@I UNOPS 1. Introduction: UNITED NATIONS OFFICE FOR PROJECT SERVICES Organizational Directive No. 39 (rev. 1) Talent Management Framework Headquarters, Copenhagen 1September2015 1.1. The Executive Director of UN OPS herby promulgates the Talent Management Framework. 2. Purpose: 2.1. The Executive Director is authorised under ST/SGB/2009/l to establish advisory bodies to review recruitment and selection processes and advise on appointments and related issues. 2.2. Accordingly, for the purpose of the implementation of the Talent Management Framework and the recruitment and selection in UNOPS, the Executive Director established the central review bodies in the ODIS (rev.3) of 27 July 2012 on UNOPS Staff Recruitment Policy, which are responsible for reviewing compliance of hiring units with the applicable UN Staff Regulations and Rules and UNOPS recruitment policies and procedures and advise the relevant appointment authority. The instructions and procedures of these review bodies are provided in Al/HRPG/2009/05 and Organizational Directive 21 and Al/PCPG/2014/05 as may be revised from time to time. 2.3. The Director PCG retains oversight authority over the Talent Management Framework and related Administrative lnstruction(s) ("Als") and their application. 2.4. The Director PCG, is hereby authorised to issue Als, guidance and/or tools as may be necessary to effect the implementation of this Organizational Directive. 3. Effective Date: 3.1. This revised OD supersedes and replaces OD 39 of 30 December 2011 on the Talent Management Framework and 0018 (rev. 3) of 27 July 2012 on UNOPS Staff Recruitment Policy as of its effective date. 3.2. This OD is effective 1September2015. Grete Faremo Under-Secretary-General Executive Director
Table of Contents 1.! Introduction... 3 2.! Applicability... 4 3.! Scope... 4 4.! Strategic workforce planning... 5 5.! Talent acquisition... 5 6.! Talent development... 6 7.! Performance management... 6 8.! Guiding principles... 7 9.! Roles and responsibilities... 8!
Definitions Business critical roles are positions that are instrumental to delivering on its commitments and strategic priorities or exert a critical influence on achieving operational and strategic goals. Employee table is the approved number and grades of employees in UNOPS employed under the Staff Regulations and Rules of the United Nations. Employee or Staff Member means UNOPS personnel appointed under the Staff Rules and Regulations of the United Nations. Head of Business Unit means the head of the office that the incumbent of the vacant position will report to, i.e. the relevant Headquarters Director, the Regional Director (if the position is based in the regional office), the OC Director (if the position is based in the OC), the PC Manager (if the position is based in the PC) or the Cluster Manager (if the position is based in the Cluster). Hiring Manager means a UNOPS member of personnel who is authorized, in writing, by the Head of Business Unit to conduct the hiring procedure to fill a specific vacant position. Where the vacant position is a staff member position under the UN Staff Rules and Regulations, the Hiring Manager must be a UNOPS staff member. Internal candidates means Staff Members, as well as personnel engaged by UNOPS under the individual contractor agreement with a regular monthly contract of a year or more, except for those that have been selected and will be managed by a partner. In filling talent benches, and without prejudice to priority given to internal candidates, UNOPS former personnel (staff member and ICA) who have been under contract with UNOPS for 12 months over the last 18 months, with satisfactory performance, may be considered. Personnel, for the purpose of this OD, means those UNOPS personnel who have been issued an ICA contract pursuant to UNOPS Organizational Directive 21 and AI/PCPG/2014/05 (rev.3) and those UNOPS personnel who have been issued a letter of appointment expressly pursuant to the United Nations Staff Regulations and Rules, i.e. Temporary, Fixed-Term and Continuing Appointments. Use of the term personnel herein does not confer upon individuals not holding letters of appointment issued expressly pursuant to the UN Staff Regulations and Rules any legal status as United Nations or UNOPS staff members. Pool of endorsed candidates means a number of internal or external candidates who were recommended by the panel further to a competitive selection process for a specific position and were endorsed by the relevant review body. Reclassification means a change in grade/level based on a significant change in duties and level of responsibility as indicated in AI/PCG/2015/01 paragraph 3.2. It does not involve a change in contractual modality. OD 39 (rev. 1): Talent Management Framework 2
