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

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

3. 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

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

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

6. 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)

7. 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

8. 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

9. 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

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

11. 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

12. 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

13. 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)

14. QUESTIONS?

15. 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

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