Work-streams
46 GS 10 DIR/PRO
2. Process actions Num Description
A.1 Communicate effectively on HR Strategy outputs to Departments, staff members and Staff Representative Bodies
A.2 Implement the “To-Be” process by: - Formalizing the new responsibilities
- Defining specific KPI to ensure process monitoring and evaluation
B.1 Communicate effectively to Departments, staff members and Staff Representative Bodies on HR Policy outputs B.2 Train SSC personnel officers and set up periodic update meetings with AFHP
B.3 Streamline the approval phase of the process by rendering the HR Director accountable for emanating all HR policies B.4
Assess and evaluate policy application performed by SSC personnel officers considering HR Division provided guidelines, number of personnel officers, operational mechanisms of coordination with HR Division, skills and competencies
B.5
Implement the “To-Be” process by:
- Formalizing the new / revised responsibilities
- Defining detailed operational procedures (for SSC) / user guidelines for explanation on how to apply policy
- Defining specific KPI to ensure process monitoring and evaluation
C.1 Define a procedure for analyzing training market and customers’ training needs
C.2 Develop and publish the new training catalogue (both internal and external courses) based on the proper analysis of customers’ training needs C.3 Create the necessary linkages between HR Learning and HR Performance Management processes by formalizing HR Division operational procedures that define the connections and
inter-dependencies between the two processes
C.4 Create and maintain through OLMS a roster tracing the competencies and skills that people develop by undertaking learning courses D.1
Create the linkages between the Performance management process and the other HR processes such as HR Learning, HR Job Design and HR Career Development, by formalizing HR Division internal operational procedures that define the connections and inter-dependencies between these processes
D.2
Implement the “To-Be” process by: - Formalizing the new responsibilities
- Defining detailed operational procedures / user guidelines - Defining specific KPI to ensure process monitoring and evaluation
D.3 Define and communicate guidelines and criteria for evaluation and train line managers (HQ and Field) D.4 Define and communicate guidance for creating the competency profile and development plan and train staff member D.5 Define how the new process transfers the Results Based Management (RBM) framework/principles into the PEMS
E.1 Shorten the process lead time by discontinuing the pre-screening activity within technical departments and by standardizing the Vacancy Announcements
E.2 Verify all existing documentation on recruitment currently published on different channels (intranet, internet, etc.) in order to rationalize it and disseminate the revised recruitment procedures for users within the Organization.
F.1
Implement the “To-Be” process by : - Formalizing the new responsibilities
- Defining detailed operational procedures / user guidelines
- Defining specific KPI to ensure process monitoring and evaluation
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2. Process actions Num. Description
F.2 Communicate effectively to the Departments guideline and criteria on HR Planning G.1
Implement the “To-Be” process by:
- Formalizing the new / revised responsibilities
- Formalizing the related procedures (mobility, rotation, etc.) - Define specific KPI to ensure process monitoring and evaluation
G.2 Provide the staff members with an effective communication on HR Staffing objective and related policy
H.1
Implement the “To-Be” process by :
- Defining the related communication strategy and plan - Formalizing the new responsibilities
- Defining detailed operational procedures / user guidelines - Defining specific KPI to ensure process monitoring and evaluation
H.2 Define the focal point in HR Function for coordinating and integrating all HR communication needs
H.3 Integrate HR Communication with the corporate communication framework and strategy I.1
Implement the “To-Be” process by: - Formalizing the new responsibility
- Defining detailed operational procedures / user guidelines - Defining specific KPI to ensure process monitoring and evaluation
I.2 Clearly communicate that resource management will be focused on professional growth achievable through the development of experiences, skills and competencies
I.3 Define a talent management strategy and launch a specific project as a pilot J.1
Implement the “To-Be” process by:
- Formalizing the new / revised responsibilities
- Defining detailed operational procedures / user guidelines - Defining specific KPI to ensure process monitoring and evaluation
J.2 Perform assessment on existing job descriptions and define the new standardized job descriptions J.3 Define criteria for creation of non-standard job profiles
J.4 Provide the staff members with an effective communication on the importance to have a job generic job profile library J.5
Create the linkages between the new process and the HR Performance Management and HR Career Development process by formalizing HR Division internal operational procedures that define the connections and inter-dependencies between these processes
All these actions have been prioritized in a time-frame in order to facilitate the HR Function in evaluating and selecting the steps forward. The following chart shows the positioning of the actions listed in the Transition Map in terms of time-frame (short, medium, long) and priority (high, medium, low).
