”Are we fit? And for what...
Transcript of ”Are we fit? And for what...
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OPENSPACESESSIONATTHECDR2015,MADRID-NOTESONTHEDISCUSSION
”Arewefit?Andforwhatpurpose?”
SessionfacilitatedbyAndreaKienleandLenaMoll,OSCE
Titleofthediscussion:Howcancoachingmakeusfitforthefuture?Convenerofthisdiscussiongroup:TheresiaRedigolo,OHCHR
Namesofpeopleinourgroup:
MatteoSasso(UNSecretariat) LarsMichaelik(ECB)CorneliaGriss(WHO) LorraeDavey(UNDP)KarinNiko(UNFPA) AnaDimu(UNDP)MichaelDahl(UNFPA) RagnhildOverjordet(MFA,Norway)ClaudiaPurpura(OCHA) VictoriaFrancisco(ADB)AureedeCarbon(Carrhure) SelvarajuPillai(IMF)LaurenceWebb(EncompassLLC) ErlendWilhelmsen(MFA,Norway)AnadeAndres(EncompassLLC) ChristophExner(WIPO)CatherineStow(CommonwealthSecretariat) AlmaDelic(ICTY)CarmenMartin-Romo(UniversityCarlosIII) UrsStauffer(CINFO)AnahitaDaie(IMF)
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Keyideasraisedandrecommendations:
1. StatusQuoandchallenges- Coachingisbothformalandinformal- Coachingshouldbepartoftheculture- Internalcoachingisnotyetwidelyacceptedineveryorganisation.Itmaybe
seenascounterproductiveforthecareeriftheinformationisusedinternally- Trainingmanagersincoachingskillsisseenasbeneficial- Coachingisseenasasanctionorbenefit
2. Supervision
- Exchangeamongcolleaguestoshareexperience- Alumnigroupofthecertificationprocesswasusedassupervisiongroup- Itistheresponsibilityofeachcoachtoworkonhimorherselfeveryday- Exchangeexperienceamongcertifiedcoaches
3. Trends
- Icanseethevalueincreaseoverthenextyears- Virtualcoachingmightbecomemorecommon
4. WhatistheROIofcoaching?
- 360°informalfeedbackhasbeenanindicatorforthevalueofcoaching- Itiscriticaltohaveharddataathandtohelpgetfundingforcoaching
Recommendations:
- SharedataonROIoncoaching- Staffcollegetohaveacoachingprogramme- TraininternalcoachesfromallpartsoftheorganisationandnotjustHuman
Resourcescolleagues- Coachingshouldbeusedintheareaof(a)PerformanceManagement(b)to
serviceindividualstaffmembersand(c)totrainstaffmembersonthewaywecommunicate.Allofthisshouldbedonewiththeobjectivetomeasuretheimpactofthecoachingintervention.
- JointRFPamongUNorganizations
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:Howtoberesourceful
Convenerofthisdiscussiongroup:ManuelaMorelli,WHO
Namesofpeopleinourgroup:
PilarCortesWFP,
MatthiasWill,EC
AynaKarlyieva-Mekaouar,UNESCO
Keyideasraisedandrecommendations:
-IncreaseHRknowledgesharingacrossUNAgenciesandinternationalorganizations;
-Usethefinancialconstraintsasa“steppingstone”tobecomemoreinnovativeinourHRapproach;
-Becomemorestrategicandshareideas/resourcesamongdifferentUNentitiesandinternationalorganizationsonhowwedoHR;
-(Re)-draftpoliciesoninteragencytransfers,loans,secondmentsetc.toincreasestaffexchangeopportunities;
-Indicate“saving”targetstoDirectorsandproposealternativestodelivertheirservices(i.e.redistributionofworkload,cross-cuttingprojectsetc.);
-Increasehorizontalprocessestofacilitateknowledgesharing;
-Introducemotivatinginitiativestoengagestaff.
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:Howdoyouevaluatevalues?
