HUMAN RESOURCES MANAGEMENT REFORM TIME FRAME

Transcription

1 Distribution: Restricted REPL.VII/4/R.10 1 October 2005 Originl: English Agend Item 10 English IFAD Consulttion on the Seventh Replenishment of IFAD s Resources Fourth Session Doh (Qtr), 1-2 October 2005 HUMAN RESOURCES MANAGEMENT REFORM TIME FRAME 1. At the Third Session of the Consulttion on the Seventh Replenishment of IFAD s Resources, Members received informtion on ongoing humn resources mngement reforms (document REPL.VII/3/INF.2) nd requested tht time frme for reform implementtion be submitted to them t the next session. 2. The following tble summrizes the ctions highlighted during the Third Session nd indictes n implementtion time frme for ech. The time frmes re presented s Gntt chrt in the nnex to this report. Due to resource constrints nd environmentl concerns, IFAD documents re produced in limited quntities. Delegtes re kindly requested to bring their documents to meetings nd to limit requests for dditionl copies.

2 Gols//Time Frme Mesures 1. Developing dynmic nd strtegic HR function Gol Fcilitte strtegy implementtion nd provide policy dvice to senior mngement on recruitment, induction, performnce mngement, stff trining nd development, nd disciplinry mtters Align the structure of the Office of Humn Resources (FH) to provide dedicted HR mngement service to deprtments (December 2003) Build strtegic competencies nd coch HR professionls to lign nd focus behviour to strtegy (2003/04 to December 2006) Reduce dministrtive trnsctions processed by FH in order to free up time for its strtegic role by: utomting HR subsystem processes for work flow, performnce mngement, competency inventory nd the leve mngement system, nd simplifying HR processes. re pending the upgrde of PeopleSoft from version 8 to 8.9 in the first hlf of 2006 (June 2006 to December 2007) Rotte FH stff (2006) Process efficiency nd effectiveness Stff stisfction with services Ese in working Enhncement of FH s imge nd reputtion 2. Modernizing HR policies nd procedures Gol Provide equitble, consistent nd trnsprent procedures for selecting, mnging, retining, developing nd seprting stff Obtin Executive Bord pprovl of the Humn Resources Policy (September 2004) Lunch the new humn resources procedures (July 2005) Implement the policy nd procedures s prt of the process to trnsform the corporte culture (continuous) Enhnced efficiency nd incresed productivity Plesnt nd enbling working environment Work-life blnce considertions Ability to ttrct nd retin the right stff () Mnging sound recruitment process Gol Obtin t minimum cost the number nd qulity of stff required to stisfy IFAD s HR needs Finlize recruitment policy nd procedures (2004/05) Trin 16 stff in trgeted selection interviewer skills (2004) Trin 16 dditionl stff in sme skills (October 2004 to December 2006) Proctively recruit stff from under-represented countries (continuous) Right qulity stff in plce t the right time Reduce recruitment time from current 86 dys to trget of 76 dys 2

3 Gols//Time Frme Mesures (b) Creting, mnging nd monitoring creer development system for ll stff Gol Develop highly competent stff who will redily chieve objectives nd mximize the contribution to IFAD s development impct Develop IFAD mngement competency frmework (December 2004) Integrte competencies in recruitment nd selection (June 2004) Integrte competencies in performnce evlution (December 2005) Design, develop nd implement n IFAD-wide trining progrmme on IFAD mngement competency frmework (October 2005 to December 2006) Develop functionl competencies of country progrmme mngers (2006) nd other stff (2007) Improved orgniztionl competencies nd positive growth in IFAD cpbilities Vlue, motivtion nd contribution of stff thnks to creer progression, recognition nd self-esteem Use of competencies in ll HR pplictions (c) Mnging sound recourse nd ppels procedure Gol Mintin cordil stff reltions nd minimize disputes Lunch policy nd procedures (continuous) Resolve 18 cses pending s t 2000 (by 2004/05) Number of disputes Stisfction levels Time tken to resolve grievnces (d) Crrying out performnce-bsed evlution of ll stff Gol Evlute the collective performnce of stff, provide feedbck, foster stff development nd ssess the extent to which IFAD hs chieved set objectives nd, hence, its impct Ensure prticiption of ll stff in performnce mngement workshops on setting SMART objectives (i.e. specific, mesurble, chievble, relevnt nd timely); conduct n effective pprisl; nd provide nd receive feedbck (Jnury 2004 to My 2004) Issue new performnce mngement guide (December 2004) Enhnce performnce mngement tools by creting seprte intrnet site for the performnce evlution system (December 2005) Develop client feedbck mechnisms s prt of the evlution (December 2006) Develop key performnce indictors longside worklod nlysis (2006) Response rte Distribution of performnce rtings Perceived firness of performnce rtings Adequcy of performnce feedbck, communiction of expecttions nd linkge of individul plns to strtegic objectives (cscde) Stff trust in supervisors 3