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J.5 I.1 J.4 B.2 B.1 D.1 A.1 C.1 H.1 I.2 I.3 G.2 B.3 B.4 E.2 A.2 B.5 F.2 H.3 H.2 C.3 D.3 D.5 D.4 C.2 F.1 E.1 D.2 G.1 J.1 J.2 J.3 X.8 X.4 X.3 X.6 X.7 X.9 X.5 X.1 X.2 C.4 Time Priority EVOLUTION OF THE HR FUNCTION 0 t+ low high Cluster A Cluster B Cluster C Cluster D
Figure 2-12: Clustering and prioritization of Transition Map actions
In coherence with the score and the time-frame assigned to each action (see HR Annex B “Transition Map”), the RBR grouped and prioritized in four clusters all the proposed actions, as follows:
§ Cluster A – high priority actions to be taken immediately to ensure a successful evolution of the HR Function, in terms of:
- “hard” elements of change, i.e. all the actions related to the implementation of
processes;
- “soft” elements of change, i.e. the actions related to the new HR brand image
construction and promotion, and to the HR culture and values dissemination.
§ Cluster B – “functional” actions to be carried out in order to facilitate the transition by enabling a correct implementation in the short period. This second group of actions refers mainly to:
- internal (within HR Function) and external (within FAO) coordination mechanisms; - professional skill and competency requirements;
- establishment of communication flows.
§ Cluster C – “functional” actions to be carried out to facilitate the transition by enabling a correct implementation in the medium period, This third group of actions refers mainly to::
- internal (within HR Function) and external (within FAO) coordination mechanisms; - professional skill and competency requirements;
- establishment of communication flows; - definition of supporting tools.
§ Cluster D – actions that need to be undertaken after the implementation of priority and functional actions in order to get a comprehensive HR transformation. This last group of actions refers mainly to:
- definition of supporting tools (i.e. competency roster of skills acquired through
learning);
- definition of linkages between processes;
- specific training to perform the “To-Be” processes; - workload analysis;
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2.5.4. Costs & savings
Evaluation of outsourcing the language courses
Initiative 3 aimed at identifying possibilities to outsource specific aspects of the development courses carried out by FAO. With this purpose, the RBR analysis focused its investigation on the language training (English, French, Spanish, Arab, etc.) performed for:
§ staff members;
§ non staff members (i.e. IFAD/WFP staff members, Comune di Roma), for who FAO applies back- charges on the total number of hours delivered.
In order to confirm the feasibility of outsourcing the language courses, the following data and information were analyzed:
§ delivery methodology (aimed at identifying the specific roles that are in charge of the teaching courses);
§ number and type of the participants;
§ number of training hours delivered for both staff and non staff members; § price of the single unit of the training (i.e. price per hour).
The results of the analysis showed that the delivery of language courses is already outsourced, and specifically that:
§ the language training is delivered by external teachers (33 PSAs); § the PSAs are paid according to the number of hours performed;
§ the price of a single unit, according to which the training hours are paid, can already be considered competitive;
§ the annual spending for 2008 is lower than the generated income (back charges).
In conclusion of the analysis conducted, the RBR did not identify any further possibility of outsourcing the language courses, neither for achieving an improvement, nor for obtaining additional savings in the management of the process.
Policy development streamline and related Effectiveness Gains
The following analysis presents the possible savings determined by streamlining the process of HR policies production. These would not been Cash Savings but Effectiveness Gains. According to the new defined accountability framework, the HR Director will be accountable for emanating HR policies and, as a consequence, all the following approval steps will no longer be needed in the “To-Be” process.
