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Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
Diversity Candidates, What Next? Working in an International Organization
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Diversity Candidates, What Next? Working in an International Organization

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This talk was given at an online global career fair held by Terra Firma Associates, on 26-27 June 2012. More than 4,000 people signed up for the event. The presentation is about diversity aspects of …

This talk was given at an online global career fair held by Terra Firma Associates, on 26-27 June 2012. More than 4,000 people signed up for the event. The presentation is about diversity aspects of being hired, working and advancing in an international organization.

By ‘diverse candidates’ I use a broad interpretation and mean everybody (the true meaning of ‘diverse’, perhaps), but here I will focus on groups that are under-represented in professional and higher levels in international organizations. I will highlight some challenges candidates face when applying to international organizations, and give some advice to recruiters as well. A backdrop is that most of these organizations were created 60-70 years ago, when nearly all international civil servants were privileged males with a homemaker spouse. Until 1973 a woman in for instance the UK Foreign Office had to resign the day she got married, no matter how talented. Pressure remains to this date in many parts of the world for women to stop working outside the home once she becomes a wife. When most international organizations were created being gay or having a disability was even more of a taboo than it is today.

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  • 1.     Diverse candidates, whatnext? Webpresenta5ononhiringprocessesininterna5onal organiza5ons,atTerraFirmaAssociates’GlobalCareerFair 26C27June2012 ByGryTinaTinde,Diversity&InclusionPublicSpeaker, Norway,ECmail:gry5na5nde@aol.com     Thank  you  for  inviting  me  to  this  exciting  online  event.  It  is  fascinating  that  we  can  meet   this   way,   in   front   of   a   screen,   all   over   the   world.   Let’s   vow   to   use   the   information   and   opportunities   we   have   and   what   we   gain   from   this   career   forum   to  help  make  the  world  a  better  place.    By  ‘diverse  candidates’  I  use  a  broad  interpretation  and  mean  everybody  (the  true  meaning   of   ‘diverse’,   perhaps),   but   here   I   will   focus   on   groups   that   are   under-­‐represented   in   professional   and   higher   levels   in   international   organizations.   I   will  highlight   some   challenges   candidates   face   when   applying   to   international  organizations,  and  give  some  advice  to  recruiters  as  well.  A  backdrop  is  that  most  of  these   organizations   were   created   60-­‐70   years   ago,   when   nearly   all   international  civil  servants  were  privileged  males  with  a  homemaker  spouse.  Until  1973  a  woman  in   for   instance   the   UK   Foreign   Office   had   to   resign   the   day   she   got   married,   no  matter  how  talented.  Pressure  remains  to  this  date  in  many  parts  of  the  world  for  women   to   stop   working   outside   the   home   once   she   becomes   a   wife.   When   most  international  organizations  were  created  being  gay  or  having  a  disability  was  even  more  of  a  taboo  than  it  is  today.      Work-­‐life   balance   was   perhaps   not   a   major   issue   for   someone   who   had   a   partner  working   full   time   as   a   caregiver   at   home,   or   at   least   it   was   different   from   what  
  • 2. international   civil   servants   are   facing   today.   The   over-­‐representation   of   privileged  males  has  continued,  and  they  are  aging.  Most  organizations  see  changes  at  senior  levels   today,   due   to   the   many   men   who   are   reaching   retirement   age.   For   the   most  part   other   men   are   replacing   them,   despite   ample   numbers   of   qualified   and   keen  women   candidates.   Some   international   civil   servants   on   payroll   today   have   not  started  using  e-­‐mail,  but  they  are  going  as  extinct  as  pen  and  paper  (  and  maybe  e-­‐mail  is  becoming  obsolete,  too).    Social  media  is  not  readily  embraced  by  a  majority  of  managers.      In  this  outdated  setting  no  wonder  it  is  tough  for  international  organizations  to  turn  around   and   embrace   the   fast   changes   in   the   fields   of   diversity,   inclusion,   women’s  advancement  and  cultural  perceptions.  