Human Resources Strategy 2019-2023 - Organization of American States
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Human Resources Strategy 2019-2023
GENERAL SECRETARIAT – ORGANIZATION OF AMERICAN STATES
10/09/2018
OUR DREAM OAS CULTURE…
CULTURA ORGANIZACIONAL
Nuestra manera de cumplir los propositos y misión de la OEA
Nosotros los funcionarios somos conscientes
de la misión y noble
propósito de la OEA y estamos altamente comprometidos para que
todas nuestras acciones se orienten a robustecer la democracia, defender los derechos
humanos, fortalecer la seguridad y proveer desarrollo integral en la región.
Todo lo que hacemos, cadaquien desde su propio puesto, es para dar
más derechos a más personas y estamos orgullosos de ello ya que
es lo que da sentido a lo que hacemos.
Por ello somos:
• Orientados a la acción
• Apasionados transformadores que encuentran soluciones
• Aprendices permanentes que compartimos lo que sabemos
• Inspiradores y movilizadores
• Empoderadores
• Diversos e incluyentes
ORGANIZATIONAL CULTURE
Our way to fulfill OAS Purpose and Mission
We the Staff Members of the Organization are conscious
of the noble
purpose and mission of the OAS and are highly committed so that
all of our actions are aimed at strengthening Democracy, defending Human Rights,
enhancing Security and providing Integral Development in the region.
All that we do, from
where we stand, is to provide more rights for
more people and we are proud of it as this is what gives meaning to
what we do.
That is why we are:
• Action oriented
• Passionate innovators finding solutions
• Permanent apprentices who are willing to share what we know
• Inspiring and facilitators
• Empowering
• Diverse and inclusive
OUR ORGANIZATIONAL CULTURE
Cultural Model
Cultural Model OAS
CONSCIENCE COMMITMENT PRIDE CONTRIBUTION
REGARDLESS OF POST
What we need to do in order to
fulfill our noble purpose
DEMOCRACY SECURITY
Noble Purpose…
MORE RIGHTS FOR
MORE PEOPLE
HUMAN RIGHTS INTEGRAL DEVELOPMENT
What we need to do in our daily
work to reinforce the 4 pillars
Results Empowered
orientated Reliable Collaborative
Transformational Life learners Inspiring Diverse and
innovators inclusive
HUMAN RESOURCES STRATEGY AT A GLANCE
MILESTONES
MILESTONES
2018 Defining the dream:
Desired culture and extend of transformation / competency - contribution model
Engaging and redifining HR foundations:
2019 Commitment, conscience and pride / mapping HPOs HR processes (ERP) / connecting practices with
competency – contribution model
HR operation transformed and first steps to foster contribution:
2020 New processes in place (ERP), mapping HPOs HR processes (ERP) / aligning mandates with organization –
jobs- persons
2021 First steps into the future – workforce planning and
development: Building workforce planning model / training and development actions / reverse
mentoring
2022 Learning and collaborative mindset and building a bright future
: Knowledge management, partnering with HPOs organizations / reskilling
2023 Leading, inspiring and influencing the region:
Influencers
HUMAN RESOURCES PLAN
2019-2023
HUMAN RESOURCES VISION
2019-2023
1. To build the ideal conditions for the planned organizational culture
2. Encourage the achievement of goals through collaboration and trust
3. To be a Strategic Partner of the General Secretariat that benefit the
organization through efficient operations ( Attracting, Retaining and
Developing the best professionals)
4. Encourage and Promote cooperation, talent, attitude and motivation
above any other factor
HR TRANSFORMATION JOURNEY
HR TRANSFORMATION JOURNEY
The Foundations
RECONSTRUCTING HR FOUNDATIONS
ORGANIZATION
CULTURE AND WORKFORCE RECRUITMENT
PLANNING AND STAFFING
PERFORMANCE
HUMAN TRAINING AND
MANAGEMENT RESOURCES DEVELOPMENT
KNOWLEDGE POLICIES
BENEFITS MANAGEMENT1. ORGANIZATIONAL CULTURE
Key Practices and Tools
ORGANIZATIONAL CULTURE
To create a culture of conscience, commitment, pride and contribution to achieve
the noble purpose of the OAS based on collaboration and trust, we need the
following HR practices and tools in place:
New In progress Reinforce
OAS noble purpose communication Competency model in place (core, Reinforce all existing practices of
campaign– to inspire meaning and managerial, technical skills) – to develop Diversity and inclusion
passion to contribute to the mission of our workforce capacities with the needed
the Organization direction
Employer brand and Employee value
proposition definition – to attract the
right profiles needed and strongly engage
our employees
Actions to encourage innovation Transform
(innovation awards, for example) – to Recognize outstanding contribution – to
foster the transformation to face and lead inspire people to achieve their highest
the fourth industrial revolution in the potential(existing Outstanding Awards
region and performance management practice)
Leadership modeling (leadership school)
– to build an environment of trust and
collaboration
Develop multicultural intelligence – to
powerfully interact within any culture
Robust new orientation program – to
speed up the onboarding process and
engage new hires
ATTACHMENT AVAILABLE1. ORGANIZATIONAL CULTURE
Key Practices and Tools
OAS noble purpose communication campaign– to inspire meaning and passion to contribute to the
mission of the Organization
https://www.youtube.com/wat https://www.youtube.com/watch?v
ch?v=J9BrPwhv-CQ =XBVUvVkPS7A
Employer brand and Employee value proposition definition – to attract the right profiles needed and
strongly engage our employees
https://www.phenompeople.co
m/blog/_-examples-of-
awesome-employer-brands1. ORGANIZATIONAL CULTURE
Key Practices and Tools
Develop multicultural intelligence – Hofstede Model
Competency model in place (core, managerial, technical skills) – to develop our workforce
capacities with the needed direction1. ORGANIZATIONAL CULTURE Calendar
2. ORGANIZATION AND WORKFORCE PLANNING
Key Practices and Tools
ORGANIZATION AND WORKFORCE PLANNING
To be able to anticipate the evolution of our workforce and to pursue and fulfill
the mandates of the organization, we will need the following HR practices and
tools in place:
New In progress Transform
Technical skill gap map in place – to Build a robust internal Job grading
Position centric practice (head count is
train or reskill our workforce when gaps practice – to respond efficiently to
independent from occupant) - aligned
are identified, or hire the needed talent organizational changes.
