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Secretariat for Administration and Finance February 16 th, 2010 Reengineering and Streamlining Human Resources Management.

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Presentation on theme: "Secretariat for Administration and Finance February 16 th, 2010 Reengineering and Streamlining Human Resources Management."— Presentation transcript:

1 Secretariat for Administration and Finance February 16 th, 2010 Reengineering and Streamlining Human Resources Management

2 2. GENERAL ASSEMBLY The Program-Budget Guidelines for 2010 requires reports on: oGeographic representation oGender equity and equality oPersons with disabilities oAge discrimination oTrust appointments 2. GENERAL ASSEMBLY The Program-Budget Guidelines for 2010 requires reports on: oGeographic representation oGender equity and equality oPersons with disabilities oAge discrimination oTrust appointments Mandates to Address 1. CAAP WORKING GROUP ON THE REVIEW OF OAS PROGRAMS requested the GS/OAS to propose reengineering options for human resources 2

3 Objectives of HR Reengineering Standards-Based Organization Responsiveness to new challenges Efficient processes Accountability Transparency Comparability 3

4 PHASE I What have we done? PHASE II What are we doing? PHASE III What do we plan to do? THREE PHASES OF HR REENGINEERING Administrative and Financial Transparency Administrative and Financial Transparency Enhanced Efficiency and Accountability Enhanced Efficiency and Accountability 4

5 TransparencyTransparency HR Data HR Data Regulation & Procedures Regulation AutomationAutomation Automated CPRs and Personnel Action Requests (PARs) Intranet site available Electronic tools developed to standardize competition processes Automated CPRs and Personnel Action Requests (PARs) Intranet site available Electronic tools developed to standardize competition processes Compiled and made available in the Quarterly Resource Management Reports Comparative study with other International Organizations on GS/OAS benefits and salary scales Compiled and made available in the Quarterly Resource Management Reports Comparative study with other International Organizations on GS/OAS benefits and salary scales Staff Rules made compatible with General Standards in 2008 Handbooks developed on HR operational procedures 5 PHASE I What have we done?

6 Staff Development 60 training programs carried out and 2,721 participants trained in the past 4 years In 2009, the Internship Program contributed in the development of young students and gave the GS/OAS approximately 107,000 work hours, or the equivalent of over 50 person- years of work, at minimal cost to the OAS. 6 PHASE I What have we done?

7 Workforce Profile From 2002 – 2009, the percentage of senior level positions (D-2 ˊ s, D-1 ˊ s, P-5 ˊ s) decreased by 33% PositionsPositions 7 Total staff = 674Total staff = 758 PHASE I What have we done?

8 8 Female representation: 2002: 52% of total staff2009:55% of total staff From 2002 – 2009, female representation increased by 10% at the P05 grade level GenderGender Workforce Profile Continued Total staff = 674 Total staff = 758 PHASE I What have we done?

9 In 2009 FAO formula was approved for geographic representation balance Workforce Profile Continued Geographic Representation FAO uses 4 factors: 1.Level of posts:Points assigned according to the grade levels of posts per Member State 2.Contribution: Annual quota from Member States (55%) 3.Membership: Equal number of posts per Member State (40%) 4.Population: Population of each country (5%) 9 PHASE I What have we done?

10 PHASE II What are we doing? PHASE III What do we plan to do? 10 HR Reengineering Administrative and Financial Transparency Administrative and Financial Transparency Enhanced Efficiency and Accountability Enhanced Efficiency and Accountability

11 11 Reengineering critical HR processes Reengineering critical HR processes Reengineering critical HR processes Reengineering critical HR processes PHASE II What are we doing? 4.Grievance Process 3.Performance Evaluation 2.Classification of Posts 1. Contracting Mechanisms Re- engineering Critical Processes Human Resources

12 1. Contracting Mechanisms Centralized and standards-based procedures More complete and accurate information on all GS/OAS human resources Efficient and cost effective hiring processes Reduce potential liability to the Organization Equal compensation for equal job, under equal conditions OBJECTIVES 12 PHASE II What are we doing?

13 1. Contracting Mechanisms Contracting Mechanisms for HR ContinuingFixed-Term Determined Contract* Local Contract Independent Contractor 1 Career Service Career Service N/A 2 Continuing Contract Continuing Contract 3 Fixed-Term Series A Fixed-Term Series A 4 Fixed-Term Series B Fixed-Term Series B 5 SOC SOC 6 SOC MAPP SOC MAPP 7 Trust Trust 8 Associate Associate 9 TSP 10 LP 11 CPRs 12 CPRs Special Mission 13 Temporary Conference Service 14 International Volunteers Proposed Current 13 *Determined Contract: -Trust: defined by the SG -SOC, SOC MAPP: defined by duration of the project -Associate: defined by the agreement between the GS/OAS and Governmental Agencies PHASE II What are we doing?

14 2. Classification of Posts Standardized procedures on classification and reclassification Better workforce planning OBJECTIVES 14 PHASE II What are we doing?

15 2. Classification of Posts Standardized job descriptions developed Three pilot projects currently in progress (DHR, SPA, SER) New job title policy drafted ACHIEVEMENTS 15 PHASE II What are we doing?

16 3. Performance Evaluation Results-based personnel management Develop strong supervisory competencies OBJECTIVES 16 Link individual contributions to mandates PHASE II What are we doing?

17 3. Performance Evaluation Development of an electronic performance evaluation system Implementation of a Pilot Cycle (2009 – 2010) Training program for staff and supervisors 76% of staff with objectives in the system ACHIEVEMENTS 17 PHASE II What are we doing?

18 4. Grievance Process Simplified and less time consuming process Creation of a conciliation phase to solve conflict between the involved staff Creation of a conciliation phase to solve conflict between the involved staff Creation of a mediation phase: Expert mediator involved to solve conflict Creation of a mediation phase: Expert mediator involved to solve conflict OBJECTIVES 18 PHASE II What are we doing?

19 4. Grievance Process Changes to General Standards proposed Revisions to grievance process drafted Consultation underway with the Staff Committee ACHIEVEMENTS 19 PHASE II What are we doing?

20 PHASE I What have we done? PHASE II What are we doing? PHASE III What do we plan to do? 20 HR Reengineering Administrative and Financial Transparency Administrative and Financial Transparency Enhanced Efficiency and Accountability Enhanced Efficiency and Accountability

21 Implement a position control system Simplify and Restructure Contracting mechanisms for human resources Simplify and Restructure Contracting mechanisms for human resources Canadian International Development Agency (CIDA) Cooperation Program Work Plan Institutional Strengthening and Capacity Building Conversion of the existing GS/OAS Human Resources practices and procedures to a standards-based HRMS 21 PHASE III What do we plan to do?

22 Configure position control system Develop standardized job descriptions database Implement standardized job descriptions and job titles Develop a single HR hiring system Integrate technology to modernize HR processes Integrate HR system to related Enterprise Management System (OASES) 22 PHASE III What do we plan to do?

23 GS/OAS is engaged in reengineering of human resources practices as an essential element of the GS/OAS management modernization efforts. Conclusion Reengineered HR System Administrative and Financial Transparency Administrative and Financial Transparency Accountable and Standards Based Organization Accountable and Standards Based Organization Reengineered Procurement, Accounting, Program Planning and other key Management Elements

24 Secretariat for Administration and Finance February, 2010 Reengineering and Streamlining Human Resources Management


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