Migration,  travel  and  global  communications  are   quickly   spreading   new   trends,   with   young   people   as   main   participants   and  promoters.    Some   of   the   topics   I   will   talk   about   could   make   the   skin   crawl   of   an   international  civil   servant   of   the   old   school.  Having   worked   on   this   topic   in   various   organizations,  I   know   how   strong   the   resistance   is   at   the   top   against   the   inclusion   of   women,   gays,  people   of   different   racial/ethnic   groups   than   those   in   charge,   and   people   with  disabilities   or   HIV/AIDS.   Obstacles   are   particularly   rigid   against   advancement   to  management  levels.      Those  of  you  who  grew  up  with  YouTube  and  social  media  may  not  see  a  problem  with   being   transgender   or   why   peoples’   sexual   identity,   race,   gender   or   disability  should  affect  anyone’s  career.  If  international  organizations  are  to  attract  and  keep  the   best   and   brightest   university   graduates   they   need   to   come   up   to   speed   and  understand   the   experiences   and   expectations   of   young   talents   and   how   to   reach  them,  recruit  them,  help  them  develop  and  keep  them.  Employers  are  aware  of  the  intense   competition   for   international   talents.   Do   international   organizations  strategize   their   recruitment,   advancement   and   retention   activities   in   a   way   that  ensures  the  inclusion  of  the  best  talents,  regardless  of  social  characteristics?  As  we  will  hear,  much  work  lies  ahead  for  this  goal  to  be  reached.  Hopefully  this  talk  will  help  candidates  navigate  the  choppy  seas  of  international  organizations.  I  hope  you  will  join  one  and  make  an  impact.    My   written   presentation   and   PowerPoint   are   available   on   my   Slideshare   account,  and   the   recording   will   be   put   on   Audioboo.   The   text   is   longer   than   what   we   have  time  for  in  the  next  45  minutes,  but  feel  free  to  look  up  the  materials  when  you  have  a   chance.   Each   slide   is   clickable   and   leads   you   to   an   article   about   the   issue.   I  apologize  for  the  Scandinavian  twang  to  my  English,  and  hope  to  keep  the  pace  slow  enough  to  be  clear.    
  • 3. BIRDS&OF&A&FEATHER&FLOCK& TOGETHER& It#is#human#nature#to#choose#people#who#resemble#ourselves#as#co4 workers.#Unconscious#bias#against#anything#that#seems#unfamiliar# kicks#in#during#recruitment#and#promo<on#processes.#          BIRDS  OF  A  FEATHER  FLOCK  TOGETHER    It   is   human   nature   to   choose   people   who   resemble   oneself   as   co-­‐workers.  Unconscious   bias   against   anything   that   seems   unfamiliar   kicks   in   during  recruitment  and  promotion  processes.    I’d  like  to  give  some  pointers  to  how  you  as  a  candidate  can  stand  out  positively  in  your  job  search,  and  make  a  difference  in  the  new  job  once  you  have  been  selected.        I   will   focus   on   what   is   the   current   situation   for   diversity,   inclusion   and   gender  equality,   and   mirror   this   with   how   it   should   be.   For   each   topic   I   will   suggest   what  you  can  do  to  enhance  your  candidacy  and  understanding  of  the  role  of  international  organizations.      You   are   no   doubt   a   diverse   group,   and   among   you   there   are   women   and   men   of  different   ages.   Some   of   you   are   living   with   a   disability,   others   with   HIV/AIDS,   and  some   are   transgender,   gay   or   bisexual.   You   come   from   many   ethnic   and   racial  backgrounds,   and   you   represesnt   a   range   of   nationalities   from   all   continents.   You  have   attended   different   universities,   have   an   array   of   professional   experience   or  none   yet,   and   you   speak   a   number   of   languages.   In   addition,   your   experiences,  
