HR to the Future Transparency and Efficiency

I. Our Staff a.Member Count b.By Organizational Unit and Fund c.By Level and Gender d.By Age e.By Region and Nationality f.By Occupation II. Types of Contracts (including Trust Positions) III. Bringing HR into the future a.Workforce Planning b.Staff Rules c.Position Audits d.Recruitment and Selection e.Performance Management f.Training IV. Conclusions Introduction DHR Dec. 7,2006

Introduction Key DHR objectives to help ensure the future of the Organization: 1. Manage effectively the workforce and its budget impact over time 2. Increase efficiency and flexibility of personnel systems 3. Improve staff morale RF budget cutbacks, coupled with SF increases, led to decentralization with insufficient accountability in human resources management practices. Outdated rules and regulations have hindered a more efficient management of HR. We are developing alternative approaches that will increase accountability and improve utilization of staff resources. Changes support Budget Resolution call for a more transparent and efficient Organization. Organization of American States Secretariat for Administration and Finance Department of Human Resources 3 DHR Dec. 7,2006

I. Our Staff (Past and Present) Organization of American States Secretariat for Administration and Finance Department of Human Resources 4 DHR Dec. 7,2006

a. Member Count I. Our Staff As of Nov 30, 2006 Organization of American States Secretariat for Administration and Finance Department of Human Resources 5 DHR Dec. 7,2006

672 Staff Members as of Nov. 30, 2006 FundStaff% by Fund Regular Fund 50976% Specific Fund 16324% B. By Organizational Unit and Fund Organization of American States Secretariat for Administration and Finance Department of Human Resources Area RFSF SG *Secretary General Office131 Department of Planning Control and Evaluation62 Department of Press and Communications140 Department of External Relations90 Department of Legal Services90 Protocol Office50 Summits Department51 International Law Office203 Exec Sec of the I-A Comm. on Human Rights2811 Human Development Fund Committee132 Inspector General Office71 ASG Assistant Secretary General Office124 Conference and Meetings Office410 Coordinating Office for the Offices and Units of the General Secretariat in the Member States770 Coordinating Office for Special Units133 Office of Cultural Services142 Office of the Secretariat to the General Assembly, Meeting of Consultation, Permanent Council and Subsidiary Organs110 Secretariat for Political Affairs2955 Secretariat for Multidimensional Security2335 Secretariat for Administration and Finance10124 Executive Secretariat for Integral Development5913 Retirement and Pension Fund05 OAS Staff Association01 Total DHR Dec. 7,2006 In the SG area, 3 of the 13 staff members are support personnel in the residence of the Secretary General

Staff by Gender GenderStaffPercentage Male31347% Female35953% Total % Organization of American States Secretariat for Administration and Finance Department of Human Resources Staff by Level LevelStaffPercentage Professionals43465% Generalists23835% Total % 7 DHR Dec. 7,2006 C. By Gender/Level

Organization of American States Secretariat for Administration and Finance Department of Human Resources LevelStaffMaleFemale SG110 ASG110 D11486 P P P P P Total Professionals: DHR Dec. 7,2006

Generalists: 238 LevelStaffMaleFemale G1211 G2440 G G G G G7725 Total Organization of American States Secretariat for Administration and Finance Department of Human Resources 9 DHR Dec. 7,2006

D. By Age Age RangeStaff Average Age at the OAS: 45 Organization of American States Secretariat for Administration and Finance Department of Human Resources 10 DHR Dec. 7,2006

E. By Region and Nationality REGION Staff % Distribution of Western Hemisphere population (880 M) by region RFSF North America8011.9%37.6%6218 Central America %16.8%8829 CARICOM8112.0%1.6%7110 ALADI %44.0%27695 Other233.4% Total % By Region of Birth * 74 staff members from around the Hemisphere have become US citizens while working at the OAS Organization of American States Secretariat for Administration and Finance Department of Human Resources REGIONStaff%RFSF North America %12931 Central America9514.1%6926 CARICOM7811.6%6810 ALADI %24188 Other101.4%28 Total % By Nationality/Naturalized * 11 DHR Dec. 7,2006