with High Performing Organizations
and integrate the new knowledge in our Define and align a realistic workforce
(HPO) from around the world and new
map - composed by regular employees,
ERP requirements
CPRs (only performing temporary
Workforce evolution model (profiles,
assignments and not permanent
number, needed skills) - to anticipate
Reinforce functions), interns, and volunteers
the needs of people and help our
employees be ready for the future Organizational charts aligned to fulfill
Technical skills development plan – the purpose of the OAS and achieve
hire, reskill, train the Member States mandates –
dynamic, flexible and interconnected
Eliminate
Job grading steering committee in Head count managed based on
place – to secure coherence and evolution of the structure
Holistic job grading exercise for all of individuals (old fashion people
fairness among jobs at the OAS centric practice)
the OAS (last performed: around 30
years ago) based on our new internal Use of external consultants to grade
job grading practice - to confirm / our jobs that are costly and out of
realign our current values and have a HPOs practice standards.
coherent alignment among the Stop mistaken and unfair use of CPRs
different jobs. to perform permanent jobs
ATTACHMENT AVAILABLE2. ORGANIZATION AND WORKFORCE PLANNING
Key Practices and Tools
Position centric practice (head count is independent from occupant) - aligned with High Performing
Organizations (HPO) around the world
Workforce evolution model (profiles, number, needed skills) - to anticipate the needs of people and help
our employees be ready for the future2. ORGANIZATION AND WORKFORCE PLANNING
Key Practices and Tools
Technical skill gap map in place – to train or reskill our workforce when gaps are identified, or to hire the
needed talent and integrate the new knowledge in our map2. ORGANIZATION AND WORKFORCE PLANNING Calendar
3. RECRUITMENT AND STAFFING
Key Practices and Tools
Recruitment and Staffing
To have the right person in the right position, we will need the following HR
practices and tools in place:
New Transform Reinforce
Targeted selection interviewing tool Recruitment sources – Identify the best Selection steering committee – to
in place – behavioral interview candidates which are geographically guarantee fairness for the selection of
Tests and Assessments– when representative of our region (today candidates, Committee will be guided
applicable (Hogan – behavioral test is posts are only published in the OAS by established rules.
the current target) Website).
Cultural fit check – in all cases Selection criteria aligned to OAS
competency model and job family / job
seniority needs / scale weights HPOs –
aligned to HPOs practice
Selection process – aligned to HPOs
In progress practice
Behavioral interviewing questionnaires Rules and practices – inclined to allow
aligned with the competency model – the flow of the process.
to improve quality of information Reorganize HR to improve efficiency
obtained during the interview. and focus – and deliver results faster
ERP implementation – recruitment and with higher quality.