  • 4. beliefs   and   opinions   make   you   the   unique   person   you   are.   When   an   international  organization   recruits   you,   it   hires   every   aspect   of   you,   not   just   your   degree   or  internship  or  professional  experience.  It  is  becoming  increasingly  clear  to  employers  that   people   bring   their   whole   self   with   them   to   work.   By   inviting   and   valuing   the  abundance  of  differences  people  have,  employers  gain  more  effective,  satisfied  and  loyal  employees.        D&I  is  often  seen  as  controversial,  because  it  challenges  our  assumptions  and  asks  us   to   be   comfortable   with   the   uncomfortable.   Yet   D&I   workshops   and   advances   in  inclusion   lead   to   more   satisfied   employees   and   a   more   competitive   organization.  Some   employers   have   more   success   than   others   in   bringing   D&I   to   the   forefront.   An  article   about   J.P.   Morgan   Chase’s   approach   spells   out   how   commitment   at   top   levels  is  key.     DISABILITY)ISSUES)TO)THE)FORE) ZacharyKimothofromKenyawilltravel4,000KtoSouthAfricain2012toraisefunds forthefirstspinalinjurycenterinKenya.AtthesameAmeheraisesawarenessabout thestrength,resilienceandtalentsofpersonswithdisabiliAes.    DISABILITY  ISSUES  TO  THE  FORE  Zachary   Kimotho   from   Kenya   will   travel   4,000   K   to   South   Africa   in   2012   to   raise  funds   for   the   first   spinal   injury   center   in   Kenya.   At   the   same   time   he   raises  awareness  about  the  strength,  resilience  and  talents  of  persons  with  disabilities.    International   organizations   have   a   long   way   to   go   before   people   of   all   social  backgrounds   are   proportionally   represented.   When,   for   instance,   will   these  employers   publicly   announce   that   homosexuals   and   lesbians   are   very   welcome?    
  • 5. There   has   been   no   such   invitation   by   international   organizations   as   far   as   I   know.  When  will  they  set  recruitment  targets  for  people  with  disabilities  in  line  with  the  up  to  15%  of  the  world’s  population  that  is  made  up  by  people  with  disabilities?      These   are   just   two   examples   of   diversity   aspects   that   in   practice   may   lead   to  exclusion   of   the   perfect   candidate   for   a   recruitment   or   advancement   to   top  executive.        The  ideal  situation  would  be  for  international  organizations  to  set  recruitment  and  advancement  targets  for  e.g.  persons  with  disabilities,  and  stick  to  them.  Reporting  and   accountability   measures   are   a   must   to   reach   business/operational   goals,   and  the  same  standards  should  apply  to  diversity  &  inclusion  (D&I).      Until   recruiters   and   hiring   managers   in   international   organizations   are   fully   trained  on   disability   issues   (which   tends   to   make   them   very   supportive   and   interested   in  hiring   persons   with   disabilities),   you   face   prejudice   against   disability,   or   lack   of  knowledge,   which   may   cause   discrimination   in   the   selection   process.   One   of   the  many   problems   is   that   international   organizations   still   have   the   audacity   to   ask  candidates   on   the   application   form   if   they   have   a   disability.   For   this   disclosure  requirement   to   make   sense,   it   would   help   to   have   and   inform   about   a   policy   similar  to   the   UK   Department   for   International   Development   (DFID)   policy   where   each  qualified   candidate   with   a   disability   is   interviewed.   An   economist   I   know   in   a  development  bank  (who  uses  a  wheelchair)  told  me  he  did  not  see  why  the  question  about   having   a   disability   was   relevant   to   his   candidacy   and   performance,   so   he  replied  ‘no’.  He  was  hired,  and  travels  more  with  work  than  most  of  his  colleagues.      What  can  you  do  as  a  person  with  a  disability  applying  to  international  jobs?        1.  Find  out  which  organizations  have  made  efforts  to  raise  awareness  on  disability  issues,  matched  with  a  policy  and  assistive  technology.  Even  though  many  persons  with   disabilities   need   few   and   only   low-­‐cost   adaptations   to   office   equipment,   an  organization’s  focus  on  the  full  range  of  inclusion  of  persons  with  disabilities  speaks  volumes.   UNDP   has   made   a   great   online   course   about   human   resources   aspects   of  disability  issues,  and  the  World  Bank  has  had  various  programs  in  place  for  over  a  decade,   including   fun   celebrations   of   3   December,   the   International   Day   of   People  with  Disabilities.  This  information  can  be  found  online.    2.  Network  among  other  candidates  and  recruiters  to  get  inside  information  on  the  specific  culture  of  the  organization.  Information  is  power.  Ask  to  speak  to  diversity  officers   at   the   organization,   to   learn   about   internal   policies   and   efforts   to   attract  persons  with  disabilities.      What  can  you  do  as  a  recruiter  to  attract  more  candidates  with  disabilities  and  make  sure  they  have  a  fair  selection  process?      
