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Human Resources Management in UNICEF

Christine Lloyd Director, Division of Human Resources UNICEF


Informal Briefing to UNICEF Executive Board 27 July 2010

People-Centric Organisation

Human Resources Management in UNICEF

AGENDA
Organizational Capacity Planning Individual Capability Development Key Focus areas to close the gap Challenges g ahead

Organizational Capacity Planning demand side


Inflow -New Talent -Partners -Returners

Future Vision and Goals

Current Organisation

Need to adapt

Future Organisation

Outflow -Retirees -Leavers -Transfers T f

Individual Capability Development supply side

Attract

Plan

Develop

Frameworks Governance Org Culture Work environment


Advance Perform

Reward
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Staff by Gender and Age Group


GenderBalanceandVolumebyAgeGroup,asof1June2010
60and above 39% 61% Female Male

50to59

44%

56%

40to49

45%

55%

30to39

53%

47%

29and below 2,000 1,500 1,000

65%

35%

500

500

1,000

1,500

2,000

2,500

Staff by Gender and Grade


GenderBalanceandVolumeperStaffLevel,asof1June2010
InternationalPr ofessional / Natio onal Officer O

Female

Male

USG/ASG D2 D1 P5/L5 P4/L4/NOD P3/L3/NOC P2/L2/NOB P1/L1/NOA G7/TC7 G6 62% 72% 70% 50% 49% 47% 55% 49%

25% 75%

48% Female

42% 41% 44%

58% 59% 56% 51%

52% Male

50% 51% 53% 45% 38% 28% 30% 25% 4% 20% 80% 0 200 400 600 800 1,000 1,200 1,400 75% 96%

GeneralService

G5 G4/TC4 G3 G2 G1 1,000 800 600

400

200

Staff Category by Appointment Types

2,80125% 5,40648% 2,97627%

International Professional NationalOfficer GeneralService

Staff Category Name International Professional National Officer General Service

Permanent Fixed-Term TAs/TFTs Total Count % Count % Count % Count % 10% 2,147 , 77% 379 14% 2,801 275 , 100% % 77 3% 2,340 79% 559 19% 2,976 100% 467 9% 3,908 72% 1,031 19% 5,406 100%

Responsibilities

Line Managers

Staff Members

HR Professionals
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Key Focus Areas to close the gaps


Plan Strategic St t i Workforce W kf Planning Pl i Attract New Talent (NETI) Regular Recruitment HR in Emergencies g Develop Learning and Development MADC/LDI/Functional excellence Advance Talent pools/succession planning
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NETI (New & Emerging Talent Initiative )


Attraction, selection, development, and retention of talent from entry to midcareer levels l l One important source of talent for the future open to NOs and JPOs One-year programme: Two months in NYHQ: Ten months in Field Office: 1st Cohort (2008): 9 successful graduates 2nd Cohort (2009-2010): 20 successful graduates out of 21 participants. 3rd Cohort C h t (2010 (2010-2011): 2011) 22 final fi l participants ti i t f from rigorous/competitive i / titi selection l ti (4116 applications) Seen as an Industry best practice
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Recruitment / HR in Emergencies
Normal Recruitment (3-4 months)
2 weeks: Classification of JD 2 weeks: Advertisement

Fast Track: Crisis & Emergencies (4-6 weeks)


Immediate Release of SURGE Staff based on release agreement already signed. Deploy SURGE staff within 48 hours. 1 week: Recruitment using only generic JD's. 1 week: Advertisement/ Direct Selection through Talent Pool/Web Roster 2-3 weeks: Short listing/Interviews for external candidates only/ Desk Review for internal candidates

2-3 weeks: Short-listing (DHR) 2-4 weeks: CO Short-listing 1 week: k Organizing O i i I Interview t i P Panel l /Conducting Interviews 2 weeks: Submit case to CRB 1-2 weeks: Send recommendations for recruitment approval 1 week: Candidate Received Initial Offer Letter 1 week: Candidate Receives Detailed Offer letter

1 day: Approvals - all through Emergency Decision Lateral Appointments: DHR Director Promotions: DED 1 day: Candidate receives Detailed Offer letter

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Revised Competency Framework


For all UNICEF Staff

.
CORE COMPETENCIES Communication Working with People Drive for Results

CORE VALUES Diversity and Inclusion Integrity Commitment

PLUS Depending on your area of work, you will have 3 - 6 of the following Functional Competencies FUNCTIONAL U C O CO COMPETENCIES C S

Deciding & Initiating Action Leading & Supervising Relating & Networking Persuading & Influencing A l i T Applying Technical h i lE Expertise ti Analyzing Learning & Researching Creating & Innovating Formulating Strategies & Concepts Planning & Organizing Following Instructions & Procedures Adapting & Responding to Change Coping with Pressure & Setbacks Entrepreneurial Thinking

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Key Focus Areas to close the gaps


Plan Strategic St t i Workforce W kf Planning Pl i Attract New Talent (NETI) Regular Recruitment HR in Emergencies g Develop Learning and Development MADC/LDI/Functional excellence Advance Talent pools/succession planning
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Key Focus Areas


Perform Performance Culture ePAS introduction Reward and recognise Contractual frameworks Increased focus on recognition Environment Administration Ad i i t ti of f Justice J ti System S t Staff relations Work environment
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e-PAS

End 2009 new electronic p performance appraisal pp system y introduced for IP staff - integrated with competency framework Focuses on streamlined documentation and quality of dialogue e-PAS process requires staff planning (Performance Planning, MidYear Review, and Performance Review & Assessment phases) 81% global compliance rate vs. 60% historical compliance for paperbased system. N Next S Steps:
Comparative study of objectives quality Focus Groups and mid-year online questionnaire on training, support, and application Continued focus on management skills development

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Key Focus Areas


Perform Performance Culture ePAS introduction Reward and recognise Contractual frameworks Increased focus on recognition Environment Administration Ad i i t ti of f Justice J ti System S t Staff relations Work environment
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UN Coherence

Inter-Agency Networks and Working Groups g of Policies and Practices Alignment HR systems alignment Joint staff relations Sharing Good Practice / Cost Savings Cost Sharing on Projects

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Key Challenges ahead.

Strengthening partnership with Line Managers Assessing Future Needs based on Strategy Integrating HR Planning into Planning Cycle Streamlining g Processes and Policies Systems enhancements/integration Strengthening the HR Function

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A PEOPLE CENTRIC ORGANISATION

Human Resources are the key to success in reaching g our g goals Our focus is on : strategic planning systemic transformation g mindsets shifting
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