WORLD HEALTH ORGANIZATION EXECUTIVE BOARD 107th Session Provisional agenda item 6.1 EB107/15 7 December 2000
Human resources: policy development Report by the Director-General
BACKGROUND 1. Reform of human resources is an integral part of WHO’s programme for management change. The object of management reform is to enable the Organization to respond better to the needs of Member States in the twenty-first century. 2. WHO’s corporate strategy provides clear objectives for the Organization which require excellence in six core functions: policy and advocacy, technical and policy support, technologies, tools and guidelines, norms and standards, partnership building, and information management.1 To fulfil those functions WHO must be able to recruit and work with the most capable people from government, the civil service, academia, the public health sector, and civil society. It must be able to maintain high-level performance in its staff. It has therefore to be an attractive employer, with forward-looking human resources policies, organization and processes, and a commitment to excellence. 3. Current practices for managing human resources have developed over time, without a coherent framework. They are generally regarded as overly complex, inflexible and unresponsive. In September 1999, the Director-General appointed a Task Force on Human Resources Management Reform comprising staff and management from technical and administrative programmes at headquarters and in the regions. In October 2000, the Task Force proposed a strategic framework which recommended improvements in a number of key areas of human resources management and modalities of implementation. The different elements would be introduced over two or three bienniums. 4. The strategic framework was prepared on the basis of a broad participative process and the conclusions of a major study by a consulting firm. It draws on international best practice in both the public and private sectors, and is consistent with the policy statement on human resources reform adopted by the executive heads of the organizations of the United Nations system,2 and with the framework on human resources management produced by the International Civil Service Commission.3
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See document EB105/3. The reform of Human Resources Management in the United Nations system. Geneva, CCAQ, 1998. Report of ICSC for the year 2000. Document A/55/30, Annex II.
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HUMAN RESOURCES CHANGE IN WHO 5. The Director-General has decided that work on the proposals put forward by the Task Force should be implemented in a phased fashion. Many proposals can be implemented immediately; some will require further work; others may require changes in the Staff Rules, which need to be submitted to the Executive Board for confirmation. 6. The various changes are outlined below for the Board’s consideration. They are based largely on the Task Force’s recommendations and form part of a comprehensive package with interlinked components. Costs given are for the remainder of the current biennium.
Agreed elements on which work is progressing Reorganization of human resources functions, including a new information system 7. Work is progressing on setting up an overall, integrated management-information system of which human resources would be an important component. Introduction of such a system is not foreseen before the end of the current biennium; meanwhile, the functionality of the human resources component of the current system needs to be improved urgently. In parallel, processes such as recruitment and classification will be defined and streamlined, and roles and responsibilities in human resources management will be reviewed. 8. The cost of the necessary technical expertise for human resources applications is estimated at US$ 1.1 million.
Workforce planning 9. Sound workforce planning underpins many of the reforms foreseen, and is a key aspect of effective recruitment, mobility and rotation, staff development, and performance management. Guidelines are in preparation for workforce planning and its application. Workforce analysis and planning will be integrated into implementation of the current programme budget. It is therefore being given priority in 2001. Costs are estimated at US$ 300 000.
Staffing, including gender and geographical balance 10. Efforts will concentrate on further improvement of existing processes in order to maintain staff excellence. Search capabilities are being enhanced by, for example, enlisting help from Member States, WHO Representatives and search companies, in order to strengthen recruitment and selection, and competency-based recruitment and assessment pools will be created. New tools are being designed and applied to meet targets for geographical representation and gender balance and to monitor progress. These activities are under way and costs are estimated at US$ 100 000.
Performance management 11. A new performance management system has been developed which links individual and team objectives to WHO work plans; standardizes performance review; improves monitoring, accountability and oversight; and provides specific guidance on handling underperformance. Measures to reward high performance are being revised and nonmonetary recognition is foreseen, building on successful experience.
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12. The system should be introduced in January 2002; planning and staff training will take place during 2001. Direct additional costs are estimated at US$ 100 000.
Grievance procedures 13. Procedures for mediation and conflict resolution were improved during 2000, and a new policy introduced on harassment in the workplace; the Ombudsman has been given a stronger Organizationwide role. Further work on refining grievance processes will continue in 2001. Cost is estimated at US$ 175 000.
