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Communication Strategy for Human Resources Change Management

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Managing a career at the United Nations Talent Management Component Job Networks and Families VINEs Voluntary Initiative for Network Exchanges Voluntary career ... – PowerPoint PPT presentation

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Title: Communication Strategy for Human Resources Change Management


1
Managing a career at the United Nations
2
Secretary-Generals vision
  • I am convinced that for the United Nations
  • to meet the global challenges of the 21st
  • century, we need to build a staff that is truly
  • mobile and multi-functional, through greater
    emphasis on career development, training,
    accountability and recognition of work
    performance at all levels a staff member
    equipped to serve our member states and uphold
    the purposes of our Organization.
  • Secretary-General Ban Ki-moon

3
Talent Management Component
  • External Recruitment
  • Outreach/NCRE
  • Un/Under-Rep
  • Women

Performance Management
  • Career /Staff Development
  • Learning
  • Job Networks
  • Mobility
  • Induction
  • Organization
  • Department
  • Workforce Planning
  • Analysis of needs
  • Succession Planning
  • Internal
  • Selection
  • Mobility

Policies and Procedures e.g. Contractual reform,
staffing policy
Information Systems e.g. e-Staffing tool --
INSPIRA
3
Page - 3
4
Job Networks and Families
Economic Social Development
Political, Peace Security
Management Operations Support
Legal
Public Information External Relations
Conference Management
Safety Security
Information Systems Communication Technology
  • Political
  • Affairs
  • Humanitarian
  • Affairs
  • Human
  • Rights
  • Civil Affairs
  • Electoral
  • Affairs
  • Rule of Law - DDR
  • - SSR
  • - Prisons
  • - Judicial
  • - Military
  • - Civilian
  • Police
  • Economic
  • Affairs
  • Population
  • Affairs
  • Public Admin -Governance
  • Programme
  • Management
  • Drug Control
  • Crime
  • Prevention
  • Social
  • Sciences
  • - Social Affairs
  • Statistics
  • Science and
  • Technology
  • Environmental
  • Administration -Code of Conduct
  • Finance -Budget Procurement Human
    Resources
  • Audit Management and
  • Programme
  • Analysis
  • - Best Practices
  • - Evaluation
  • Ethics Investment
  • Management Pension
  • Management
  • Logistics - Movement
  • Control - Aviation - Inventory Supply
    - Property
  • Facilities
  • Management Production,
  • Service and
  • Transport Medical Engineering

Information Systems Communication
Technology Information Management - ERP
Jurists Legal Affairs Ombudsman
  • Public
  • Information - Radio Media - Visual
  • Media - Press - Printed
  • Media - Libraries - Partnerships
  • Protocol
  • Conference
  • Services
  • Languages
  • Security - Security
  • Operations - Security
  • Analysis - Close
  • Protection - Crisis
  • Management - Investigation
  • Safety - Fire Safety
  • - Occupational
  • Safety

Updated as of July 2010
5
VINEs
  • Voluntary Initiative for Network Exchanges
  • Voluntary career development exercise to enable
    lateral staff movement within the Professional
    category, at the same personal grade level,
    across departments and duty stations within Job
    Networks
  • Phased approach to launch VINES in all networks
  • Managers evaluate, interview, and recommend
    participants
  • Field Mission staff included in the exercise

6
HR Management Partnership
Member States Secretary-General Vision/Goals Sup
port/Focus Monitor Effectiveness
Organization Strategy Systems/Processes Technology
Facilitation Support
Individual Self-Awareness Job Performance Professi
onalism Career Planning Self-Development
Manager Performance Development
Coaching Mentoring Succession Planning
7
Managing your career Check List
  • Have I researched different work units, sections,
    departments, duty stations, peacekeeping
    missions, agencies?
  • Have I sought feedback about my strengths and
    skill gaps? Do I have a sense of my professional
    reputation?
  • Can I articulate my skills, strengths, values,
    interests? Do I know how these link to a range of
    job possibilities?
  • Is my profile and application current, polished,
    and appealing? Can I write a targeted cover
    letter?
  • Do I understand the strategy for effective
    competency based interviewing? Have I prepared
    myself for an interview?
  • Am I knowledgeable of the latest trends and tools
    in IT ?
  • Have I worked on establishing a professional
    network? Joined a network?
  • Have I volunteered for any challenging
    assignments?
  • Do I have someone I consider my mentor?
  • Am I taking advantage of continuous learning
    opportunities?
  • Have I considered the possibility of a mission
    assignment?
  • Do I conduct periodic self-assessment of my
    strengths, skill gaps, and interests?
  • Am I setting challenging goals for myself?

8
Current Mobility policy
  • P-2 are subject to the policy of the Managed
    Reassignment Programme for Junior Professionals
    (ST/AI/2001/7) They must serve in two different
    functions their first five years within the UN.
  • Two lateral moves (ST/AI/2010/3) are required for
    promotion to P-5 except
  • Staff who have served in Economic Commissions
    (except ECE) and UNON only need one lateral move
    for promotion.
  • Staff applying to a P-5 position in an Economic
    Commission (except ECE) and UNON, only one
    lateral move is required.
  • Staff recruited at a P-4 level, only one lateral
    move is required.
  • No lateral move required for Staff who served as
    P or FS in non family D/S or mission for 1 year
    or longer.

9
Performance Management Development
  • The Performance Management and Development
    system (ST/AI/2010/5) strengthens management
    accountability while ensuring ongoing feedback,
    motivation and recognition
  • Performance Management Development is an
    integrated
  • component of the Secretariats Talent Management
    Framework

Workforce Planning
Recruitment
Performance Management
Learning Management
10
Performance Management and Development
  • Purpose To improve the delivery of the UNs
    programmes by optimizing performance at all
    levels by
  • Promoting a culture of high performance,
    continuous learning and development
  • Empowering managers holding them accountable
    for managing motivating their staff
  • Encouraging high level of staff participation in
    the planning, delivery evaluation of work
  • Recognizing successes and addressing
    underperformance in a fair and equitable manner

Empowers Staff Members
11
Performance Management Cycle
Workplan Goals, Values, Competencies and Personal
Development Plan
Text
On-going Feedback, and Development
Mid-Point Review Discuss the plans progress and
adjust if necessary
Evaluation Assess Achievements
Text
Text
12
Workplan
Workplan
Development Plan
Goals
Competencies
Values
13
Rating Scales
  • Competency Ratings
  • Outstanding
  • Fully Competent
  • Requires Development
  • Unsatisfactory
  • Overall Ratings (Goals, Competencies and Values)
  • Exceeds performance expectations
  • Successfully meets performance expectations
  • Partially meets performance expectations
  • Does not meet performance expectations

13
14
Inspira ePerformance
  • Introduction of a new tool INSPIRA
    E-Performance as a pilot in 5 Departments and 2
    Field Operations DM, OCHA, DFS/FPD, DPKO/DPET,
    DPA/AFRICA DIVISION II, ECLAC/MEXICO, UNMIL and
    UNIPSIL
  • All NON PILOT users continue with E-PAS for
    2011-12
  • Global Rollout ePerformance 2012

14
15
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