NATO TALENT MANAGEMENT Eric Welch Head, Talent Management and Organizational Development

Human Resource Management Process DESIGN THE POSTS DESCRIBE THE PROFILE Strategy, Requirements IDENTIFY THE PERSON TRAIN / DEVELOP THE PERSON 2 2

Talent Management Cycle Define needs Identify talent The right talent in the right place at the right time! Evaluate and fine-tune Provide opportunities to develop

Overview Global Talent Pipeline: NEDP Workforce planning: 5 years perspective Succession planning: Post based

Potential Talent 6200 Civilian Staff Dispersed across: 21 countries 30 HQ, Agencies or Commands 35 legal entities No single authority to manage them

The Need for Talent Management NATO Nations want more integration Need for the right skills/talent mix across the Organization NATO’s unique working environment (short/long contracts, military/civilian, freelance/seconded, private/public background)

Supply and Demand The challenge is to identify what we need (knowledge, skills, and abilities) what we have (competencies, performance and capabilities of existing staff) what the gaps and overlaps are between the two the best way to fill the gaps

NATO-wide Executive Development Program The only NATO cross-body talent development initiative 9 month programme Junior and Mid-level managers / potential leaders Currently starting the 4th cycle

Goals of the NEDP Build networks Increase collaboration NATO-wide Strengthen NATO’s corporate identity and core values Foster a common NATO-wide culture Develop Leadership and Managerial skills Improve career development prospects = Benefits for the Organization AND the individual

Participation 24 civilian participants per year A2-A5 grades Upper Management NATO-Wide Submission by individuals Selected by senior management panel

Workforce Planning Strategic HR Planning for the IS Combination of: Vacancy prioritization External benchmarking Extensive internal interviewing by outside experts Forecasts by division Different financial scenarios

Post-based Succession Planning Enabled by short term duration contracts Review and adapt post requirements every time incumbent leaves A staff skills inventory We cannot earmark people for posts, they must compete, but we can: Support them in their preparations Give them opportunities to broaden skills Educate them

Mobility Capacity Know what we have from the staff skills inventory Be able to search and identify required skills Have procedures for reassignment Short-term (e.g. projects) Long-term (changing priorities)

QUESTIONS?

NEDP Structure Residential Module 1 Residential Module 2 Global Security Challenges analyse specific security challenges and possible mitigation strategies by the international community and the Alliance recognise global security challenges NEDP Structure Know NATO - enhance knowledge of the NATO military and civilian structures, responsibilities and roles understand the Influence of national authorities at NATO Integration understand NATO’s complex structure and decision- making processes establish foundations of an alumni network show learning outcomes in addressing a complex problem Know Yourself assess personal strengths, weaknesses and leadership styles assess personal motivation and negotiation skills - learn to use skills more effectively Create the Future - challenges that NATO will face and the consequent transformation comprehend the Transatlantic perspective of the Alliance Residential Module 1 Residential Module 2 Residential Module 3 Residential Module 4 Residential Module 5 Business School London, UK 3-7 Sep ‘12 NATO Defence College Rome, Italy 19-23 Nov ’12 NATO School O’gau, Germany 14-18 Jan ‘13 ACT Norfolk, USA 11-15 Mar ‘13 NATO HQ Brussels, Belgium 27-31 May ‘13 (TBC) Group Assignments Group Assignments Group Assignments Distance Module 1 Distance Module 2 Distance Module 3 Distance Module 4 Programme Entry Sep-Oct ‘12 Nov-Dec ‘12 Jan-Feb ‘13 Mar-Apr ‘13 Certification Organisational Behaviour understand the reasons behind employee behaviour - have access to a toolbox of techniques to influence organisational behaviour International Relations understand the role of actors and institutions operating in the international political arena and how they interlink consider the role of the Alliance in a changing global environment Management fundamental concepts for financing and operating the Organisation capitalise on human resource capabilities to meet organisational objectives Facing the Future understand and value the role of the NATO civilian in the transformation process how to use the tools and techniques needed to manage change

Projects NATO-relevant projects e.g.: Cyber defence awareness Shared Services Strategic planning Projects conceived and implemented by NEDP participants Contribute towards NATO Objectives