Supportive work environment 14. Policies and practices that help respond to the often conflicting demands of professional and personal lives are essential to attracting and retaining good staff. The proposals to create a more supportive work environment reflect the work/family policy adopted by the executive heads of organizations of the United Nations system.1 They are intended to achieve a better balance between work and home responsibilities through: • reaffirmation or clearer articulation of existing policies on such matters as maternity leave, adoption leave, and more flexible use of uncertified sick leave; • introduction of new policies and practices on, for instance, paternity leave, compassionate leave, duty travel with breastfeeding infants. 15. Some of these changes entail amendments to the Staff Rules. In the main they bring WHO’s practice into line with those prevailing in the United Nations common system or WHO policy recommendations. The provision for paternity leave is not yet a feature of the United Nations common system; an absence of five days is therefore proposed, the minimum figure under discussion in the common system.2 16. The proposals are cost neutral; direct additional costs would arise only in the event of staff replacement.
Staff development and career management 17. The key elements of the staff development component of the strategic framework are: • a dynamic programme of staff development based on the principles that managers at all levels of the Organization have a responsibility to help develop the careers of their staff; and individual development plans should be linked to assessment of individual performance and WHO’s workforce needs; • giving of priority to those staff members in whom the Organization plans to make a longer term investment and to staff central to the change process, e.g. managerial and supervisory staff, in whom leadership should be developed, and country-level staff;
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Work/Family Agenda. Policy Statement by ACC. Document ACC/1995/PER/R.3. See document EB107/15 Add.1.
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• training, mentoring, and other methods of staff development that not only upgrade technical skills and core competencies, but also strengthen essential principles, such as high ethical standards, equal opportunities, nondiscrimination, transparency, accountability and responsibility; • full implementation of the policy for rotation and mobility approved by senior management in 1998; • work with the International Civil Service Commission (ICSC) on the subject of a senior executive service or a senior management group (to be further investigated in 2001); • career management based on the principle that the responsibility is shared by the Organization, which must provide structural support and a framework of opportunities such as mobility and rotation by managers, who must support staff development, and by staff, who must be committed to continuous professional development. 18. The Organization will commit 1.5% of salary costs to staff development. The cost of the mobility component will be US$ 200 000 in 2001.
Areas of further study Contractual arrangements 19. Reform of contract policy, a preoccupation for many organizations of the United Nations system, is a major element of the strategic plan. The Task Force recommended a managed mix of service appointments for continuing needs, with revised probation and separation arrangements, project contracts for task-specific and time-limited work, short-term contracts for truly short-term or temporary requirements (up to 11 months), and contracting out of selected services and products. Proposals for phasing out the long-term use of short-term contracts are under review, with a view to defining implementation modalities. A report will be submitted to the Executive Board in 2002.
Staffing 20. The matter of moving away from the labelling of staff categories (general services, professional, director) will be examined in conjunction with a review of job titles.
Post system 21. In the context of overall management efficiency, the system for establishing and managing posts will be reviewed in 2001.
Staff-management relations 22. Within the context of the United Nations common system, staff-management relations throughout the Organization, which are built on trust, mutual respect, effective communication and consultation, and due process, will be further strengthened. Work will include clearly defining a framework for communication, consultation and problem-solving, identifying best practices, and facilitating their application throughout the Organization.
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Revision of Staff Regulations and Staff Rules 23. At the conclusion of the work, it will be likely that the Staff Regulations and Staff Rules will need to be comprehensively reviewed. Any changes will be submitted to the governing bodies in accordance with the established procedures.
FINANCIAL IMPLICATIONS 24. One-time costs for implementation of the strategic framework during the biennium 2000-2001 amount to approximately US$ 2 million. It is not expected that additional funding will be sought from Member States in respect of the current biennium. The continuing reform of human resources will require additional investment, but the changes should yield considerable dividends in the form of better management of human resources and improved performance, productivity and efficiency.
ACTION BY THE EXECUTIVE BOARD 25. The Executive Board is invited to note the report and to confirm related amendments to the Staff Rules, contained in document EB107/15 Add.1.
