UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework

Transcription

1 (ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people first" this policy addresses the need to provide professional development opportunities, and to support organizational needs for succession planning, ensuring the organization is prepared for future staffing requirements. 11. The Director HRPG is hereby authorized to issue Administrative Instructions, guidance and/or tools that may be necessary to effect the implementation of this OD. Ill. The implementation of this policy will be evaluated after the first year, taking into account feedback from management, personnel and staff council representatives, in order to monitor and assess the effectiveness of implementation and make any adjustments, as required. IV. This OD supersedes and replaces OD 24 (Staff Rotation Policy) issued on 3 March 2008, and OD 26 (Succession Management Policy) issued 14 May Also Administrative Instruction AI/OEC/2008/05 is hereby abolished. V. This OD is effective 30 December Jan Mattsson Executive Director, UNO PS

2 G UNOPS Table of Contents 1. Introduction Scope Guiding principles Objectives Professional development paths... S 6. Leadership and Management path UNOPS talent pools Professional development Talent management forum Mobili'ty Talent management programmes Glossary Annex 1: Professional Development Path template Annex 2: Mobility points guidance

3 G UNOPS 1. Introduction 1.1. UNOPS is an international, field based organization, and as part of the UN system aims at offering its personnel a diverse, challenging and rewarding professional experience This policy establishes UNOPS talent management framework and is designed to support the development of UNOPS personnel, outlining clear professional paths and a framework for professional development, as well as a systematic approach to succession planning and mobility within the organization and ensuring due consideration is given to internal talent for such staffing decisions. 2. Scope 2.1. This policy applies to all UNOPS personnel (i.e. individual contractors and staff members up to and including D-2 level), who work under UNOPS supervision and whose performance is managed by UNOPS. Notwithstanding the above, some specific elements ofthis policy may only be applicable to staff members 1 3. Guiding principles 3.1. Staffing decisions affect people's future and when taking them, decision-makers should take into consideration several factors, including organizational requirements, professional competencies and personal circumstances This policy is designed to address UNOPS staffing needs, which may be both current and immediate and to integrate them with a longer-term perspective for professional development. UNOPS will endeavor to take consideration for both professional and personal needs, where feasible. In the application of this policy, UNOPS shall adhere to the following ten guiding principles, to ensure that whilst dealing with specific solutions to professional aspirations or personal circumstances, UNOPS remains constant, fair and consistent amongst all teammembers A shared ownership: professional development is a shared responsibility amongst the individual, the manager and the organization. Individuals have a responsibility for their own professional development, and they should be supported, helped and guided by their supervisors, along with the Human Resources Practice Group (HRPG) Staff members are expected to demonstrate career mobility, whether functional or geographical, across different locations or practices, to gain exposure to different environments and to be faced with new challenges. It is generally considered that a team-member should not occupy the same function for more than 5 years. 1 Those UNOPS personnel who have been issued a letter of appointment expressly pursuant to the United Nations Staff Regulations and Rules 3

4 @) UNOPS International exposure: As part of the UN system, UNOPS expects international personnel to gain international exposure and professional development through geographical mobility Internal mobility is the primary means for progression, since UNOPS applies the rank in post principle, aligning personal and position levels. Professional development, as specified in Paragraph 8, should not be limited to a search for higher level opportunities, as lateral moves across functions or locations are also developmental Inter-agency mobility: UNOPS strongly supports inter-agency mobility for staff members within the UN system, particularly where it offers enriching opportunities, or experience that may not be available at UNOPS at a given time. At a senior level, suitable candidates will be considered for and encouraged to participate in the UN Resident Coordinator programme Performance management is the foundation for professional development and evidence from performance appraisals will be taken into consideration for this purpose. Demonstrated prior performance will be a key factor in staffing decisions Recognition of service: In staffing decisions, all other factors being equal, priority will be given to staff members who have served in "nonfamily" and hardship locations, or with a demonstrated record of mobility Professional certifications are used throughout the organization to ensure that personnel are able to deliver to a high standard of excellence. UNOPS personnel are expected to possess relevant professional certifications which as a result, will be considered as a means to support professional aspirations and functional mobility Succession planning for a limited number of positions through the organization, i.e. the capacity to foresee potential immediate replacement for specific roles, which will globally help the organization prepare its future incumbents for specific identified management and leadership roles Workforce diversity: All staffing decisions will consider our strategic goal of a workforce reflecting the diversity of those we work with and serve. To support this goal, due regard will be paid to both gender balance and geographical distribution in staffing decisions. 4. Objectives 4.1. This policy is designed to contribute to UNOPS strategic goals to attract, retain and develop a highly qualified workforce, and to increase diversity in the workforce. Effective Date: 30 December