Talent benches are internal rosters for business critical roles. Talent benches are designed to further strengthen UNOPS capacity to identify internal talent and to enable succession planning for business critical roles that UNOPS will recruit for periodically. The talent bench members are those candidates who have been assessed and endorsed as most suited to the foreseeable needs for these recruitments. TOR means the terms of reference and job description for a UNOPS position for the purpose of this OD. 1. Introduction 1.1 The Talent Management framework aims to address the need of the organization to manage a global, dynamic and adaptable workforce and to ensure that human resources are aligned with strategic and organizational priorities. 1.2 As an international field based organization, UNOPS offers its personnel a diverse, challenging and rewarding professional experience. The ability for UNOPS personnel to perform at the expected level, and to have the appropriate and relevant experience, skills and competencies, is critical for the organization s ability to meet partner s needs. 1.3 The policy enables a consistent approach to the management and development of UNOPS human resource capacity at international and national levels, to enable the organization to plan for and to meet current and future staffing needs, and to ensure UNOPS personnel are able to deliver on the organizational goals. UNOPS talent management cycle OD 39 (rev. 1): Talent Management Framework 3
1.4 Talent management is identified as a corporate priority in UNOPS strategic plan and will support and enable the following objectives: a) Empower high performing people, through professional development and career opportunities b) Prepare the organization for current and future staffing needs c) Drive leadership accountability through performance management d) Develop and build an effective cadre of leaders e) Support and encourage workforce diversity and gender equality f) Attract external talent through recruitment outreach and awareness of UNOPS as an employer of choice 2. Applicability 2.1 This OD applies to all UNOPS personnel (i.e. individual contractors 1, and staff members 2 up to and including D-2 level). Notwithstanding the above, some specific elements of this policy may only be applicable to staff members. 3. Scope 3.1 Talent management aims to align human resources with organizational needs, ensuring we have the right people, with the right competences, skills and behaviours, working to fulfil their potential in the right role. 3.2 UNOPS talent management approach differentiates between distinct categories of roles, which are driven by whether they are operating in and hired from an international or national context: a) Leadership roles b) International Specialist roles c) National Specialist and Support roles 3.3 Through the Talent management framework, UNOPS establishes an integrated talent management approach including strategic workforce planning, succession planning, talent benches, recruitment and selection, performance management and learning, to ensure that the organization is well placed for current and future staffing needs. 3.4 Recognising that there is a need to both develop and retain internal talents, and to recruit and attract external candidates, the talent management framework enables a dual approach, providing mechanisms for the identification and assignment of internal talent and the possibility to attract and recruit externally where needed. PCG shall be responsible for 1 Those UNOPS personnel who have been issued a ICA contract pursuant to UNOPS Organizational Directive 21 and AI/PCPG/2014/05 (rev.3) 2 Those UNOPS personnel who have been issued a letter of appointment expressly pursuant to the United Nations Staff Regulations and Rules, i.e. Temporary, Fixed-Term and Continuing Appointments OD 39 (rev. 1): Talent Management Framework 4
defining the sourcing channels available, including both external and internal channels, to ensure this dual approach. 4. Strategic workforce planning 4.1 PCG, together with UNOPS senior management, will define and identify the business critical roles including senior roles at Headquarters, regional and country level, and will consider these roles as corporate leadership functions. These roles are defined in the knowledge system. The job design, leadership competencies, recruitment and selection and assessment of these roles will be coordinated through PCG, with relevant hiring managers, to ensure effective global talent management, best practices in recruitment and a consistent and holistic approach. 4.2 PCG may define and identify UNOPS business critical roles, together with each practice and as defined in the knowledge system, which are to be considered as corporate human resources. The job design, competencies, and requirements for these roles will be defined, planned, assessed and hired for by the relevant practice group, with the primary aim of supporting UNOPS business requirements and specifically field operations, supported by PCG. 4.3 UNOPS senior management will establish succession strategies for the business critical roles, including, but not limited to the use of talent benches. 