Convenerofthisdiscussiongroup:MesutOzyavuz
Namesofpeopleinourgroup:
RuthGrove,LeaLoensted,KathrynBryan,FilizAktas,HeikeGras,GeorgesDiener,
DavidBearfield,LiyaDominic,JuantoBrinaga,MartaFernandezdeMazarambroz,RitaTawile,AuekaFalmm,
RitaKazragiene,EricToussaint,MagnusButch
Keyideasraisedandrecommendations:
Valuesshouldbewelldefinedwithclearindicatorsandbehaviours
Ownershipandcommunicationisessential
Needtointegrateintraining,inductionanddevelopmentcoursesandprogrammes
Ensureconsistencyandcoherence
Takeintoaccountmulticulturaldimension
Therearesomemethodsandtoolsforevaluation(suchasCBI,situationaltests,personalityquestionnaires)
Notesfromtheflipchart:
-Howmanypeoplehavedefinedtheirvalues?
-Valuesreflectedincompetencyframework
-Valuesreflectedinperformancemanagement
UNSecretariat
§ Professionalism§ RespectforDiversity§ Integrity
-Howarecompetenciesevaluated?
-Isthereadifferencebetweencompetenciesandvalues?
-Tomeasureyouneedàindicators
àascale
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CouncilofEuropeValuesàdefinition
àindicators
UNSecurityValues–wedonothavedirectmeasure
-Canyoudevelopvalues?
-Canyoumeasureàintegrity?
àrespectforDiversity?
-Verydifficulttomeasureinaninterview
-Youcanusethesametools–focusonbehaviors
-Values–linkedto‘FitforOrg’
Is“motivation”linked??
-Cantheydevelopvalues/motivationto…?
-Howdowemeasuremotivation?
-Interview–explorewhattheyhave
Done–preparethemselves
EPSO
Values:Dopeople“identify”withtheorganization?
§ v.complexarea§ triangulate:differentmeasuresbroughttogether§ includeself-assessment:questionnaire
TriangleàPuzzle
§ self-assessment§ professionalism§ integrity(situationaljudgement)§ personalityquestionnaire
EmployerBrandingàE.V.P.àvalueproposition
Gapbetweenemployeevaluesvs.organizationvalues
Usesimulations
“Enthusiasm”canmaskwhat/howpeoplearereallylike
Competency-basedinterviewbyitselfitistoolimited
Strengths-basedinterviewsarehardertofakeàmorereliable
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Ethicstrainingonthejob
-Howtomeasurevaluesinourdailywork?
-Howlivingthevalues?
-Makingpartofthe“culture”
-Verycleardefinitionofvalues
-Difficultdecisionsrefertohowdoesthissitwithourvalues
-Raiseawarenessofvalues+whattheymean
-“Ownership”–alllevels
Constantcommunication
-Practicalexamplesofgoodbehaviorassociatedwitheachvalue
-Consistencyofapplicationisveryimportant
-Tangibleexamples
e.g.WFP–puttingpeoplefirstàconstantly“tellingstories”aboutputtingpeoplefirst
tellingstoriesofwhenitgoeswrongtoo
*Ithastobeexplicit
Avoidmisunderstandingespeciallyinmulti-culturalorganizations
Inform,discussàwhatdoes“humble”mean?(Arabic,Danish,American…)
*Donotassumeitmeansthesameforeveryone
*Culturalnuancesàopendiscussion
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:Havingfuntobefitforpurpose
Convenerofthisdiscussiongroup:RomanaRauf,WHO
Namesofpeopleinourgroup:
ErlendWilhelmsen,MFANorwayDanielaKabiljo,KAICIIDRomanaRauf,WHOTelmaViele,SRIKathinStow,CommonWealthSecretariatKeyideasraisedandrecommendations:
Keythingsthatwedooutsidetheofficeforfuncanbebroughttotheworkplace,i.e.art,music,literature.