  • 6. 1.  Educate  yourself.  Read  the  Convention  on  the  Rights  of  Persons  with  Disabilities  and  media  articles  about  inclusion  of  persons  with  disabilities.  Invite   students   with   disabilities   to   a   briefing   on   work   opportunities   in   your  organization.   You   will   have   a   steep   and   fascinating   learning   process   that   you   can  apply  directly  to  your  HR  work.    2.  In  meetings  with  management,  bring  up  disability  issues  and  the  need  to  attract  candidates   with   disabilities   to   your   organization,   and   how   their   hands-­‐on  knowledge   about   disability   can   enhance   your   organization’s   work   with   that  population.      3.  When  preparing  the  annual  budget,  include  activities  addressing  disability  issues  in  the  workplace.  Network  with  HR  staff  in  other  organizations  on  the  topic.  A   Google   search   on   disability   issues   provides   inspiring   reading   on   people   with  disabilities  and  their  achievements.  Check  out  Zachary  Kimotho  from  Kenya  who  is  travelling   4,000   kilometers   to   South   Africa   in   a   wheelchair   to   promote   disability  rights   and   raise   funds   for   the   first   spinal   injury   center   in   Kenya.   If   he   can   do   this  cannot  people  with  disabilities  qualify  for  a  job  as  an  international  civil  servant,  just  like  anyone  else  with  a  suitable  education?     GLOBAL&IMBALANCES& Speaking)engagements)are)immensely)popular)and)it)is)not)uncommon)in) interna4onal)organiza4ons)to)see)all6male,)all)white)panels)at)major)conferences))        
  • 7. GLOBAL  IMBALANCES    Speaking   engagements   are   immensely   popular   and   it   is   not   uncommon   in  international   organizations   to   see   all-­‐male,   all   white   panels   at   major   conferences.  This   is   an   effective   way   to   exclude   women   and   other   under-­‐represented   groups  from   a   career   track   that   requires   visibility   and   high-­‐level   networking.   People   who  speak  up  against  such  practices  in  their  own  organization  risk  retaliation.    Just   like   people   with   disabilities,   and   no   matter   what   social   or   health   characteristics  you   have,   you   probably   expect   your   professional   competencies   and   suitability   for  the  job  to  be  the  deciding  factor  when  a  position  is  to  be  filled.  However,  this  is  not  necessarily  the  case.  Arbitrary  elements  come  into  play  in  recruitment.  Unconscious  bias  means  that  the  hiring  manager  may  select  a  candidate  who  is  more  familiar  to  himself   (Males   make   up   some   70-­‐80%   of   senior   managers   in   the   UN   and   other  organizations   have   comparable   and   sometimes   higher   proportions   of   men   at   the  top),   and   network-­‐based   hiring   and   promotions   are   well   known   in   the   international  arena.      A   2008   staff   survey   in   an   international   organization   asked   what   it   would   take   to  advance  professionally.  A  majority  of  the  respondents  said:  “It’s  who  you  know”;  the  second  most  selected  response  was:  “Visible  assignments”;  the  third  was:  “Get  along  well   with   your   supervisor”;   and   in   4th   place:   Good   performance”.   This   was   an  internal   survey,   and   may   not   apply   to   external   hiring,   but   clearly   such   an  environment  will  miss  out  on  talents  who  are  not  well  connected.        This   may   seem   like   tough   obstacles   to   new   recruits   and   to   human   resources  personnel   who   work   tirelessly   to   ensure   fair   selection   processes.   Despite   this  sobering  info  it’s  important  to  stay  positive  and  focus  on  the  many  options  available.      Are   we   aware   of   how   lucky   we   are   right   now,   being   online   and   planning   a   next  career   move?   Our   access   to   a   computer   puts   us   among   the   privileged.   This   global  career  event  by  Terra  Firma  Associates  is  innovative  and  free  for  candidates  and  we  are  fortunate  to  be  able  to  connect  in  this  way.  