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ANNEX IMPLEMENTATION OF THE STRATEGIC PLAN: SUMMARY TIMETABLE
Major elements
Specific task
Planning, development and implementation 2000 2001 2002 2003 1st 2nd 1st 2nd 1st 2nd half half half half half half
I. Agreed elements on which work is progressing Develop information technology system Reorganization of human resources functions Workforce planning Staffing, including gender and geographical balance Performance management Grievance procedures Supportive work environment Define and streamline processes such as recruitment and classification Review roles and responsibilities in human resources management Prepare and apply guidelines Strengthen recruitment and selection Develop and implement tools for meeting geographical and gender targets Revise reward and recognition measures Provide training for, and introduce, new performance management system Improve grievance procedures Introduce “work/family” practices Implement staff development programme, giving priority to managerial, supervisory and country-level staff Staff development and career management Provide training or mentoring to upgrade skills and strengthen essential principles Implement mobility policy Senior executive service study: work with ICSC
Planning, development Implementation
Annex
Major elements
Specific task
Planning, development and implementation 2000 2001 2002 2003 1st 2nd 1st 2nd 1st 2nd half half half half half half
II. Areas of further study Revise or introduce probation and separation arrangements Contractual arrangements Staffing Post system Staff-management relations Revision of Staff Regulations and Staff Rules Approve and introduce new contracts for short-term staff Plan transition away from long-term use of short-term staff Review job titles Seek alternative means of managing the system Refine framework for staff-management relations Apply best practice Review comprehensively
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WORLD HEALTH ORGANIZATION EXECUTIVE BOARD 107th Session Provisional agenda item 6.1 EB107/15 Add.1 12 December 2000
Human resources: policy development Confirmation of amendments to the Staff Rules1 Report by the Secretariat
1. In accordance with Staff Regulation 12.2, amendments to the Staff Rules made by the DirectorGeneral are submitted to the Executive Board for confirmation. The effective date of these changes would be 1 January 2001. 2. The amendments flow from recommendations made in the strategic framework for management of human resources,2 in relation to WHO’s work-life policy, which reflects the “work/family” policy agenda adopted in 1995 by the executive heads of the organizations of the United Nations system. The proposals include such subjects as special leave related to adoption, parenting and family emergencies. The text of the current and proposed Staff Rules is contained in the Annex. 3. Staff Rule 650 has been amended expressly to provide more flexibility within the current special leave provisions to allow staff members to request special leave in the event of death of a close relative or adoption of a child. Adoption leave is a practice in the United Nations common system, and compassionate leave is granted by most organizations of the system. 4. Staff Rule 740 has been amended to enable staff members to use the current seven days of uncertified sick leave to attend to serious family-related emergencies. This aligns WHO with the practice of the United Nations and a number of other organizations of the system, based on a recommendation made by CCAQ in 1997. 5. Staff Rule 760 has been amended to introduce the entitlement of paternity leave for staff members for a period of up to five days, in order to support the participation of fathers in family care. It is also proposed that when both parents are staff members of WHO, any unused portion of maternity leave to which the mother would have been entitled may be used by the father of the child. Shared maternity leave recognizes the dual and complementary roles of both parents at work and in the family and is current practice in the United Nations system. 6. Staff Rule 820 has been amended to provide greater flexibility to the Director-General regarding reasons for authorizing travel. The intent is to give nursing mothers the option of taking breastfeeding
Copies of the Staff Rules and Staff Regulations dated March 2000 are available in the meeting room for Board members. 2
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See document EB107/15.
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infants with them on duty travel at the Organization’s expense, provided the infant is less than two years of age. This Staff Rule change aligns WHO with United Nations Staff Rules and the current practice of UNICEF, with which WHO has launched a joint breastfeeding policy.
BUDGETARY REQUIREMENTS 7. The financial requirements of these Staff Rule changes in the biennium 2000-2001 under the regular budget are minimal and will be met from the appropriate allocations established for each of the regions and for global and interregional activities.
ACTION BY THE EXECUTIVE BOARD 8. The Executive Board may wish to consider the following draft resolution, which would confirm the amendments to the Staff Rules as reproduced in the Annex: The Executive Board CONFIRMS in accordance with Staff Regulation 12.2 the amendments to the Staff Rules that have been made by the Director-General with effect from 1 January 2001 in respect of special leave, sick leave, and maternity and paternity leave, as well as travel of a staff member with a nursing infant.