process
ATTACHMENT AVAILABLE3. RECRUITMENT AND STAFFING Key Practices and Tools Targeted selection interviewing tool in place – behavioral interview Assessments and tests – when applicable (Hogan – behavioral test is the current target)
3. RECRUITMENT AND STAFFING
Key Practices and Tools
Cultural fit check – in all cases
Selection criteria aligned to OAS competency model and job family / job seniority needs / scale weights
HPOs – aligned to HPOs practice3. RECRUITMENT AND SELECTION Calendar
4. PERFORMANCE MANAGEMENT
Key Practices and Tools
Performance Management
To strive for equity and fairness, provide each employee with equal chances of
growth, and build a level playing field for all, we will need the following practices
and tools in place:
New Transform Eliminate
Replace “Performance Management” 360 performance review (supervisor, Binary rating scale (performing / no
with a “Contribution assessment” subordinates, peers, key stake holders performing) – unfair and not useful
Recognize outstanding leadership and in the organization) – to promote a
management – create an award. culture of achievement and continuous
Recognize innovation – create and improvement
award (creating a positive work Rating scale between 3 and 5 steps –
environment is needed to make it to have a real map of the impact of
happen) individual and group contribution
Individual objectives annual setting –
aligned with mandates from the
Member States
Connect contribution assessment
results with talent and succession
maps
Outstanding Award - modify the
nomination and selection criteria
ATTACHMENT AVAILABLE4. PERFORMANCE MANAGEMENT
Key Practices and Tools
Connect contribution assessment results with talent and succession maps4. PERFORMANCE MANAGEMENT Calendar
5. TRAINING AND DEVELOPMENT
Key Practices and Tools
Training and Development
To create a work environment that fosters continuous learning and identify our
talent and knowledge pipeline, we will need the following practices and tools in
place:
New In progress
Create talent and succession maps – to have clear view of our gaps and Create a knowledge mapping tool for
strengths the organization (identify technical
Develop multicultural intelligence - strength capacity to interact and knowledge needed in each secretariat
contribute in a multilateral environment to fulfill the mandates – connected to
Coaching and mentoring for successors and key contributors the talent and succession maps as part
OAS Talk forums - knowledge and experience transfer of the competency model
Robust new orientation program – to speed up the on boarding
process and engage new hires
Knowledge management practice – to secure the permanence of Transform
accumulated knowledge and experience inside the OAS Training programs aligned with our
Implement a program of MBA practices (2-3 months) – to work in competency model and development
specific projects / mandates and inject periodic dynamism into the of technical skills needed to impulse
organization the 4 pillars
Partner with organizations / corporations to exchange knowledge and One OAS Inclusion training –
experience (conferences, short workshops, shadowing programs) – to integrating all the disperse efforts in
maintain the OAS updated and increase our influence the organization
Reverse mentoring program –To share learning, remain updated and
take advantage of the digital era between colleagues
Reskilling support – To assist incumbents of future displaced positions
into new posts to be created Reinforce
Internship program
ATTACHMENT AVAILABLE5. TRAINING AND DEVELOPMENT Key Practices and Tools TEDx Talk / OAS Talk forums - knowledge and experience Reverse mentoring program –To share learning, remain updated and take advantage of the digital era between colleagues
5. TRAINING AND DEVELOPMENT Key Practices and Tools Reskilling support – To assist incumbents of future displaced positions into new posts to be created Create a knowledge mapping tool for the organization (identify technical knowledge needed in each secretariat to fulfill the mandates – connected to the talent and succession maps as part of the competency model
5. TRAINING AND DEVELOPMENT Calendar
6. BENEFITS
Key Practices and Tools
Benefits and Perks
To secure that the granted benefits and perks are supporting our employee value
proposition, we will need the following practices and tools in place:
New In progress Reinforce
Share services with International Medical plan modification – to Health fair
Organizations (payroll, visa guarantee solvency in time Lactation rooms
management, plan 401 M, etc) – to 401 M plan admin optimization Flextime
optimize the use of resources
Define healthy habits standards for
the OAS – to prevent long term and
expensive medical disabilities
Teleworking – tools and connectivity to
make it happen for all workforce Transform
Social responsibility activities – as a Medical plan contribution scales (by
vehicle to foster positive collaboration age, remuneration, number of
and reinforce the pride of being OAS dependents, health habits as smoking
ONE and weight) – incentives and
disincentives
Reduce mobilization allowance and
home leave – Reduce the number of
new comers from outside the
Washington area whenever possible
(linked to recruitment sources
objective)
ATTACHMENT AVAILABLE6. BENEFITS
Key Practices and Tools
Teleworking – tools and connectivity to make it happen for all workforce
Medical plan modification – to guarantee solvency in time
DRAFT – UNDER DRAFT – UNDER
DRAFT – UNDER CONSTRUCTION AND STUDY
CONSTRUCTION AND STUDY CONSTRUCTION AND STUDY6. BENEFITS Calendar
7. KNOWLEDGE MANAGEMENT
Key Practices and Tools
Knowledge Management
To secure the accumulated knowledge in the organization and make it available for anyone
that might need it (workforce and member states), we will need:
New
Create a digital depository of knowledge
– possible to be organized by pillar,
secretariat, specific topics, among others
White papers – to be written every time an
extraordinary event / situation happens to
make sure the lessons learn are accessible
for all personas that can be benefit from
this in the future and not only for the actors
of the event / situation.7. KNOWLDEGE MANAGEMENT Calendar
8. POLICIES
Key Practices and Tools
HR Policies
To have a clear and comprehensive frame to execute policies that guarantees
transparency, inclusion, fairness and equity, as well as to align our practices to
the HPO, we will need to review our existing norms, rules and executive orders
to check if they make sense, are still useful, or need to be reinforced.
The need to have new transformed, reinforced and/or eliminate policies will be
determined while the strategy is built.8. POLICIES Calendar
THANK YOU!
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