1. HR to the Future Transparency and Efficiency

2. 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

3. 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 Outdated rules and regulations have hindered a more efficient management of HR.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

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

5. a. Member Count 1995-2006 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

6. 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 Total509163 6 DHR Dec. 7,2006 In the SG area, 3 of the 13 staff members are support personnel in the residence of the Secretary General

7. Staff by Gender GenderStaffPercentage Male31347% Female35953% Total672100.0% Organization of American States Secretariat for Administration and Finance Department of Human Resources Staff by Level LevelStaffPercentage Professionals43465% Generalists23835% Total672100.0% 7 DHR Dec. 7,2006 C. By Gender/Level

8. Organization of American States Secretariat for Administration and Finance Department of Human Resources LevelStaffMaleFemale SG110 ASG110 D11486 P5835429 P4794237 P3904842 P2974651 P1693435 Total434234200 Professionals: 434 8 DHR Dec. 7,2006

9. Generalists: 238 LevelStaffMaleFemale G1211 G2440 G332293 G4411130 G5702248 G6821567 G7725 Total23884154 Organization of American States Secretariat for Administration and Finance Department of Human Resources 9 DHR Dec. 7,2006

10. D. By Age Age RangeStaff 18-2514 26-35166 36-45180 46-55147 56+165 Average Age at the OAS: 45 Organization of American States Secretariat for Administration and Finance Department of Human Resources 10 DHR Dec. 7,2006

11. E. By Region and Nationality REGION Staff % Distribution of Western Hemisphere population (880 M) by region RFSF North America8011.9%37.6%6218 Central America11717.4%16.8%8829 CARICOM8112.0%1.6%7110 ALADI37155.2%44.0%27695 Other233.4%--1211 Total672100.0% 509163 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 America16023.8%12931 Central America9514.1%6926 CARICOM7811.6%6810 ALADI32948.9%24188 Other101.4%28 Total672100.0%509163 By Nationality/Naturalized * 11 DHR Dec. 7,2006

12. F. By Occupation SGASGSPASMSSAFSEDI Total Management 1229446661 Technical Specialists 52146936043214 Administration 47668129114238 Legal 200002224 Miscellaneous216835533135 Organization of American States Secretariat for Administration and Finance Department of Human Resources

13. 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

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

15. 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 *14020.8% Continuing Contract400 5.9% Long Term Contract1594720630.6% Short Term Contract1166818427.3% Trust/Non-Career541558.1% Trust/Career3030.4% Trust/Continuing Contract01112.5% Special Observer Contract031 4.6% Temporary Support Personnel**0220.3% Local Professional**0220.3% Associate**0881.1% Total509163672100.0%

16. 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

17. AREATOTAL% SG535.9% ASG212.3% SPA35139.4% SM25728.8% SAF202.2% SEDI18821.1% 890100.0% REGIONTOTAL% North America11913.3% Central America9210.3% ALADI46752.4% CARICOM17619.7% OTHERS364.0% 890100.0% FUNDTOTAL% RF697.7% SF82192.2% 890100.0% 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

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

19. 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

20. 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

21. Projected retirements 2006-2011 YearG-1G-2G3G-4G-5G-6G-7TotalP-1P-2P-3P-4P-5D-1TotalTOTAL 20061 11 227 116 8 15 20071 1 4 61 64112 18 2008 221 5 1 8 9 14 2009 1123 71 255 13 20 2010 11241911 2217 16 2011 1 1 316 1 32 6 12 Total214610134403241727255 95 Organization of American States Secretariat for Administration and Finance Department of Human Resources 21 DHR Dec. 7,2006

22. 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 2007. Organization of American States Secretariat for Administration and Finance Department of Human Resources 22 DHR Dec. 7,2006

23. c. Position Audits CLASSIFICATION ACTIONS 2003-2006 Year Reclassification Down Level Maintained Reclassification Up New Post Review Grand Total 20030 1618539 2004 032301779 20052417932 200613281244 Grand Total3559343194 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

24. 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:

25. 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

26. 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 2007. Performance Evaluation under the new system in place by November 2007. Organization of American States Secretariat for Administration and Finance Department of Human Resources e. Performance Management System: 26 DHR Dec. 7,2006

27. 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

28. 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 2007. f. Training Organization of American States Secretariat for Administration and Finance Department of Human Resources 28 DHR Dec. 7,2006

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

30. 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