5 . UNOPS 4.2. In particular, this policy has the following specific objectives: To anticipate and prepare UNOPS workforce for mobility by planning their future roles; To provide structured and generic professional development paths, including certifications, competencies and personal and professional development; To reinforce the meaningfulness of performance management through clear links to professional development within performance management tools. 5. Professional development paths 5.1. UNOPS professional development paths will be built around our management and enabling practices, and in line with corporate functions A specific professional development path for Leadership and Management roles will be established and, as a result, the current and future leaders of the organization will periodically be identified and developed Professional development paths define expectations for professional standards and levels of expertise, competencies, experience and performance. These paths will be defined by the respective Practice Lead and the HRPG together The standards for professional development paths will be aligned by the HRPG across all practices, to ensure consistency with UN recruitment standards, whilst the content and substantive elements will be determined by the respective Practice Lead A professional development path includes information on: Practice roles and job titles; Required professional certifications, training and standards; Relevant technical competencies The sample template for professional development paths is attached in Annex Leadership and Management path 6.1. Leadership and management roles are critical for the success of the organization and therefore a specific focus will be placed on the development and succession planning of these roles, which require a common set of competencies As part ofthe Leadership and Management path, the HRPG will defme specific leadership competencies and a Leadership and Management development programme, which will be available for current and future incumbents at this level. This will include succession planning for leadership roles where candidates may be identified from within the stream, e.g. the preparation of Deputy Directors and other Managers for more senior management roles. Effective Date: 30 December

6 e unops 6.3. As part of the Leadership and Management development programme, a specific emphasis will be placed on the role of Deputies, who will be trained and groomed for a future Director role, if possible, although not necessarily within the same region or practice. This specific programme will ensure the crossfertilization of talents across the organization, from one region to another, to ensure geographical diversity and breadth of experience For leadership and management roles, and in particular for those based in Regional Offices, incumbents are expected to possess a range of experience from different locations, and service in field duty stations is highly recommended Given the scope and nature of these roles, some management positions may be available with a broader band, e.g. PS I D1 or Dl I D2, to widen the potential internal opportunities and also to facilitate mobility from one position to another Within this group, UNOPS will develop programmes for leadership roles within the broader UN system, including any specific leadership programmes, such as the Resident Coordinator programme, which will be coordinated by HRPG. 7. UNOPS talent pools 7.1. Talent pools are one ofunops main mechanisms for managing internal talent, attracting and capturing internal interest for immediate and future assignments at the international level Talent pools are established and managed by the HRPG, and comprise a pool of internal personnel, who are identified and assessed for future assignments Where talent pools exist for a position, all candidates within the pool must be reviewed and considered by the hiring manager prior to any vacancy advertisement. In the event that no candidate within the talent pool is deemed suitable by the hiring manager (e.g. due to language or other specific requirements, etc.), approval must be sought from Director HRPG to advertise the vacancy Talent pools are established by the Director HRPG, who will be generally guided by the following criteria: There are a significant number of replicable positions m multiple locations; The position is essential to UNOPS business and there is an expectation for a continuous requirement for recruitments against this position; The position is part of the Leadership & Management path or a Management Practice, or Implementation Support Practice (ISP); 7.5. Talent pools will include three sub-categories in each pool: Organizational Directive No Talent Management fiamework 6

