1. Human Resources Management in UNDP: “A People-based Strategy” ………in the making Regional Cluster Meeting RBEC Bratislava, April, 2008

2. Key change drivers : The reality picture Dimensions of change Development Effectiveness: Focus on Results The UN Reform Growing complexity and IAG and MDGs External The Regionalization Process The Strategic Plan The Work Force Demographics Internal CultureStructurePeopleInnovationInnovation Business processes

3. Current Workforce Scenario  Workforce Numbers (effective April 1 2008) Total of 7855 international and national staff members holding 100, 200 and 300 series contracts (USG – G1) Total of 7855 international and national staff members holding 100, 200 and 300 series contracts (USG – G1) 51% of all staff are males and 49% are females. 51% of all staff are males and 49% are females. The average age of UNDP staff members is 42 years old. The average age of UNDP staff members is 42 years old. UNDP Staff come from 173 different countries or territories. UNDP Staff come from 173 different countries or territories.  Retirement/Attrition A total of 5% ( 364) of UNDP’s total workforce (100,200 & 300) will retire by 2010. A total of 5% ( 364) of UNDP’s total workforce (100,200 & 300) will retire by 2010. 39% of all D2 level staff and 18% of all D1 staff will retire by 2010. 39% of all D2 level staff and 18% of all D1 staff will retire by 2010. 21% of RC/RRs (excluding 9 OICS) will retire by the year 2010 21% of RC/RRs (excluding 9 OICS) will retire by the year 2010  Diversity The top 10 national groupings in UNDP include nationals from 4 donor countries (US; Canada; UK and France) and 6 programme countries (India; Nepal; Philippines; Brazil; Kenya & Pakistan) The top 10 national groupings in UNDP include nationals from 4 donor countries (US; Canada; UK and France) and 6 programme countries (India; Nepal; Philippines; Brazil; Kenya & Pakistan)

4. Gender parity in UNDP Management ManagementTotalM%F% UNDP RBx Directors(ASG) 9444%556% D2/D125018767%8333% RC/RR1198168%3832% Country Directors 342471%1029% DRR1519865%5335% Total37424666%12834% Excludes: Officer-in-charge

5. Key parameters A comprehensive and systematic assessment of the organization readiness for supporting change in HRM, as well as of the current HR reality to identify both where improvement is required and where policies and practices are working well A comprehensive and systematic assessment of the organization readiness for supporting change in HRM, as well as of the current HR reality to identify both where improvement is required and where policies and practices are working well A new vision of effective HR practices which produce specific outcomes that contribute to achieving UNDP’s goals, underpinned by clear values and principles, and focusing on the human side of the UNDP working life A new vision of effective HR practices which produce specific outcomes that contribute to achieving UNDP’s goals, underpinned by clear values and principles, and focusing on the human side of the UNDP working life A strategy for achieving progress and building greater capacity to bring about change (bearing in mind that effective human resource management depends as much on good quality line management A strategy for achieving progress and building greater capacity to bring about change (bearing in mind that effective human resource management depends as much on good quality line management

6. Create a more effective, responsive and productive organization Create a more effective, responsive and productive organization  HR is about people  Unifies UNDP staff around shared values and principles  HR is about people  Unifies UNDP staff around shared values and principles Vision Value Proposition Vision and Value Proposition Vision and Value Proposition

7. Guiding Principles Create a new culture, a new environment Create a new culture, a new environment People-based People-based Performance and Accountability Performance and Accountability Value driven Alignment with UNDP strategic direction and business orientation 1 4 3 2 5 To provide HR policies, practices, and initiatives that ensure staff has the skills, abilities, and motivation to effectively and efficiently perform at the highest levels, and to develop their own professional and personal potential

8. HR Strategy Pillars 1. Supporting Organizational Effectiveness 2. Influencing and Supporting the UN Reform Agenda 3. Strengthening Staff Capacity Building Efforts 4. Increasing Transparency and Accountability 5. Achieving the Right Balance Between Family and Work