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ANNEX CONFIRMATION OF AMENDMENTS TO THE STAFF RULES Staff Rule/Subject Existing text Section 6 – Attendance and Leave 650. Special leave Special leave with full, partial or no pay may be granted for training or research in the interests of the Organization or for other valid reasons. Normally such leave shall not be granted until all accrued annual leave has been exhausted and normally shall not exceed one year in duration. Periods of special leave shall be credited for all purposes except as otherwise specified in the Rules. Special leave with full, partial or no pay may be granted for training or research in the interest of the Organization or for other valid reasons, including the death of a close relative or the adoption of a child under conditions determined by the Director-General. Normally, such leave shall not be granted until all accrued annual leave has been exhausted and normally shall not exceed one year in duration. Periods of special leave shall be credited for all purposes except as otherwise specified in the Rules. Proposed text
Section 7 – Social Security 740. Sick leave 740.2 Any absence of more than three consecutive working days which is to be charged as sick leave must be supported by a certificate from a duly recognized medical practitioner stating that the staff member is unable to perform his duties and indicating the probable duration of the illness. Not more than seven working days of uncertified absences within one calendar year shall be charged as sick leave. 740.2 Any absence of more than three consecutive working days which is to be charged as sick leave must be supported by a certificate from a duly recognized medical practitioner stating that the staff member is unable to perform his duties and indicating the probable duration of the illness. Not more than seven working days of uncertified absences within one calendar year shall be charged to sick leave. Part or all of this uncertified sick leave may be granted to attend to serious family-related emergencies, other than in the event of the death of a close relative, in which case the certification requirement in respect of three consecutive working days shall not apply. 760. Maternity leave and paternity leave EB107/15 Add.1
760. 760.1
Maternity leave and paternity leave
760.
Maternity leave
760.1 Staff members appointed for periods of one year or more shall be entitled to maternity leave with full salary and allowances.
760.1 Staff members appointed for periods of one year or more shall be entitled to maternity leave and paternity leave with full salary and allowances.
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4 Staff Rule/Subject 760.2 Existing text 760.2 Any such staff member, on presentation of a certificate from a duly recognized medical practitioner stating that her confinement will probably take place within six weeks, shall be allowed to absent herself from her duties until her confinement. At the request of the staff member and on medical advice, the Director-General may permit the maternity leave to commence less than six weeks but not less than two weeks before the expected date of confinement. Maternity leave shall extend for a period of 16 weeks from the time it is granted, except that in no case shall it terminate less than 10 weeks after the actual date of confinement. 760.3 A nursing mother shall be allowed additional maternity leave of sufficient time each day to nurse her child. Proposed text 760.2 Maternity leave. On presentation of a certificate from a duly recognized medical practitioner stating that her confinement will probably take place within six weeks, a staff member shall be entitled to maternity leave. At the request of the staff member and on medical advice, the Director-General may permit the maternity leave to commence less than six weeks but not less than two weeks before the expected date of confinement. Maternity leave shall extend for a period of 16 weeks from the time it is granted, except that in no case shall it terminate less than 10 weeks after the actual date of her confinement. 760.3 A nursing mother shall be allowed additional maternity leave of sufficient time each day to nurse her child. 760.4 Where both parents of a newborn child are staff members of the World Health Organization, any unused portion of maternity leave to which the mother would otherwise have been entitled under Rule 760.2 may be used by the father of the child, under conditions established by the Director-General. 760.5 Paternity leave. A staff member shall be entitled to paternity leave for up to five days upon presentation of satisfactory evidence of the birth of his child. Section 8 – Travel and Transportation 820. Travel of staff member with nursing infant 820.2 Except for staff referred to in Rules 1320 and 1330, the Organization shall pay the travel expenses of a staff member’s spouse and dependent children as defined in Rule 820.1 under the following circumstances: ... 820.2 Except for staff referred to in Rules 1320 and 1330, the Organization shall pay the travel expenses of a staff member’s spouse and dependent children as defined in Rule 820.1 under the following circumstances: ... 820.2.9 in other appropriate cases, when, in the opinion of the Director-General, there are compelling reasons for paying such expenses.
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Annex