5. Talent acquisition 5.1 Talent acquisition aims to attract the best possible talent for the organization. To facilitate the filling of positions in an efficient and structured way, with a balanced approach to both development of internal and hiring of external talent, vacant positions shall be advertised for internal and/or external competition as defined in AI/PCG/2015/01. 5.2 UNOPS will employ a differentiated approach to talent acquisition, based on the level and impact of the role, enabling a swift and simple hiring process for urgent needs, when appropriate, and recognising the need for increased investment and a more sophisticated selection for more strategic roles. 5.3 Talent benches will be established to identify internal candidates for future opportunities in leadership and business critical roles, as they may arise. Talent benches will be based on a consistent and robust approach to identify qualified internal candidates, succession planning, as well as to support mobility and drive a more diverse workforce (gender and geographical). Talent benches shall be established based on business needs, and coordinated by PCG. 5.4 In addition, the use of rosters both those managed by UNOPS and by external partners will be supported by PCG to ensure that we are prepared for high volume or regular recruitments. Rosters will be established based on criteria defined by PCG, including proven business needs, and will be maintained and managed by a roster manager. PCG will OD 39 (rev. 1): Talent Management Framework 5
determine the criteria for establishing global rosters, including the possibility to establish external partnerships for this purpose. 5.5 Where positions are advertised externally, a focus on targeted recruitment outreach, employer branding, use of referrals and professional networks is encouraged. 6. Talent development 6.1 UNOPS offers a holistic approach to learning including personal, professional and leadership development focused on a continuous learning model. Our continuous learning model is composed of four main elements that need to be in place to support our personnel to develop and improve performance. The elements are as follows: a) Education: Formal learning events (e.g. classroom training, e-learning, exam certifications, professional certifications, internal certifications, among others); b) Exposure: Development by building connections. It involves interaction and relationships. (e.g., professional conferences, volunteer assignments, COPs, coaching and mentoring); c) Environment: Tools and systems used on the job to learn or support our personnel in the work (e.g., IT systems, job aids, performance support tools, and online asset libraries); and d) Experience: A fundamental part of learning continuously is the application of the knowledge acquired and the opportunity to learn by doing. It includes stretch assignments, job rotations, special projects, among others, aiming at developing skills and competences in certain area. 6.2 Professional development is supported by a blend of the elements above. Following international research and standards indicating that 10% of what we learn happens through formal training (Education), 20% we learn through other people (Exposure) and 70% we learn on the job (Experience and Environment), UNOPS aims at reflecting this 70:20:10 balance in all the learning programmes supporting professional development. Equally, supervisors at all levels are encouraged to explore opportunities around the four elements keeping the 70:20:10 balance when guiding supervisees to create their development plans. 7. Performance management 7.1 Performance management is a fundamental element of talent management and will be integral to staffing and talent management decisions. UNOPS performance management process supports managers in the development and motivation of personnel and in ensuring that human resources are aligned to the organization s strategic objectives. Effective performance management is proven to contribute to increased organizational effectiveness and to the organization s ability to motivate and retain personnel. PCG is responsible for establishing and developing policy, guidance and tools to support managers with performance management. PCG will identify high performing and high potential personnel, as well as support managers in dealing with poor performance. OD 39 (rev. 1): Talent Management Framework 6