9. HR Strategy Pillars: 1. Organizational Effectiveness HR Strategy Pillars: 1. Organizational Effectiveness  Change management  Job Classification/CO Typology  Staffing and resourcing system as well as succession planning  Atlas Wave II  Career Development/Performance Appraisal Systems  Action Plans to achieve Gender, Diversity and PWD Targets  New HR User Guide  HR model for countries in crisis and post-conflict

10. HR Strategy Pillars: 2. The UN Reform Agenda  Strengthening the RC system: RC governance structure; RC appraisal and recourse system; RC assessment, and RC induction and training  Implementing the Country Director model  Piloting Broad Banding for the RC/RR category  Supporting the One UN Pilots  Within UNDG: harmonization of administrative practices  Within wider UN System: contractual reform; spouse employment and dual career; and enhanced harmonization in HR policies, practices and entitlements

11. HR Strategy Pillars: 3. Staff Capacity Building Efforts  Development of an Integrated Competency framework  New Career Development Policy implemented, and institutional capacity installed turning the LRC into the LCDC (special emphasis on National Staff)  Performance Management System effectively linked to individual development  New resourcing framework in place  Professionalization/certification of staff  Leadership and Management skills training for senior, middle, first-time managers  Surge capacity initiative

12. HR Strategy Pillars: 4.Transparency and Accountability  Ethics and value-based training (UN Ethics Guide and UNDP Code of Conduct)  Accountability Framework/Risk management  Legal Framework  More rigorous management of talent  Stricter follow up to GSS results  Change Management Clearance process  Strict compliance of line managers responsibility/Regional Bureaux in HR management  Provision of an enabling work environment free of discrimination, abuse of authority, harassment, and retaliation  Stronger OHR role

13. HR Strategy Pillars: 5. Balance Between Life and Work  Advocating stronger leadership in role modeling good practices  Providing enhanced training  Developing tools to support staff  Adapting related industry practices and policies  Monitoring trends/best practices in COs  Fostering an environment of collective responsibility

14. Roadmap: HR Strategy formulation Oct Nov DecJanFebMarchAprMayJunJul Conceptualizing phase Drafting Phase Roll out phase UNDP SP Approval Discussion HR/RR Networks OHRRetreat Regional Inputs Supporting COs network Discussion/Validation CeroDraft ConsolidatedDraft Drafting Group Meeting Roll out Strategy CO trickle down plans GSF NVC OHR/Staff Council Support/

15. Planned Results 1. Higher performance levels and organizational effectiveness with greater attention to the field 2. Achieving gender parity, especially at senior levels 3. Effectively managing talent by ensuring retention and career development of staff through a process of capacity development and continuous learning 4. Managing succession by building pools of qualified and motivated staff who perform in a spirit of common identity 5. Ethics and values integrated into personal behaviors and workplace 6. Ensuring effective options for work/life balance

16. Possible discussion issues Are strategic issues/challenges adequately addressed? Are strategic issues/challenges adequately addressed? Are proposed options realistic? Anything to be dropped or added? Are proposed options realistic? Anything to be dropped or added? What are the opportunities, challenges, and constraints for the COs? What are the opportunities, challenges, and constraints for the COs? What incentives, CO structure changes, new product/service lines, staff profile, HQ support are needed? What incentives, CO structure changes, new product/service lines, staff profile, HQ support are needed? What is it for us possible to do now? What is it for us possible to do now? Do we have the right staff profile to remain competitive in the development business? Do we have the right staff profile to remain competitive in the development business? Do we have the right HR policies to support the organization’s direction? Do we have the right HR policies to support the organization’s direction? Are our HR practices, systems and tools aligned with UNDP overall goals? Are our HR practices, systems and tools aligned with UNDP overall goals? Is there a consensus on having a shared responsibility for people’s management in UNDP? Is there a consensus on having a shared responsibility for people’s management in UNDP?

17. T OGETHER E VERYONE A CHIEVES M ORE Thank You!