F. By Occupation SGASGSPASMSSAFSEDI Total Management Technical Specialists Administration Legal Miscellaneous Organization of American States Secretariat for Administration and Finance Department of Human Resources

II. Types of Contracts II. Types of Contracts at the OAS Organization of American States Secretariat for Administration and Finance Department of Human Resources 13 DHR Dec. 7,2006

OAS Types of Contracts Organization of American States Secretariat for Administration and Finance Department of Human Resources

II. Types of contracts at the OAS * Retirement and Pension Fund staff members (Fund 412) ** Record for Local Temporary Professionals and Support Staff, as well as Associates is incomplete at this time Organization of American States Secretariat for Administration and Finance Department of Human Resources ContractRFSFTotalPercentage Career137 3 * % Continuing Contract % Long Term Contract % Short Term Contract % Trust/Non-Career % Trust/Career3030.4% Trust/Continuing Contract % Special Observer Contract % Temporary Support Personnel**0220.3% Local Professional**0220.3% Associate**0881.1% Total %

Trust Positions as of Nov 30, 2006 All Trust Positions are financed by the RF. The 58 equal to 8.6% of total staff and 11.3% of the RF staff. Trust position managers oversee 672 RF and SF staff, plus over 890 CPR’s Seven are General Services employees, including SG residence staff. Six are P1’s through P4’s, primarily working as executive assistants or specialists in the different areas. 45 out of 58 (77.5%) trust positions are D1’s and P5’s, senior managers, or 8.8% of the RF staff Appointed because of the confidence the Secretary General places in them, as individuals, to perform the duties and functions entrusted to them. The length of contract depends on the Secretary General’s term. Organization of American States Secretariat for Administration and Finance Department of Human Resources 16 DHR Dec. 7,2006

AREATOTAL% SG535.9% ASG212.3% SPA % SM % SAF202.2% SEDI % % REGIONTOTAL% North America % Central America9210.3% ALADI % CARICOM % OTHERS364.0% % FUNDTOTAL% RF697.7% SF % % CPR’s by Area and Region Natural CPR’s : External consultants contracted to provide work products or time based services to the General Secretariat under a performance contract (also known as a “CPR”). They are not staff member of the General Secretariat and do not enjoy employee benefits. The performance contract does not create an employment relationship between the General Secretariat and a person. Organization of American States Secretariat for Administration and Finance Department of Human Resources 17 DHR Dec. 7,2006

III. Bringing HR into the Future Organization of American States Secretariat for Administration and Finance Department of Human Resources 18 DHR Dec. 7,2006

III. Bringing HR into the future a. Align workforce planning with the long-term vision of the Organization. b. Apply clear, equitable, and transparent Staff Rules that give flexibility and add value to the Organization. c. Execute efficient position audits to better match skills and grade with post. d. Assure continuity and future performance by reviewing every position and put into practice efficient and transparent recruitment and selection processes that will bring in qualified staff into the Organization. e. Implement a Performance Management System linked to institutional objectives. f. Expand training to enhance efficiency and improve morale. Organization of American States Secretariat for Administration and Finance Department of Human Resources Key Objectives: 19 DHR Dec. 7,2006

Manage and control growth of staffing costs Match resources to needs Respond effectively to changing needs Increase organizational efficiency Implement a succession planning In the next 5 years 25% of the RF workforce will retire a. Workforce Planning: Organization of American States Secretariat for Administration and Finance Department of Human Resources 20 DHR Dec. 7,2006