Carryoutmoreleisureactivitiesduringbreaks,i.e.footballgamesinalounge
Trytocreateludicenvironmentstobalancethestressbroughtbychange,i.e.colours,interiordesigns
Learnfromexamplesfromfieldmissions,i.e.,howtheyorganizeevents,parties,sportteamgames.SuggesthavingmoreofthatinHQ,especiallytobuildteamsandcopewithstress
ChangetheperceptionsinHQthatpeopleinvolvedin“funactivities”arenotsubstantiveandseriousprofessionals;discussbestwaysoftacklingperceptions
Makerolemodelswithinleadershipsopeopleknowthingsarepossible,i.e.beingaleader,substantiveandfun
Tacklestigmasthatthereissomethingwrongwithpeople“needinghelp”asitmaybethecaseofpeoplewhoarestressed
Encouragecommunication,sharingexperiences
Showcasethebenefitsoffunactivities;indirectbenefitsofsuchexchangescanbehuge,peoplehadnetworksbuilt
Showcaseofcrosstrainingprogrammesthatallowedpeopletoexperienceworkinanotherunitforafewweeks
Recommendations:
1. TheSDGimpliesmanychangesandchangecanbestressful;seehowfunenvironmentsmakeadifferenceattheworkplace.
2. Buildperceptionsthat“funandsubstantivecontributions”gotogether.3. Bringinthechampions!Showcasetheinnovationthatcomeswithludicandpositive
environments,i.e.Googleapproaches,Facebooketc.4. Tackleleaderstorolemodelthefunbehavioursthatwillbenefitorganizations.
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:Howtostrengthencorporatemessaging?
Convenerofthisdiscussiongroup:FionaFarrell,UNWomen
Namesofpeopleinourgroup:
JulieFord,IAEAPatriciaTriemer,UNHCRCarolineEckert,UNOPSLeonardOtti,UNSecretariatJulianneDiNenna,UNHCRAvantikaPandeya,UNSecretariatRickCottam,UNICTYLaurenceWebb,EncCompassKeyideasraisedandrecommendations:
Valueofcommunitiesofpractice–inknowledgesharingrequirespeopletobeactiveandmoderators
Needtobeclearonwhatweneedtocommunicateandwhentowhom?
Understandingthatmultiplechannelsneedmultipletools
Keyissueisconsistency
Mobilizingleadership,youneedsupportandbuy-infromseniormanagement
Makepeopleaccountable
Providespecializedmediatrainingtopeoplewhohavetocommunicateexternally
UseofSocialmediatogetyourmessagethroughtoallaudiencesbyleveragingmediawithlowbandwidthegPariscope,Hootsuite,Youtubevideosetc.Callservicerotas
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:Howdoyoutreatpartners/spousesofprofessionalstaffininternationalorganizations?
Convenerofthisdiscussiongroup:WeertBörner
Namesofpeopleinourgroup:
KateWarrenJoyceSimmonsAnoukPaauwePatBarrieOlivindGrimsmoKeyideasraisedandrecommendations:
Ideas/mainpointsofdiscussion:
Exchangeofcurrent“treatment”,kindofcommunicationwithpartners/spousesofownstaff
Focusonmixedcouples(oneintheinternationalorganisation,theotherwithdifferentorwithoutemployer)
Careeropportunities(specialinformation?Serviceoffers?Localstaffoffers?)
Supportasnepotism?
Agreementswiththeseatstate(headquartersagreementsincludingsuchaspects)
Stresscounselling
Platformsforspecificprofessions(e.g.informationexchangebetweeninternationalorganisation,hostcountry,NGOs,privatesectorinthegivencapital)
Recommendations:
Youneedtodiscusstheissueopenlyinyourorganization–donotignoreit!
Negotiatebi-lateralagreementstoallowworkauthorizationinthehostcountry
Developplatformtoconnectspousestojobs/employers/information
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:“ONEUN”–Howrealisticisthis,wherearewenow?
