Human Resources Strategy 2019-2023 - Progress as of May 30, 2020 - Department of Conferences ...
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Human Resources Strategy 2019-2023
Progress as of May 30, 2020
GENERAL SECRETARIAT – ORGANIZATION OF AMERICAN STATES
05/30/2020
HUMAN RESOURCES STRATEGY AT A GLANCE
MILESTONES
OUR JOURNEY: MILESTONES
2018 Defining the dream
2019 Reinforcing HR foundations and engaging people
2020 Foster contribution
2021 Collaborative mindset
2022 Permanent learning and development environment
2023 Leading, inspiring and influencing the region
HR TRANSFORMATION JOURNEY
The foundations
2020 HIGHLIGHTS
HR STRATEGY
ERP
RESPONDING TO
IMPLEMENTATION
COVID
HUMAN RESOURCES STRATEGY AT A GLANCE
HR Strategy Responding to COVID-19
The COVID-19 crisis disrupted our day-to-day activities but The Department Of Human Resources
was able to maintain all the core operating services and improve the personnel and other human
resources experience during the pandemic through strategic actions.
HUMAN RESOURCES STRATEGY AT A GLANCE
HR Strategy Responding to COVID-19
As part of the Integrated Response of the General Secretariat to the COVID-19 Crisis the DHR met with PAHO and
other sister organizations to activate protection protocols for all personnel and other human resources.
As part of the HR response to COVID-19, a communication plan was launched to provide information and
assistance to all staff members and other Human resources about:
• latest developments regarding the COVID-19 pandemic,
• policies and procedures for Telework in the GS/OAS,
• guidelines for a better life-work balance during the pandemic and
• to promote a sense of community and belonging during social
distancing
HUMAN RESOURCES STRATEGY AT A GLANCE
HR Strategy Responding to COVID-19
Policies and Procedures for Telework in the General Secretariat of the Organization of American States
(GS/OAS) were defined in coordination with the Office of the Secretary General.
A comprehensive wellness plan with 6 initiatives:
• Employee Assistance Program (EAP) for all personnel and other
human resources,
• Telehealth Expansion outside the US,
• Facelift for the Health & Wellness Page,
• Wellness Activities
• “One OAS” Campaign to promote a sense of belonging within the OAS
community.
• Facilitate access to reliable options of health insurance programs
at reasonable prices for consultants.
Strategic partner in the General Secretariat's Situation Rooms for the
Protection of the Personnel
HUMAN RESOURCES STRATEGY AT A GLANCE
HR Strategy Responding to COVID-19
The efforts of the OAS Internship Program have been focused on assisting 65 interns to continue their internships remotely
and those in need of support to return to their home countries, including the following most significant results:
• Internship extensions for 32 interns unable to return to their home countries due to border closures.
• Request and follow-up of consular support through Permanent and Observer Missions to the OAS achieving the safe
return of 21 interns to their home countries.
• Financial and logistical aid for domestic travels to board
humanitarian flights and local transportation for interns.
• Acquisition of health insurance policies with COVID-19
coverage for their extended stay.
• Virtual meetings held with high level officials of the SG/OAS including the closing ceremony with the Secretary General,
the Inter-American Development Bank and the World Bank to expose interns to the Inter-American System and other
International Organizations.
Currently, the Internship Program is working on the transition to launch a remote experience for the upcoming fall session
scheduled to start on September 10
Now more that ever Caring, Listening, and Empathy
are priority for the DHR
HR TRANSFORMATION JOURNEY
The foundations
RECONSTRUCTING HR FOUNDATIONS
ORGANIZATION
CULTURE AND WORKFORCE RECRUITMENT
PLANNING AND STAFFING
HUMAN TRAINING AND
PERFORMANCE
RESOURCES DEVELOPMENT
MANAGEMENT
KNOWLEDGE POLICIES
BENEFITS MANAGEMENT
HUMAN RESOURCES STRATEGY AT A GLANCE
ORGANIZATIONAL CULTURE
1.ORGANIZATIONAL CULTURE
Strenghten a culture of productivity, efficiency, collaborative efforts and fluent communications.
HUMAN RESOURCES STRATEGY AT A GLANCE
ORGANIZATIONAL CULTURE
1.1 Cultural vision and
engagement communication The cultural vision was defined by the General Secretary and HR
campaign The cultural map was designed to promote the cultural vision
The cultural vision was launched on January 22nd 2019
Defined competencies model
Developed digital mapping platform
First map concluded (managers view)
1.2 Competency model. Connecting the map with HR tools
Joint collaboration with Strategic Development and learning experiences
Council for Organizational L2T Academy (Leadership to Transcend Academy)
Development and Management for
Results.
