05/30/2020

GENERAL SECRETARIAT – ORGANIZATION OF AMERICAN STATES

Human Resources Strategy 2019-2023 Progress as of May 30, 2020

Defining the dream 2018

2019

2020

2021

2022

2023

Reinforcing HR foundations and engaging people

Foster contribution

Collaborative mindset

Permanent learning and development environment

Leading, inspiring and influencing the region

HUMAN RESOURCES STRATEGY AT A GLANCE MILESTONES

OUR JOURNEY: MILESTONES

HR TRANSFORMATION JOURNEY The foundations

2020 HIGHLIGHTS

ERP IMPLEMENTATION

HR STRATEGY RESPONDING TO

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

Now more that ever Caring, Listening, and Empathy are priority for the DHR

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

HR TRANSFORMATION JOURNEY The foundations

CULTURE ORGANIZATION

AND WORKFORCE PLANNING

RECRUITMENT AND STAFFING

PERFORMANCE MANAGEMENT

TRAINING AND DEVELOPMENT

BENEFITS KNOWLEDGE

MANAGEMENT POLICIES

HUMAN RESOURCES

RECONSTRUCTING HR FOUNDATIONS

HUMAN RESOURCES STRATEGY AT A GLANCE ORGANIZATIONAL CULTURE

1.ORGANIZATIONAL CULTURE

Strenghten a culture of productivity, efficiency, collaborative efforts and fluent communications.

1.1 Cultural vision and engagement communication campaign

The cultural vision was defined by the General Secretary and HR The cultural map was designed to promote the cultural vision The cultural vision was launched on January 22nd 2019

1.2 Competency model. Joint collaboration with Strategic Council for Organizational Development and Management for Results.

Defined competencies model Developed digital mapping platform First map concluded (managers view) Connecting the map with HR tools Development and learning experiences L2T Academy (Leadership to Transcend Academy) Work in progress: • Second map (self-assessment) (2Q 2021) • Competencies interview guides

HUMAN RESOURCES STRATEGY AT A GLANCE ORGANIZATIONAL CULTURE

1.3 Multicultural intelligence

Playful learning experience to develop awareness about multicultural intelligence – rolled out for interns.

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 and regulations needs

Joint collaborative effort with CIM for the design and logistics. (Completed in 2019)

1.5 Hall of Fame – Collaborative innovators award

Stand by: • Joint collaboration with Strategic Council to impulse innovation and

results orientation (2021)

HUMAN RESOURCES STRATEGY AT A GLANCE ORGANIZATIONAL CULTURE

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

2.1 Selection criteria Work in progress: • Scale weights aligned to HPOs practice

2.2 Competencies interview guides Work in progress: • Aligned with competency model to be use by managers and

supervisors during selection interviews (connected with 1.2e)

2.3 Competencies interview training

Pending Development: • To develop behavioral interviewing skills for hiring managers

and supervisors (2021)

2.4 Recruitment and Selection Practice aligned to HPOs

New process flow and general standards alignment presented to CAAP for their consideration on April 2019

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

2.5 Background checks

Work in progress: • Search of suitable suppliers to run on our behalf background checks

to new hires to fulfill the IG recommendation and alignment to the HPOs practice.

2.6 Balanced Geographical Representation per Member State

The Geographical Representation Strategy has been approved on

May 2019. We are mapping the top and preferred employment sources in each Member State to build the relationship and encourage the application to our job offers of their citizens.

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)

2.7 On boarding program Work in progress: • 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.

3.1 Code of Ethics certification

Joint collaborative effort with the Strategic Council and HR.

On- line tool to guarantee the certification to the ethical standards of the OAS fulfilling the requirement of the General Assembly (713 users accessed the course).

3.2 Leading to Transcend Academy

Joint collaborative effort with the Strategic Council and HR to provide training to start filling the gaps in competencies identified with OAS Competency Mapping Tool.

Module 1: Managerial Competencies, was designed by HR and

implemented on September 2019 to 80 participants with managerial responsibilities. 98% of the participants rated the training with the highest scores possible.

Work in progress: • 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 pandemic

HUMAN RESOURCES STRATEGY AT A GLANCE TRAINING AND DEVELOPMENT

HUMAN RESOURCES STRATEGY AT A GLANCE BENEFITS AND PERKS

4. BENEFITS AND PERKS

Cultivate a culture of healthy and happy personnel and other human resources.

4.1 Medical plan

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.

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.

4.2 Benefits administration

Mandatory payroll provider requirement in order to provide services to G-4 staff members who employ domestic staff members holding G-5 visas.

4.3 “Care for us that care” stress relief tool kit for the GS/OAS and IACHR

• Implementation of EAP for all staff members and other Human resources,

Work in progress: • Provide training and support to our Human Rights team members

(Implementation contingent to COVID-19 pandemic).

4.4 Annual Health Fair

Health screenings, physical examination and more than 30 free services and demonstrations related to health and wellbeing were offered to the more than 360 attendees. Open to all staff members, CPRs, retirees, members of Permanent Missions and Permanent Observers.

HUMAN RESOURCES STRATEGY AT A GLANCE BENEFITS AND PERKS

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.

Leading with Knowledge

Results-based Program

Management

Collaboration Innovation

HUMAN RESOURCES STRATEGY AT A GLANCE ORGANIZATION AND WORKFORCE PLANNING

5.1 Workforce and job grading practices aligned to HPOs

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 to ensure a correct position evaluation considering the 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

5.3 Organizational charts aligned to fulfill the Member States mandates and holistic job grading exercise

Joint effort with the Executive Secretariat of the IACHR to review their organizational structure and post grade levels using in parallel the UN Job grading digital tool and the traditional external auditor with positive outcomes (coincident conclusion in all cases).

5.4 Technical skill gap map in place

Work in progress: • First map concluded December 2018 (managers view) (2021).

5.5 Position centric practice

Work in progress: • 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

6.1 Remove training need section from PEP

Now covered through the competency mapping tool

6.2 Simplified communication for PEP (and other recurrent processes)

Amicable and short

6.3 Implementation of the PES in the new ERP

Work in progress: Joint effort with the Strategic Counsel

HUMAN 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

8.1 ERP implementation as a vehicle to align HR

policies and practices to HPO

Work in progress: • Joint collaborative effort DOITS, DFS

and DHR - (1Q 2021)

8.2 Personal Data Manual

Work in progress: • First draft as requested by the General

Inspector (1Q 2021)

Nubia Thornton

• Acting Director at the Department of Human Resources