Convenerofthisdiscussiongroup:LizTayfun
Namesofpeopleinourgroup:
Fivepeopleattendedthissession,representingSIDA,UNS,USStateDepartment,WHOandthefacilitator–SwissCounsellingService/ex-UNOG/SDLS
Keyideasraisedandrecommendations:
Thegeneraltoneofthediscussionwasquitenegative:
• Atmemberstateslevel–thereisno“OneUN”• Terminologyusedacrossorganisations–useddifferently–butinrealityforsimilar
issues• Purpose–differentfocussometimesconfusing• Manybarriers–procuremente.g./MOUsnotstandardised• Noincentives–nomechanismforsustainingit• Fieldoffices–morecollaborativeforcostsavingreasons,whyisthisnotrelevantat
HQs• Whynotonerecruitmentprocessforall?ThereisalreadyfrictionwithOMOJA
betweenunits/sections.Onceformalised,toocomplicated.Nobuy-infromseniormanagers.IttakestoolongtogetMOUsigned.
• Whynot“OneUN”workinggroups–ContinuousImprovementOffice?• PushbackatMemberStateslevel–onlossofcivilservants’positions–isthiswhy
resistance?• Procurement–unclearwhichagencytakesthelead• Thereissomeinformalsenseof“OneUN”–WHOhaveinteragencyworkinggroup
onCareerCounselling–meetregularlytosharebestpractices/co-facilitateworkshops.
• GenevaorganisationshaveaLearningNetwork• CostofCDRattendance–impact–toevaluatevalueforinvestment?
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OPENSPACE–NOTESONTHEDISCUSSION1
Titleofthediscussion:Ourownprofessionaldevelopmentandhowwe
managecareertransitionsConvenerofthisdiscussiongroup:LilianaMIRCESCU,WHO
Namesofpeopleinourgroup:
1. Helen MORGAN Devex2. JackPREST IAEA3. FedericoL’HUILLIE ICC4. KatriMÄENPÄÄ CIMO5. AnneHÄMÄLÄINEN CIMO6. PetraGÖRANSSON SwedishGovernment7. AynaKARLYIEVA UNESCO8. JennyPILLING UNFPA9. VafolayTULAY UNHCR10. DavidKAVANAGH RelishSA 11. JulianeDREWS UNAIDS 12. SabineMcCARTHY theGlobalFund13. JorgeGUERRERO UNOG14. AntoninoBRUSA UNICEF
Andfewmorewhoappliedtheruleofthe2feetinandoutJ
Keyideasraisedandrecommendations:
I. PROFESSIONALDEVELOPMENTHowithappens:
• Professionalnetworksandmembershiptoprofessionalassociations:o GLNo CIPDo HRProfessionals’associationo CornellHRLicence
• Dedicatedpolicy–5%timeallocation• mentoring
What/tools:
• MOOCs• Languageskills• Careertransitionspecificlearning(seeUNFPA’scarreerguide)
II. CAREERCHANGES
1Wewillcollect,compileandcirculatethenotesofallthediscussiongroupsaftertheCDR
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« I am more effective when I am passionate at
work »
Direction:
• FromGovernmenttotheUNagencies
• Fromthecorporate/bankingsystemtotheUN(fromsales,IT)
• FromtheUNtothecorporateorownbusiness,workingwiththeUN
• FromoneUNagencytoanother
Whattriggersit:
• Owninitiative,needforchangeandfulfilment
• Mobility/rotation
Howithappens:
• Networking
• Recommendations&referrals
• Specialprogrammes
Recommendations:
• CreateaLinkedIngroupfortheCDR• Createa«repository»forlearning–linksandrecommendationsforcourseswecanaccess
withintheUNframework(sharedbetweenagencies)orexternal
« I don’t have the time to look for another job when I am already into
one»
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:SDGs:HowtoalignHR
Convenerofthisdiscussiongroup: JonathanBall,UNAIDS
Namesofpeopleinourgroup:
Mr.JonathanBall,UNAIDS Ms.MariaLjubicaHadzic,UNFPAMr.Jean-MarcGuiramand,WIPO Ms.AsterDessalegn,UNIDOMs.VictoriaCampbell,UNOPS Ms.KeikoSuzuki,JAPANESEMFAMr.JohnThomas,UNHCR Mr.JeanGarden,ICOMr.AlexandreCabaret,DEVEX Mr.AitorMagunacelaya,WFPMs.SaraRamirez,SWEDISHMFA Ms.MariolaPogacnik,PWCMs.SonjaSpierings,UNFPA Mr.KushalRamyadUNONMs.MaryWong,U.S.DEPTOFSTATE Ms.LaverneWebb,EnCompass,LLC