Projected retirements YearG-1G-2G3G-4G-5G-6G-7TotalP-1P-2P-3P-4P-5D-1TotalTOTAL Total Organization of American States Secretariat for Administration and Finance Department of Human Resources 21 DHR Dec. 7,2006

b. Staff Rules Eliminate inconsistencies. Clarify responsibilities, obligations and accountabilities of staff members. Make transparent staff benefits and their impact on the budget. Actions underway: Ten focus groups (staff members and Staff Assoc.) working to identify rules that impede work and future requirements that need to be reflected in the Rules. Benchmarking with other International Organizations. Compilation of all documents that deal directly with Staff Rules. Have new Staff Rules ready for CAAP review and approval by May Organization of American States Secretariat for Administration and Finance Department of Human Resources 22 DHR Dec. 7,2006

c. Position Audits CLASSIFICATION ACTIONS Year Reclassification Down Level Maintained Reclassification Up New Post Review Grand Total Grand Total Reclassification Down:From a higher to a lower grade Level Maintained:Maintained at the same level Reclassification Up:From a lower to a higher grade New Post Review:Review of a new or vacant post Organization of American States Secretariat for Administration and Finance Department of Human Resources 23 DHR Dec. 7,2006

Actions Underway Organization of American States Secretariat for Administration and Finance Department of Human Resources Redefine job descriptions and implement generic job descriptions according to the Organization’s needs. Use Positions Audits as an effective reclassification tool Developed internal methodology and procedures, that include the participation of the technical areas to assure transparency and efficiency, with no additional cost to the Organization. External position audits are feasible but very costly. 24 DHR Dec. 7,2006 c. Position Audits:

d. Recruitment and Selection Process Clarify terminologies to avoid confusion. For example “The term “vacant post” should be used when a position is actually vacant and open for competition and not when the incumbent is being reconfirmed in the position. Implement new recruitment sources. Actions Underway: Improve screening process by using online applications by February 2007 Redefine the role of the Selection Committee increasing its attention to gender and geographic representation. Reinforce the role of DHR as consultants and strategic partners in the selection process. Organization of American States Secretariat for Administration and Finance Department of Human Resources 25 DHR Dec. 7,2006

Implement a Performance Evaluation process to enhance productivity and individual job satisfaction. Develop efficient and qualified staff members achieving quantifiable results linked to institutional objectives. Actions Underway: Benchmarking with International Organizations. IT system development. Objectives set by the Departments and Offices. Training for Supervisors and Staff Members (evaluation interviews). Individual Objectives set up in January Performance Evaluation under the new system in place by November Organization of American States Secretariat for Administration and Finance Department of Human Resources e. Performance Management System: 26 DHR Dec. 7,2006

New Performance Management System will result: Individual Development Plans Improvement plans for low performers Career plan Succession plan (identifying key positions and possible successors) Promotions Transfers Incentive plan - recognition Organization of American States Secretariat for Administration and Finance Department of Human Resources 27 DHR Dec. 7,2006

621 electronic surveys sent to OAS staff members for a training assessment. Based on results and management needs, DHR developed a training program for December 2006 to June 2007 containing 11 courses:  Leadership skills: 60 staff members in 4 sessions  Effective communications and negotiation skills: 75 staff members in 5 sessions  Decision making skills: 75 staff members in 5 sessions  Project management: 45 staff members in3 sessions  Performance Management: mandatory for all staff members Training program addressing other needs will be implemented by mid f. Training Organization of American States Secretariat for Administration and Finance Department of Human Resources 28 DHR Dec. 7,2006

IV. Conclusions Organization of American States Secretariat for Administration and Finance Department of Human Resources 29 DHR Dec. 7,2006

IV. Conclusions Our aim is to convert the OAS Secretariat into a 21 st. Century organization, with a top- model HR system. Human Resources is committed to the ongoing changes in the Organization and will hold itself accountable to Member States and the Secretariat on topics ranging from gender representation to how its resources are invested. Past practices are being meticulously examined to better diagnose the problems facing the HR management and to serve the Organization even better in the coming years. As a result, DHR is now able to put in place processes and procedures that will increase efficiency and transparency and promote confidence in its administrative systems. Human Resources must be a change agent and a business partner to the Organization and its Member States. Organization of American States Secretariat for Administration and Finance Department of Human Resources 30 DHR Dec. 7,2006