The analysis outlined:
§ the activities that each unit currently carries out;
§ the professional profiles required to perform the activity; § the related standard hour cost for each professional level; § the time needed to conduct the activity;
§ the total cost of the activity;
§ the activities to be eliminated in the “To-Be” process; § the possible savings rising from the eliminated activities;
§ the estimated number of policies to be reviewed/updated during a year (the number was estimated starting from the data available within the AFHP branch: 10 policies developed or reviewed in 2008 and 20 policies planned to be developed or reviewed in 2009).
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2.5.5. Final recommendations
This section includes opportunities for service quality improvements and further suggested actions to ensure the effective implementation of changes.
In order to achieve this aim, the RBR recommends activating and developing the following actions: § evaluate the actions foreseen and prioritized in the Transition Map, in order to limit the initiatives
that will need to be concurrently managed, and assure the necessary coordination within all HR activities;
§ focus on the initiatives on which the HR Function has formally committed itself for the realization of defined results for the Organization, within the targeted time-frame;
§ reinforce the managerial competencies of HR branch managers who will be operationally responsible for the outputs of their processes;
§ conduct a realignment of skills and competencies of professionals currently employed in the HR Function;
§ stress on the activities connected to the improvement of the processes currently carried out, and that can contribute to the perception in the Organization that there is an ongoing change in HR management.
§ provide training for all FAO’s line managers in order to develop management competencies, with particular attention to those related to the management and the development of human resources.
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2.6.
Procurement
2.6.1. Procurement process models
The analysis on Procurement conducted during Stage 1 was based on the distinction between core procurement activities and servicing processes performed by the procurement service:
§ Core procurement activities: all governance and procurement processes on which the Procurement Service and the Organization should focus: i.e. planning, managing, monitoring and reporting all purchasing activities.
§ Servicing processes: all the processes that support core activities, some of which could also be managed outside AFSP (the Procurement and Asset Management Service at HQ), or are not strictly linked to procurement activities. .
With regard to core processes, an emphasis was given to the different focus that procurement actions have:
§ Procurement activities for the Headquarters; § Procurement activities for the Field;
§ Procurement activities for the Projects.
Considering the different focus, alternative solutions were identified, based on the fact that the three types of actions need diverse procurement approaches, as shown in the figure below:
1. HQ 2. FIELD
Efficiency Effective delegation efficiency and effectivenessStrategic planning towards Processes
Main Objectives
Focus
Core procurement activities for the Headquarters
Alternative solutions
1.2 1.1
Core procurement activities in the Field 2.1 3. PROJECTS B A B A
Core procurement activities for the Projects
3.1
B A
Cross
solutions A. Improvement of the Procurement planning and reporting processesB. Evaluate the possibility to discontinue / move to the SSC the Vendor Registration process while developing, within AFSP, a
suppliers management system 1.1 Partnership with the Rome based Agencies (IFAD, WFP) for common goods/services
1.2 In a long term perspective, establishment of a dedicated agency
2.1 Empowerment of Regional and local officers
3.2
3.1 Processes and procedures re- engineering (with a focus on the planning and the decision of what to buy activities) 3.2 Design and development a supply chain
model in the long-term period
1. HQ 2. FIELD
Efficiency Effective delegation efficiency and effectivenessStrategic planning towards Processes
Main Objectives
Focus
Core procurement activities for the Headquarters
Alternative solutions
1.2 1.1
Core procurement activities in the Field 2.1 3. PROJECTS B A B A
Core procurement activities for the Projects
3.1
B A
Cross
solutions A. Improvement of the Procurement planning and reporting processesB. Evaluate the possibility to discontinue / move to the SSC the Vendor Registration process while developing, within AFSP, a
suppliers management system 1.1 Partnership with the Rome based Agencies (IFAD, WFP) for common goods/services
1.2 In a long term perspective, establishment of a dedicated agency
2.1 Empowerment of Regional and local officers
3.2
3.1 Processes and procedures re- engineering (with a focus on the planning and the decision of what to buy activities) 3.2 Design and development a supply chain
model in the long-term period
Figure 2-13: Proposed operational model for core procurement activities
For the servicing processes the implementable solutions were defined as independent from the focus of the procurement action that they are supporting, as shown in the figure below:
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