriate

  16. What are we doing? # 2: Staff Accountability • Concern: • Fear of reprisals against staff that report violations • What we have: • Office of Internal Oversight – confidential • Office of the Ombudsman – confidential • Next steps: • Better information to staff on avenues of assistance

  17. What are we doing?#2: Staff Accountability (cont’d) • Concern: • Belief that integrity is not adequately recognized in selection, promotion and assessment processes • What we are doing: • Core values and core competencies included in staff selection process • Core values including integrity assessed in PAS • Component on Integrity included in training on procurement, finance, HR management, senior management programmes and others

  18. What more do we need?#3: Supervisory Commitment • UN Supervisory Commitment factor rated high but… • We can do more: • Improve level of comfort for staff to freely discuss these issues with their supervisors • Model the behavior we expect from staff

  19. What are we doing? #4: Ethnocentrism • Concern: • Political pressures • Perception of cultural favoritism • What we are doing: • Need to examine perceptions vs. facts • Need for greater transparency • Diversity training

  20. Follow-up to this Survey • Creation by SG of group of senior managers, chaired by Deputy Secretary General to guide the follow-up process • Senior managers will be supported by consultative group consisting of a wide cross section of staff • Departments to nominate two representatives

  21. OPEN-ENDED QUESTION DELOITTE & TOUCHE CATEGORIZATION OF OPEN-ENDED COMMENTS

  22. OPEN-ENDED QUESTION PERCENTAGE OF COMMENTS BY CATEGORY (101 DPI RESPONDENTS)

  23. Contact • For further comments and inquiries DPI e-mail hub: Dpi-integrity@un.org

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