7 @) U OPS Pool A: Current incumbents, nearing the end of their assignment duration, as specified in Paragraph 10.8 (i.e. qualified, endorsed and due for reassignment); Pool B: Current incumbents, posted in assignment (i.e. qualified, endorsed, but not nearing the end of their assignment duration); Pool C: Potential future incumbents, as identified through an assessment process (i.e. assessed, endorsed and not yet assigned) When a talent pool is established for a position, all current incumbents of this position, with a satisfactory performance record, are automatically included within the talent pool, in either pool A or B, dependent on their assignment duration. These candidates are qualified and endorsed for a next assignment in this position at the same leve~ and may be selected by any hiring manager, following a review of all candidates in the poo~ as and when a vacancy arises Candidates in pool B will not normally be considered for new assignments until they have completed the minimum expected assignment duration, as specified in Para Candidates may be placed in talent pools, based on recommendations from the talent management forum (as described in Section 9 below). In addition, and subject to resource requirements, the HRPG may call for applications to a talent pool on an ad hoc basis, with a generic vacancy announcement for internal distribution Candidates that are recommended by the talent forum or through ad-hoc internal applications will be subject to a review and assessment before they may be endorsed for placement in the talent pool and prior to availability for the next assignment. The assessments for corporate talent pools will be coordinated by thehrpg All candidates in the talent pools will be scored and ranked against a mobility points scheme, as specified in Annex 2. The mobility points scheme serves as an objective and transparent ranking system, ensuring due consideration for mobility cycles, service in hardship locations, and demonstrated performance in the role The mobility points scheme serves as a reference for the HRPG and hiring managers, but should not be used as a prescriptive assessment tool and hiring managers may select from any endorsed candidate in the talent pool. In the event that hiring managers to do not hire the highest ranking candidate, then a justification must be provided prior to the appointment authority making a final decision In the interests of corporate talent management priorities, the HRPG Director has the authority to include suitably qualified, internal personnel on the shortlists for UNOPS positions, whether or not a talent pool exists for the position and whether or not the person is yet placed in a talent pool. Effective Date: 30 December 201 I. 7

8 UNO PS The appointment authority for staff recruitments from talent pools ts m accordance with UNOPS Recruitment policy (OD 18) The approval authority for ICA engagements from talent pools is in accordance with UNOPS!CA policy (OD 21). 8. Professional development 8.1. UNOPS is committed to the development of its human resources in order to achieve its mandate and to continuously adapt to new challenges in a changing environment. Different types of internal and external learning opportunities shall be offered by UNOPS to ensure continuous learning and development, as specified in UNOPS Learning and development policy (OD.29). Individuals can directly work for their own professional development and are encouraged to be proactive in this regard Professional development can take different fonns including the following options: Job enrichment through the expansion of responsibilities and taking on new areas within the current role, as identified through performance management and with the support of the supervisor Lateral reassignment to a new practice or function, which involves taking a new assignment in another practice or function, to develop professional competencies and to expand professional portfolio International reassignment, through a lateral move to a new duty station to gain international experience and wider exposure Recruitment to a higher level position with expanded responsibilities and impact Development assignments for a temporary duration, which could includes detail assignments in other offices, practices or clusters Sabbatical programme, as a temporary break from professional duties supported by UNOPS for full time study, as specified in AIIHRPG/2009/2, on Learning and development Special leave without pay for development purposes, as specified in AI/HRPG/2009/2, on Learning and developmene Inter-agency exchange or secondment, to gain exposure in another UN organization, with the option to return to UNOPS. 9. Talent management forum 9.1. UNOPS will establish a talent management forum which will take place once a year, with a focus on professional development for staff members and succession planning for the organization The talent management forum will be conducted by a talent management panel, and coordinated by the HRPG. 2 3 Learning and development AI/HRPG/2009/02, paragraph 5.3 Learning and development AIIHRPG/2009/02, paragraph 5.2 8

9 UNO PS 9.3. The talent management panels is comprised as follows: Leadership and Management forum: comprising the Executive Director and/or the Deputy Executive Director, Director HRPG, Deputy Director HRPG, Director CPMG, and representation from Regional Directors. The panel may include additional panel member(s) as appointed by ED. Panel members should be at the P5 level or above International talent management forum: comprising the Director HRPG, Deputy Director, HRPG, the relevant Practice Lead and the relevant Regional Director and/or Deputy Regional Director. The panel may include other panel member(s) as appointed by the ED. Panel members should be at the P4 level or above Local talent management forum: The talent management panel composition shall be determined by the Regional Director, and may be held either at the regional level or at a country level. In all cases, the talent management panel will include representation from the Regional Director and /or Deputy Regional Director and /or the relevant Operations Centre Director, together with the regional HR Advisor, and other local panel member(s) as appointed by the Regional Director. Panel members should be at the professional level. For the purpose of this exercise, the local talent management forum for Headquarters will be considered as a regional office The talent management forum will ensure that professional development opportunities for staff members are reviewed and proper consideration is given to the following areas: Demonstrated performance and PRA rating; Professional aspirations; Mobility history and cycle; Development plan The talent management forum will provide recommendations for development, mobility and succession planning, within an month timeframe, including recommendations as to whether individuals can be placed subject to a proper assessment into specific corporate talent pools The talent management forum is a forward looking exercise to identify potential candidates for possible future assignments and development opportunities, and to prepare them for their next role. Through this mechanism, managers can also provide recommendations for professional development for their staff members in their current role. The primary concern of the forum is UNOPS staff members (including Junior Professional Officers) who have been in position for more than 18 months The talent management forum may make the following recommendations: Remain in current role; 9