Work in progress:
• Second map (self-assessment) (2Q 2021)
• Competencies interview guidesHUMAN RESOURCES STRATEGY AT A GLANCE
ORGANIZATIONAL CULTURE
Playful learning experience to develop awareness about multicultural
intelligence – rolled out for interns.
1.3 Multicultural intelligence
Stand by:
• Designing a mobile app to compare individual cultural profile to a
country profile based on Hofstede Model (Development contingent to
selecting a developer and availability of funds)
1.4 Survey: Gender perceptions
Joint collaborative effort with CIM for the design and logistics.
and regulations needs (Completed in 2019)
1.5 Hall of Fame – Collaborative
Stand by:
innovators award
• Joint collaboration with Strategic Council to impulse innovation and
results orientation (2021)HUMAN RESOURCES STRATEGY AT A GLANCE
RECRUITING AND STAFFING
2. RECRUITING AND STAFFING
Implement best practices and efficient recruiting tools to bring on board the best
human talent in the Americas, that’s why is so important for us to implement modern
and efficient recruiting tools.HUMAN RESOURCES STRATEGY AT A GLANCE
RECRUITING AND STAFFING
Work in progress:
2.1 Selection criteria • Scale weights aligned to HPOs practice
Work in progress:
2.2 Competencies interview guides • Aligned with competency model to be use by managers and
supervisors during selection interviews (connected with 1.2e)
Pending Development:
2.3 Competencies interview training
• To develop behavioral interviewing skills for hiring managers
and supervisors (2021)
New process flow and general standards alignment presented
to CAAP for their consideration on April 2019
2.4 Recruitment and Selection
Practice aligned to HPOs Work in progress:
• Efficiencies in this process and inclusion of best practices to
improve it are being incorporated to the new ERP.HUMAN RESOURCES STRATEGY AT A GLANCE
RECRUITING AND STAFFING
Work in progress:
• Search of suitable suppliers to run on our behalf background checks
2.5 Background checks to new hires to fulfill the IG recommendation and alignment to the
HPOs practice.
The Geographical Representation Strategy has been approved on
May 2019. We are mapping the top and preferred employment
2.6 Balanced Geographical sources in each Member State to build the relationship and
encourage the application to our job offers of their citizens.
Representation per Member
State Work in progress:
The new ERP includes a recruitment module that will allow us to use
targeted recruitment – to select candidates from under represented
Member States. (2021)
Work in progress:
2.7 On boarding program
• To be included in the ERP (2021)
2.8 Off boarding program Work in progress:
• To be included in the ERP (2021)HUMAN RESOURCES STRATEGY AT A GLANCE
TRAINING AND DEVELOPMENT
3. TRAINING AND DEVELOPMENT
Strengthen the skills of the GS/OAS personnel and other human resources, to keep them
motivated and engaged with the organization and its culture.HUMAN RESOURCES STRATEGY AT A GLANCE
TRAINING AND DEVELOPMENT
3.1 Code of Ethics certification On- line tool to guarantee the certification to the ethical standards
Joint collaborative effort with the Strategic of the OAS fulfilling the requirement of the General Assembly (713
Council and HR. users accessed the course).
Module 1: Managerial Competencies, was designed by HR and
3.2 Leading to Transcend Academy implemented on September 2019 to 80 participants with
Joint collaborative effort with the Strategic managerial responsibilities. 98% of the participants rated the
Council and HR to provide training to start training with the highest scores possible.
filling the gaps in competencies identified Work in progress:
with OAS Competency Mapping Tool. • E-learning version of Module 1 will make this training available to
all our personnel and other human resources (4Q 2020)
• Module 2: Inspire your team, to be launched in 2020*
• E-learning version of Module 2 will make this training available to
all our staff members*
• Module 3: Contextual leadership (Contingent upon Availability of
Funds).
*Implementation contingent to COVID-19 pandemicHUMAN RESOURCES STRATEGY AT A GLANCE
BENEFITS AND PERKS
4. BENEFITS AND PERKS
Cultivate a culture of healthy and happy personnel and other human resources.HUMAN RESOURCES STRATEGY AT A GLANCE
BENEFITS AND PERKS
The plan was reviewed completely as the solvency was compromised.
Many benefits were adjusted. Strong communication was key for the
participants to help them understand the importance to have a careful
use of the benefit to focus on the long term sustainability of the plan.