Keyideasraisedandrecommendations:
ThediscussionincludedUN,government,andprivatesector–allofwhomareinvestedintheneedtoadaptourorganizationstotheneedsoftheSDGs.Inthediscussion,fivemainareasemerged:
1. Aligningourstrategies- UNAIDShasfirstorganizationalstrategyintheUNthatisalignedtothe
SDGS- WFPandUNHCRforeseemajorchangesinmandatetobecomemore
“Sustainable”–specifically,puttingmoreemphasisonlonger-termsolutionsintheirareas
2. Aligningourorganizationalstructure- Reviewofpositionsproposedinsomeorganizations- Maymeansignificantreorganization
3. Aligningourskills- Someorganizationsplanningskillsauditstoseewhattheyneedmoreof
(andlessof)- Otherorganizationsarelookingatbroaderworkforceanalysis- EraofSDGscallsformulti-skilledandresilient
4. Partneringmore- Privatesectorwantstopartnermore–internationalorganizationsmay
notbepositionedwellforincreasedpartnerships5. Communicatingmore
- Organizationsneedtocommunicatetostaff–whatisdifferentfromMDGs,whatischanging,whattheorganizationneedstododifferently,whatindividualsneedtododifferently
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OPENSPACE–NOTESONTHEDISCUSSION
Titleofthediscussion:UniversityCollaborationwithInternational
Organisations
Convenerofthisdiscussiongroup:Prof.AlvaroEscribano,Univ.CarlosIII,Madrid
Namesofpeopleinourgroup:
SeamusMcCardle,ManagingDirector,SRIExecutiveAikaBolat,MPAProgramme,SDABocconiShuoXing,IEBusinessSchoolSusanCarroll,MIDB,DukeUniversityCarolineKordaPoole,Prof.Dev.Service,DukeUniversityPierreDyens,HRSpecialist,AsianDevelopmentBankLucaNicodema,HROrg.Dev.Specialist,IAEASaraMurfitt,CareersService,LondonSchoolofEconomicsRobinBroadway,CareersService,LondonSchoolofEconomics(andformerIMFandADBHROfficer)Keyideasraisedandrecommendations:
Theuniversityrepresentativesexpressedconcernthatapplicationstointernationalorganisations(e.g.,forinternships)disappearedintoa“blackhole.”Howcouldtheuniversitiesincreasethechancesfortheirstudentstogetinternships?SusanCarrollfromDukenotedthatDukesponsoredaninternshipprogrammewiththeUNorganisations,“DukeinGeneva,”butitwasveryexpensive.Eachinternshipcosttheuniversity$11,000,andtheintern’stravelexpensesandlivingallowanceshadtobeaddedontop.RobinBroadway(LSE)addedthatPrincetonUniversityhadwhatappearedtobeasimilarprogrammecalled“PrincetoninAfrica”thatplacedalumniintointern-levelfieldpositionswithUNagenciesinAfrica.(Thisapproach,however,appearednottobeapracticaloptionforthemorecash-strappedEuropeanuniversities.)ArepresentativeofUNHCRpointedoutthatuniversities’apparentlackofsuccessingaininginternshipswasaconsequenceofveryhighdemandforplaces,quotingfiguresof4,000studentapplicantsforsixsummerinternplaces.AlthoughMastersstudentswereeligibleforalmostallinternshipsatIOs,thehiringmanagersintheseorganisationshadanunderstandablepreferenceforPhDstudentsastheytendedtobemoreknowledgeableabouttheinternshiptopics.Inthisconnection,oneparticipantnotedthatstudentsapplyingforinternshipsshouldmakeclearintheirapplicationswheretheirspecialismsandinterestslay.Hiringmanagerswerelookingforamatchwiththeirparticularprojectandthisinformationwouldhelpthemintheirchoice.However,itwasalsopointedoutthatatthepointwhenthestudentssubmittedtheirapplicationsforaninternship,thedepartmentsintheIOshadoftennotdecidedwhattheinternshiptopicswouldbe–or,atleast,thatinformationwasnotyetavailabletothestudents.Thus,thestudentswereoftenapplying“inthedark.”Also,studentswereoftenreluctanttopresentthemselvesashighlyspecializedasthismightactuallycloseoffopportunitiestothem.