10 S UNOPS Recommendation for next assignment(s); Need for a learning and development plan; Experience required (stretch assignments, projects etc) Other recommendations 9.8. In addition to the staff members under review, managers may exceptionally highlight potential talent from all UNOPS personnel, who could be recommended for assessment and placement in talent pools In the event that ICA personnel are recommended for placement in a talent pool their placement in the pool will be subject to a review by central review body, prior to their availability for assignment Local talent management forums will specifically consider the professional development paths for general service and national officers and the possibility of some of them to eventually move into an international career. Specific attention should be paid to this area, including consideration of individual career aspirations, suitability and potential opportunities The final recommendations from local talent management forums will be endorsed by Regional Directors or the relevant HQ Director and submitted to thehrpg Talent management forums may also make corporate recommendations to the Director HRPG on apparent needs for corporate development programmes and other issues related to talent management and staffing considerations, where a global requirement is identified. 10. Mobility As stated in the list of general principles, the effective delivery of UNOPS projects and services to our partners based in the field requires a mobile workforce. Mobility shall be fully supported as an important component of UNOPS staffmg strategy at all levels of the organization. All UNOPS personnel, regardless of the category and level, are encouraged to demonstrate professional mobility - whether functional or geographical - with maximum recommended assignment duration of 5 years In line with UN Staff regulations, and specifically applicable to internationally recruited staff members, staff members are expected to be internationally mobile throughout their career Mobility within UNOPS is aimed at ensuring that staff members have diverse work experience, including breadth of knowledge and understanding of the complex and challenging work environments in the field. At the same time, mobility should ensure a balance of experience and service across different categories of duty stations Mobility is defmed as either the reassignment of staff members to another duty station or the move to a different assignment or function within the same duty Effective Date: 30 Deoember

11 (li) UNOPS station, provided that the new job description is significantly different from the previous job occupied Given the size and nature ofunops workforce it is expected that staff mobility is managed on an ongoing basis, as an integral part of UNOPS staffing decisions, through talent management forums succession planning and recruitments for staff positions The expected minimum and maximum assignment duration is determined by the duty station classification, and as a general principle is set out in the following table: Minimum expected assignment duration Headquarters, regional 3 years 5 years offices and all family duty stations, Non-family locations, as 2 years 4 years defined by the ICSC Maximum expected assignment duration For the purpose of mobility, the assignment duration starts from the date of the most recent UNOPS appointment on a staff member's current position. This may be determined in one of the following ways: The most recent UNOPS appointment or reassignment, as approved by UNOPS appointment authority, e.g. Executive Director or Deputy Executive Director or Regional Director or Director HRPG; or The most recent reassignment to a new function, with a significant change in role and responsibilities, due to a change in organizational structure, as submitted by the relevant Director, and approved by Director HRPG When international staff members are due for mobility, the HRPG will communicate in advance (six months to one year ahead) with individuals and business units to ensure that they are aware of this, and that due consideration is given to personal circumstances and the needs of the business unit. Waiver for mobility for international staff members There may be situations where staff members are not able to undertake an international assignment at a given point in time for specific reasons. In these circumstances, staff members or managers may request a waiver for international mobility Waivers for mobility may be granted by the Director HRPG, on one of the following grounds: Effective Date: 30 December