4.1 Medical plan
As a result of the actions taken to address issues related to Plan’s
solvency and sustainability, claim costs in 2019 decreased 1.6 million
compared with 2018.
Mandatory payroll provider requirement in order to provide services to
4.2 Benefits administration G-4 staff members who employ domestic staff members holding G-5
visas.
• Implementation of EAP for all staff members and other Human resources,
4.3 “Care for us that care” stress
relief tool kit for the GS/OAS and Work in progress:
IACHR • Provide training and support to our Human Rights team members
(Implementation contingent to COVID-19 pandemic).
Health screenings, physical examination and more than 30 free services
and demonstrations related to health and wellbeing were offered to the
4.4 Annual Health Fair more than 360 attendees. Open to all staff members, CPRs, retirees,
members of Permanent Missions and Permanent Observers.HUMAN RESOURCES STRATEGY AT A GLANCE
ORGANIZATION AND WORKFORCE PLANNING
5. ORGANIZATION AND
WORKFORCE PLANNING
Ensure that the GS/OAS has the right people - with the right skills in the right places at the right
time - to fulfill the member countries mandates and the OAS mission in the hemisphere.
Results-based
Leading with
Program
Knowledge
Management
Innovation CollaborationHUMAN RESOURCES STRATEGY AT A GLANCE
ORGANIZATION AND WORKFORCE PLANNING
Work in progress:
The DHR considers that is necessary to do a job audit for the
GS/OAS to align the current structure with our mandates and
5.1 Workforce and job grading practices
to ensure a correct position evaluation considering the
aligned to HPOs particular activities of each Secretariat.
Efficiency in this process will not happen until the practices
are redefine (June 2020)
5.2 Job grading digital tool UN We are now included in the UN platform to have access to
the digital job grading tool to grade jobs internally without
support of any external auditor)HUMAN RESOURCES STRATEGY AT A GLANCE
ORGANIZATION AND WORKFORCE PLANNING
Joint effort with the Executive Secretariat of the IACHR to
5.3 Organizational charts aligned to fulfill review their organizational structure and post grade levels
using in parallel the UN Job grading digital tool and the
the Member States mandates and traditional external auditor with positive outcomes
holistic job grading exercise (coincident conclusion in all cases).
Work in progress:
5.4 Technical skill gap map in place • First map concluded December 2018 (managers view)
(2021).
Work in progress:
5.5 Position centric practice
• Position is independent from occupant – ERP requirement
(3Q 2020)HUMAN RESOURCES STRATEGY AT A GLANCE
PERFORMANCE MANAGEMENT
6. PERFORMANCE MANAGEMENT
Alignment of all staff members individual contribution to GS/OAS strategic objectives. Develop a
modern, efficient and fair performance management system is not a simple task but at the
Human Resources Department we believe that its fundamental to be aligned to the GS/OAS
strategic objectives.HUMAN RESOURCES STRATEGY AT A GLANCE
PERFORMANCE MANAGEMENT
Now covered through the
6.1 Remove training need section from PEP
competency mapping tool
6.2 Simplified communication for PEP (and other
Amicable and short
recurrent processes)
Work in progress:
6.3 Implementation of the PES in the new ERP Joint effort with the Strategic
CounselHUMAN RESOURCES STRATEGY AT A GLANCE
KNOWLEDGE MANAGEMENT
7. KNOWLEDGE MANAGEMENT
In collaboration with the Strategic Counsel a Knowledge Management strategy is being defined
with the intention to promote learning, facilitate knowledge transfer, and encourage
collaboration; all of which aims at contributing to improved Organizational performance by
making sure that the employees have the know-how they need, to make their tasks easier and to
improve their performance.HUMAN RESOURCES STRATEGY AT A GLANCE
HR POLICIES AND PRACTICES
8. HR POLICIES AND PRACTICES
The Human Resources Policies and Practices have served as guidelines for many years, but we
believe that aligning them to the High Performance Organizations (HPO) standards will allow us
to better perform in the rapid changing world.HUMAN RESOURCES STRATEGY AT A GLANCE
HR POLICIES AND PRACTICES
Work in progress:
8.1 ERP implementation as a vehicle to align HR • Joint collaborative effort DOITS, DFS
policies and practices to HPO and DHR - (1Q 2021)
Work in progress:
8.2 Personal Data Manual • First draft as requested by the General
Inspector (1Q 2021)Nubia Thornton • Acting Director at the Department of Human Resources
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