1. NATO TRAINING AND DEVELOPMENT WORKFORCE MANAGEMENT
20/04/2017
NATO TRAINING AND DEVELOPMENT WORKFORCE MANAGEMENT
Intensive HRM Training Day
Dr. Eric Welch
Head, Talent Management and Organizational Development
NATO HQ

2. “The management of an organization’s workforce”

3. Human Resource Management Process
Describe the profile
Identify the person
Train/ Develop the person
Design the posts
Strategy and Requirements
Performance (Organizational and personal)
Talent Management
In order to Identify the Person (i.e. Recruit and Select), we have to know what we’re looking for. Post descriptions and vacancy notices are our tools for that.

4. Policy and Strategy Coordination Staff Services
Director HR
Policy and Strategy Coordination
Staff Services
Management and Organizational Support
Recruitment
Talent Management and Organizational Development
HR Advisers

5. “Professional Development”??
What is it?
Why do it?

6. What is Professional Development?
Information sessions
Skills training
Preparation for future roles and responsibilities

7. Why do Professional Development?
Attract people to join
Make people more effective in their current jobs
Prepare them for promotion
Reward them for good performance

8. Professional Development at NATO
Our areas of responsibility
Primarily for HQ International Staff
Some NATO-wide elements
“Typical” staff profile
Fairly high average tenure in job
More likely to be “experts” than “generalists”
Other NATO providers
The NATO school

9. What matters to us in Professional Development
Focus primarily on skills training
Some information sessions
Some future-oriented development
Focus is primarily to make people more effective in their current jobs
Elements of attraction and organizational reputation
Training participation is generally voluntary

10. Organizational Design and Development Performance Review & Development
Objectives: I will set
them with my manager
NATO’s Objectives & Needs
Mid-term: we will review progress
My Post Description
Annually: I will be evaluated on
my work and on …. My
Competencies
My Result Areas
My Languages
Because of different job families and work levels
My IT
And if I want OR I need, I can
further develop my
Competencies…………. ME
IT Training
Competencies
training
Language Courses
NATO Executive
Development Programme
Management
Development Programme
Training and Development
Pre-deployment training
Senior Circle
Leadership Journey

11. Professional Development Areas at NATO
Job-specific training
Competency-focused common training
Languages
Pre-deployment
Managers
Leaders
Senior leaders
NATO-wide Executive Development Program

12. Professional Development Budget

14. Job-specific Training
Translation training for translators
Firefighting training for firefighters
IT training for IT professionals
Finance training for finance professionals
Legal training for legal advisors

15. Competency Focused Training
Achievement
Flexibility
Analytical Thinking
Impact and Influence
Change Leadership
Initiative
Clarity and Accuracy
Leadership
Conceptual Thinking
Organizational Awareness
Customer Service Orientation
Organizational
Developing Others
Commitment
Empathy
Self-Control
Teamwork

16. NATO has 2 official languages: English and French
Language Training
NATO has 2 official languages: English and French
Group classes for all levels
Also have training for languages of strategic interest
Russian
Arabic
Progress should be noted during Annual Review Appraisal

17. Pre-deployment Training
- NATO civilian staff deployed to volatile areas
- Adequate preparation required
- Mandatory hostile environment training
- Cultural awareness, first aid, etc.

18. Training: Managerial and Leadership
Manager’s Charter:
Attract Staff
Develop Staff
Monitor and Promote Performance
Foster Continual Improvement
Senior Circle
Leadership Journey
Management Development Program
NATO-wide Executive Development Program

19. Membership by invitation of the Deputy Secretary General
Senior Circle
Membership by invitation of the Deputy Secretary General
Target audience: ASGs and DASGs
Discusses hot topics: latest thinking and trends from across and outside NATO
Gives opportunities to further hone leadership and management skills

20. Format: Info Sessions or Luncheons with guest speakers
When: Ongoing throughout year, responding to the needs of senior management
Past events:
- “Understanding and Leveraging Cultural Differences”
- “Chairing Skills”
- “Recruiting for Success”
- Guest speakers from private and public sector
Future event:
- “The Role of Competencies”

21. Open to all senior managers
Leadership Journey
Open to all senior managers
Series of 1-day sessions (modular approach)
Results in certification
Example workshops:
“Understanding Yourself as a Leader”
“The Changing Global Environment and
What it Means for NATO”
“Enhancing Relationships and Gaining
Commitment”
“Leading and Innovating in an International
Public Sector Environment”

22. Management Development Program (MDP)
Required for new managers
Available to existing managers
Five modules over 12 months
Registration anytime, through Training Portal
Objective:
Fashion a common, professional, managerial culture at NATO HQ.

23. Assessed on their progress and development in their Annual Review
Desired result: Ensures that junior and middle managers gain and develop appropriate managerial skills and competencies

24. NATO-wide Executive Development Program (NEDP)
The first and only NATO-wide development initiative
10-month program
Junior and mid-level managers / potential leaders
Currently in the 5th cycle

25. Strengthen NATO’s corporate identity and core values
Goals of the NEDP
Build networks
Strengthen NATO’s corporate
identity and core values
Foster a common culture
Develop leadership and managerial skills
Improve career development prospects
= Benefits for the Organization AND the individual

26. 24 civilian participants per year
Participation
24 civilian participants per year
A2 – A5 grades (Mid to Upper Management)
NATO-wide
Self-submission by individuals
Endorsement by their managers
Selection by senior management panel

27. Sponsored by senior leaders
Projects
Sponsored by senior leaders
Conducted and implemented by NEDP participants
Contribute towards NATO Objectives

29. Challenges in Professional Development
Getting more value for our investments
Ensure relevance (and interest/participation)
Transfer of training/skills
Skills database
Reusable training
Ensure provider quality
In-source training
Link to other initiatives (e.g., assessment centers)
NEDP Alumni network
Mentoring and coaching
Keep up with changing needs (e.g., new HQ)

30. Right person in the right place at the right time
Workforce management
“Talent” Management
Right person in the right place at the right time
How to know the right person?

31. Where: HR Service Portal
Staff Skills Database
Purpose: mechanism to expand capabilities in times of crisis (Surge Capacity) using existing resources from other divisions
What it is: individual profiles completed and maintained by staff members – focus on the skills not used in the normal job
Where: HR Service Portal
Additional benefit: ad-hoc support for short-term help on other projects and initiatives

32. Inputs: Identify skills Education and Languages
Skill Categories, Areas, and Topics
Professional Interests
References
Career Goals and Expectations (HR eyes only)
Menus and free text

33. Structured + Free text search options Production of CV-type reports
Meet needs
Structured + Free text search options
Production of CV-type reports
Open to all staff, on request
Result: 180 unique visitors, 60 profiles, 70 searches within 30 days of implementation
Next steps: Increase usage, expand to other NATO bodies, create Surge Capacity Pool

34. North Atlantic Treaty Organization
Eric Welch, Ph.D.
North Atlantic Treaty Organization
+32 (0)

35. Recent Professional Development Initiatives
Relevance
Training Needs Analysis
Identify the need, not the solution
Competency gap analysis
Skills database
Expanding our audience and area of impact
Sharing costs
Standardizing practices
Managerial involvement in staff development

36. Recent Professional Development Initiatives
Managerial development
Tools for administration
Measurement and metrics
New formulations (e.g., length of training)
“Talent Management”
What is “talent”?
Links to other HR areas (e.g., recruitment, performance management)