12 @l UNOPS Business imperative - the reassignment of an individual from a specific post is not in the best interest of the organization at the present time. This is a time limited waiver and it may be granted for one year at a time, up to a maximum of three years in total Proximity to retirement - if the incumbent is within 3 years of retirement date. This is a one-time exemption Medical grounds - if there are specific medical grounds, either for the staff member or his I her immediate dependents that prohibit an international reassignment. This waiver may be granted for a limited period of time or as a permanent exemption Personal circumstances - where there may be mitigating personal circumstances that could require a waiver. This is a time limited waiver and may be granted for one year at a time, up to a maximum of three years in total. Inter-agency mobility lo.ll.lnter-agency mobility is critical for strengthening the cohesiveness and effectiveness of the UN System's response to global challenges. It builds a real unity of purpose, a common culture and shared values, promoting the sharing of knowledge and experience. In certain situations, inter-agency mobility may also open up a wider scope of opportunities for personal and professional growth and career development. It helps to build a competent, versatile, multi-skilled and experienced international civil service, reinforcing the concept of a "One UN" through the HR approach UNOPS will encourage and support inter-agency exchange for staff members through the inter-agency agreement, specifically defining transfer and exchange (loan and secondment) UNOPS staff members may request an inter-agency exchange (loan or secondment) for an initial period of one year provided they have a minimum of 5 years service with UNOPS UNO PS exchange (loan or secondment) may be initially granted for one or two years and may be extended for up to four years, subject to agreement with the staff member and the receiving organization Where return rights are granted, staff members shall retain a right of return to UNOPS without having any guarantee as to a particular post to which he/she may return to. Upon return to UNOPS, Inter-agency mobility through an interagency agreement for a secondment, exchange or loan for at least 12 months will be considered towards mobility Staff members who are seconded to UNOPS from another agency will be considered under the terms of the applicable inter-agency mobility accord or agreement that is agreed with the releasing agency. Secondments may be initially for a period of one or two years, with possible extension up to four years. After the secondment, if all parties are in agreement, and if the staff member joins UNOPS, then UNOPS may accept an inter-agency transfer. Organi:zational Directive No Talent Management framework Effective Date: 30 December

13 e unops All of the above Section 10 is subject to the terms of the applicable inter-agency agreement or accord, and any amendments to this may requirement adjustments, as necessary. ll. Talent management programmes In line with this OD, the Director HRPG shall develop specific talent management and development programmes or initiatives, including but not limited to the following areas: Mentoring and coaching programmes, to leverage the benefit and experience of senior people in the organizations through mentoring or coaching to support professional development Young talent initiatives, to equip entry level professionals with the skills and expertise needed for future career development. A particular focus will be placed on Junior Professional Officers (JPOs), with a view to facilitating their retention at the end of their JPO assignment Leadership and management development, providing specific development for senior management, including as focus on leadership skills and where relevant, learning opportunities within the UN system and UN Staff college Support to local and national personnel, with initiatives to support the career development for senior local and national staff members, both in the General Service and National professional officer category. 12. Glossary Talent management - a comprehensive system to link staffing decisions, performance management and personnel development, to meet UNOPS current and future human resource needs. Succession planning - the planning, identification and development of UNO PS internal personnel for future roles in key posts, supported by learning and development Professional development - a shared responsibility amongst individuals, supervisors and HRPG for the improvements in the skills, knowledge and attitude of personne~ through learning and development. Professional development path - a way of moving within a career stream, with a generic structure which maps out the standards, experience and development expectations for each practice. Talent management forum - an annual review to consider the professional development of staff members, where managers make recommendations for the future professional development for individuals, taking into consideration organizational requirements. Organizational Directive No. 39-Talent Management framework 13

14 8 UNOPS Talent pools - pools of personnel who will be considered for upcoming vacancies, after an assessment and endorsement process, enabling managers to first consider internal, suitably qualified personnel. Within a talent pool there are three!:,tfoups of personnel, taking into account their current situation, seniority in the role and the potential future capacity for that role. Organizational Directive No. 39-Talent Management framework 14

15 <fb UNOPS Annex 1: Professional Development Path template Sample template for HR Practice HR Roles and job titles: Practice role Classified Experience Competencies ISC level HR Assistant HR Associate HR Analyst HR Specialist Learning Specialist HR Advisor, Regional HR Advisor, HRPG Deputy Director Director Practice Advisors - Delegation of Authority, associated roles and responsibilities Professional certification: UNOPS HR Practice body ofknowledge: Practice tools and systems knowledge: 15

16 a unops Annex 2: Mobility points guidance The mobility points guidance serves as a reference and is not to be used as a prescriptive assessment tool: managers may select from any internal candidate in the talent pool. In the event that hiring managers to do not hire the highest ranking candidate, then a justification must be provided. l>l'\criplion Total :\la.\ point\ C ritl ria Proximity to rotation date 25 Performance 15 Hardship and mobility 25 (points allocated per recent assignment in the last 10 years) Demonstrated experience in job 15 UNOPS experience 10 UN experience (if not included 10 above) 20- this year 10 next year 15 Exceptional performance 10 Fully satisfactory 5 Field locations 15 - non family 15 for current incumbents 3 points for 3+ years 5 points for 5 +years 10 points for 8 -r years 3 points for 3+ years 5 points for 5 +years 10 points for 8 + years 16