7.2 The Organizational Directive (OD) No. 38, issued on 8 July 2013, Administrative Instruction AI/HRPG/2011/04 of 1 July 2014 on Performance Management and Appraisal for Staff Members Instructions and Procedures, and AI/PCPG/2014/05 of 1 October 2014 on Individual Contractor Agreement - Instructions (as may be amended from time to time) provide the applicable policies and rules on performance management. 8. Guiding principles 8.1 To recruit for highest standards of competence, values and workforce diversity 8.1.1 The paramount consideration in the management of personnel shall be the necessity to attract and retain personnel of the highest standards of competence, efficiency and integrity. 8.1.2 Without prejudice to the foregoing, all decisions made in application of the talent management framework and this Organizational Directive will consider UNOPS strategic goal of a workforce reflecting the diversity of those we work with and serve. The decisions shall also contribute to meet the targets set to increase the representation of women in all locations and at all levels, with the goal of gender parity. 8.1.3 To support this goal, Directors, and Hiring Managers are accountable for achieving gender balance and workforce diversity including geographical diversity, within their respective regions and headquarters practices. To that purpose, Hiring Managers shall give priority to female candidates and nationals from under represented countries. 8.1.4 UNOPS personnel shall be selected and managed without discrimination on the basis of age, race, gender, religious beliefs, colour, ethnic or national origin, social origin, marital status, pregnancy, family responsibilities, sexual orientation, disability or health condition or political conviction. 8.1.5 UNOPS recruitments must at all times be in accordance with the UN Staff Regulations and Rules and the UNOPS policies, and aligned with best HR practices: they must be fair, thereby promoting UNOPS reputation as a good employer, be consistent in terms of applying similar principles across all levels and types of appointment; be treated with confidentiality by all involved; and always aim at filling the vacancy with the best qualified and most suitable candidate, and consistent with the Standards of Conduct for the International Civil Service (commonly referred to as the ICSC Standards of Conduct ). 8.2 Talent management to meet organizational needs for now and for the future 8.2.1 UNOPS approach to talent management is designed to address strategic organizational priorities, and will be driven by current and future organizational needs, including a global perspective on key roles. OD 39 (rev. 1): Talent Management Framework 7
8.2.2 This policy will ensure the organization is prepared for high volume, or regular recruitments with forward thinking, and effective roster management, and will enable managers to plan for the future with succession planning for key roles, including leadership and business critical roles. 8.2.3 The policy also enables UNOPS to partner with relevant external organizations on human resources when there is a mutually beneficial arrangement, with public or private sector partnerships. 8.3 Talent management to support rewarding professional development 8.3.1 UNOPS recognises that our personnel engagements should be mutually beneficial experiences, for both organization and the individual. We aim to provide career opportunities for talented colleagues with internal talent benches, specifically aimed at identifying talented internal candidates for leadership and business critical key roles. The policy also enables lateral reassignments i.e. across projects, enabling personnel to build a portfolio career. 8.3.2 The policy also outlines specific interventions to support the professional development of national colleagues, and for the attraction of diaspora back to home countries. 9. Roles and responsibilities 9.1 It is important to underscore that talent management is part of overall management responsibility, to develop, coach and support colleagues with their current and future professional development. This policy will provide the tools and framework to help UNOPS managers to meet this challenge. 9.2 The Executive Director has the authority in matters relating to human resources management, and may delegate responsibilities to the Deputy Executive Director and his/her designate as per the delegation of authority and as described in this OD and the AI/PCG/2015/01. 9.3 PCG will be responsible for providing the policy, process and tools to support managers in talent management, as well as guidance and support for the strategic talent management including but not limited to workforce planning and recruitment and development of UNOPS corporate leadership roles and business critical roles. 9.4 Directors RO / HQ are accountable for workforce planning, sourcing and hiring, performance management and supporting professional development in their areas of responsibility. 9.5 Directors RO / HQ will be accountable for the talent management decisions, including hiring compliant with rules and policies, meeting gender balance targets and further consideration for workforce diversity. OD 39 (rev. 1): Talent Management Framework 8
tti UNOPS 9.6 Practice Directors will be responsible for decisions regarding the establishment of functional talent benches, rosters and external roster partnerships. 9.7 IPAS HR I HR focal points will be responsible for providing advice and guidance on applicable processes and implementation. ~1C{,(J)@ Approved: Grete Faremo Under-Secretary-General Executive Director Date: 01. 05. 2o15 OD 39 (rev. I): Talent Management Framework Effective date: I September 2015 9