4 Gols//Time Frme Mesures 3. Enhncing the qulity nd ledership cpcity of mngers Gol Develop mngeril cpbility for effective HR mngement so s to mximize stff s contribution to the Fund s development impct Estblish nd ssess Mngement Development Centre (MDC) (October 2004 to June 2006) Provide coching* to ll mngers subject to successful completion of the pilot coching progrmme; provide coching to ll directors who hve prticipted in the MDC (July 2004 to December 2006) Provide ssessments, coching nd trining for ll country progrmme mngers nd professionls t P4/P5 level with supervisory roles (June 2006 to June 2007) Shift HR mngement responsibilities to line mngers by greeing on their roles nd on mesures to ssess these roles (December 2007) Stff perception of ccountbility of mngers Stff perception of qulity of supervision Trust in supervisors 4. Pilot study Gol Modernize the py nd rewrd system with incentives for high performers The pilot study working group ws lunched in 2004 nd hs four mjor milestones: Define job descriptions in new formt (in progress: 2005 to June 2006) Adopt new informtion technology clssifiction tool (done nd in use since Jnury 2004) Issue nnul Interntionl Civil Service Commission stff survey (first issue completed in Jnury 2005, next issue Jnury 2006) Implement brod-bnding (December 2006) Perceived firness of clssifiction methodology Ese of use of new system Stff perceptions of supervision qulity Py-performnce correltions Py progression by performnce rting Turnover by performnce rting ctegory * Coching is one of the most vluble mngement techniques for supporting mngement cpbility improvement. With the coching progrmme, IFAD mngers nd stff, supported by experienced coches, will undergo predetermined number of individul coching sessions to improve their pproch nd effectiveness in ddressing complex mngeril behviours nd situtions. 4

5 Humn Resources Mngement Reform Time Frme Gols/ Yer 5 1. Developing dynmic nd strtegic HR function - lign FH structure - build competencies nd provide coching - reduce dministrtive trnsctions - utomte HR subsystems - rotte FH stff 2. Modernizing HR policies nd procedures - obtin Executive Bord pprovl of HR policy - lunch new humn resources procedures - implement policy nd procedures () Mnging sound recruitment process - finlize recruitment policy nd procedures - trin 16 stff in trgeted selection interviewer skills - trin 16 dditionl stff in sme skills (b) Creting, mnging nd monitoring creer development system for ll stff - develop IFAD mngement competency frmework - integrte competencies in recruitment nd selection - integrte competencies in performnce evlution - design, develop nd implement n IFAD-wide trining progrmme - develop functionl competencies: - country progrmme mngers - other stff (c) Mnging sound recourse nd ppels procedure ANNEX (d) Crrying out performnce-bsed evlution of ll stff - ensure prticiption of ll stff in performnce mngement workshops - issue new performnce mngement guide - enhnce performnce mngement tools - develop client feedbck mechnisms - develop key performnce indictors

6 Humn Resources Mngement Reform Time Frme Gols/ Yer 6 3. Enhncing the qulity nd ledership cpcity of mngers - estblish nd ssess Mngement Development Centre - provide coching to ll mngers - provide ssessments nd coching for ll country progrmme mngers nd professionls of P4/P5 level - shift HR mngement responsibilities to line mngers 4. Pilot study - define job descriptions in new formt - dopt new informtion technology clssifiction tool - conduct stff survey - implement brod-bnding 5. New operting model (refer to drft Consulttion report) - conduct worklod nlysis - design structures nd systems - build orgniztion culture - mnge the chnge process ANNEX