Identifying and retaining talent: The key to recruiting and motivating staff BEVERLY HAGERDON THAKUR Chief of Party, IFES Philippines

Introduction Qualities of a professional electoral service: integrity impartiality independence transparency efficiency service-mindedness professionalism

EMB Professionalization starts with: staff recruitment, retention and development “employer of choice” values skills, innovation, diversity, personal growth, and reward systems career paths to retain best skills

Staff Recruitment, Retention and Promotion use civil servants; own staff and civil servants during elections some discourage use of civil servants civil servants means access to a diverse pool of skills public advertisement and interviews marginalized groups

Challenges to Retaining EMB Staff Capacities and performance of staff Conflict environments, flawed legal frameworks, a temporary EMB institution, and funds Mobility of any public service (skill and experience gap)

Challenges to Retaining EMB Staff (cont’d.) Retaining experienced staff impacts an EMB’s sustainability Institutional memory of the EMB Staff retention requires active planning by an EMB Exit debriefings Timely recruitment processes Mentoring

Addressing the Challenges Active organization and staff development contributes to the sustainability of the EMB. staff training and development internal courses professional associations academic qualifications mentoring and skills transfer by consultants and senior managers use of electoral management curriculum BRIDGE course Customized short-term (including teambuilding) and long-term informal training (For education and development courses for EMB staff, refer to page 159 of the International IDEA Handbook on Electoral Management Design)

Induction vis-à-vis Staff Retention Induction program can both avoid premature staff turnover and make individuals feel themselves valued and more likely to be satisfied in their work. (Source: BRIDGE module on Strategic and Financial Planning) Case study: Australian Electoral Commission In 2009–10, a range of strategies were implemented by the AEC to promote and encourage the retention of mature-aged staff with the skills and experience valued, including flexible working arrangements. “Investing in Our People” (IIOP)

AEC’s Investing in Our People Program (For more information on the AEC’s Strategic Plan and Annual Reports, visit:

Teambuilding vis-à-vis Staff Retention Case study: Philippine Election Commission (COMELEC) Use of Keisey Bates as tool for Teambuilding and Staff Retention In 2012, COMELEC underwent Keirsey Bates / Myers Briggs Type Indicator assessment test Mike Yard explains to the group the varying personality types and preferences and how they productively synergize each other. COMELEC’s Personnel Department Director highly recommended its use as a human resource tool and shared, “Our training division will work on translating the personality test sorter into the Filipino language, and have our employees from the lowest to the middle level managers, take the test. We see its relevance in teambuilding and improving efficiency in the work place.”

Conclusion Staff recruitment, retention and development policies lead to professionalization Attractive career paths Professionalization helps long-term institutional capacity and sustainability facilitates free and fair elections

Sources 1.Electoral Management Design: The International IDEA Handbook ( ) 2.Building Resources in Democracy, Governance and Elections (Strategic and Financial Planning Module) ( 3. (Topic: Electoral Management) 4.

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