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RobinBroadwayraisedanissuethataffectedLSEandotheruniversitiesthattypicallyhaveone-yearMastersprograms:iftheIOswerestrictinlimitinginternshipsto“studentsinthecourseoftheirstudies”,one-yearMastersstudentswouldinpracticebeexcluded.Theresponsewasthatinternshipswereintendedforthoseinstudentstatusandtherecouldbeabusesifpeoplewerehiredonstudenttermswheninfacttheywereclearlyinthework-force.RobinBroadwayagreedthatthiswasapotentialareaforabuse,butfeltthatitshouldbepossibletoincludestudentsapplyingfromaone-yearMasterswhoseinternshipstarteddirectlyaftertheirstudiesfinished.LucaNicodemaexplainedhowtheIAEAoperateditsinternships,ofwhichtherewere250annually(mainlydirectedatstudentsstudyingSTEMsubjects).TheIAEAcontactedtheMinistryofForeignAffairsofanumberofcountriesandaskedthemtosubmitapplications.TheIAEAdeliberatelydidnotapproachindividualuniversitiesinthatcountrytoavoidtheperceptionoffavouringsomeeducationalinstitutionsoverothers.Underthisrecruitmentmodel,thestudentsinthatcountryinterestedininterningattheIAEAshouldcontacttheirMFA.Prof.Escribano(UC3M)notedthatonehindrancetointernrecruitmentwasthatmanyuniversities(employers?)requiredaMemorandumofAgreementtobedrawnupbetweentheemployerofferingtheinternshipandtheintern’suniversity.RobinBroadwaywonderedwhyanMoUwasnecessary.Itappearedtobeanissue(possiblyataxissuefortheemployers?)incountries(suchasFrance,SpainandItaly)wherestudents,whotypicallypaidnotuitionfees–orhighlysubsidizedones,--wereregardedasquasistateemployees.Itwasthereforenecessarytodrawupanagreementbetweenthetwo“employers”,theuniversityononehandandtheintern’semployerontheother.Bycontrast,in“Anglo-Saxon”countries,thestudentswereperceived,notasquasi-employees,butasfreeagentspurchasingtheteachingservicesoftheuniversitiesandthereforetheydidnotrequireanypermissiontotakeemploymentasinternsduringtheirvacations.ReturningtowaystomakestudentsattractivetoIOs,itwassuggestedthatuniversitiescouldputforwardPhDswhosedissertationsmightbeofinteresttoaparticulardepartmentinanIO.Itwouldbetothestudents’andtheIOs’mutualbenefitiftheformerinternedatthelatter.
Thediscussionthenshiftedtoincreasingcollaborationbetweenuniversitiesandinternationalorganisationswheretheformerprovidedtrainingtothelatters’staff.AnumberofuniversitiesofferedExecutiveEducationand“ManagersinTransition”coursestomanagersinUNagenciesandotherIOs.