  • 8. TRADITION(OR(DISCRIMINATION?( “We$have$put$girls$and$women$at$the$heart$of$ everything$we$do.”$Page$8,$DFID$Annual$Report$2011$ DFID’s$ministers:$(lGr)$Stephen$O’Brien,$Parliamentary$UnderGSecretary$of$State;$$ Andrew$Mitchell,$Secretary$of$State;$$Alan$Duncan,$Minister$of$State.$    TRADITION  OR  DISCRIMINATION?    “We   have   put   girls   and   women   at   the   heart   of   everything   we   do.”   Page   8,   UK  Department  of  International  Development  (DFID)  Annual  Report  2011    DFID’s  ministers:  (l-­‐r)  Stephen  O’Brien,  Parliamentary  Under-­‐Secretary  of  State;    Andrew  Mitchell,  Secretary  of  State;    Alan  Duncan,  Minister  of  State.    It   is   not   necessarily   so   that   these   men   are   the   best   equipped   to   make   decisions  affecting   girls   and   women.   Imagine   the   opposite,   where   three   women   heads   of   a  major   development   agency   would   state   that   they   have   put   boys   and   men   at   the  heart  of  everything  they  do.  How  would  they  know  what  is  best  for  boys  and  men  without  including  males  in  decision-­‐making  at  the  highest  level?  Including  people  in  management   who   hail   from   the   countries   where   international   development  cooperation  takes  place  would  also  greatly  benefit  operations,  and  we  could  go  on  and  acknowledge  the  importance  of  the  insight  of  a  person  with  disabilities  or  who  is  gay  or  living  with  HIV/AIDS  in  shaping  policy.    But   let   me   get   back   to   the   privilege   of   working   in   international   organizations   and  how   technology   may   help   remove   inequalities   by   bringing   us   closer   and   making  more  information  available.  Today  there  are  just  over  one  billion  computers  in  the  world,  with  the  highest  number  being  in  the  US  with  223  million  computers.    South  
  • 9. Korea  has  26  million  computers  and  Brazil  19  million.  Russia  is  not  among  the  top  ten,   but   Japan   and   four   European   countries   are.   Many   people   use   two   computers,  and  this  probably  means  that  over  six  of  the  seven  billion  people  in  the  world  do  not  have  a  computer.    If  we  consider  it  important  to  have  access  to  a  computer,  we  could  make  it  a  goal  to  help  people  gain  the  education,  health  and  income  that  would  allow  them  to  use  one.        Since   this   forum   is   about   qualifying   for   a   job   in   an   international   organization   and  identifying   talent   for   them,   it   is   important   to   remember   why   these   organizations  were   created.   Peace,   justice,   wealth   distribution   and   social   inclusion   are   key  components   of   their   charters.   This   is   perhaps   why   you   are   looking   to   work   for   an  international  organization.  You  are  an  idealist.  The  Universal  Declaration  of  Human  Rights,   which   was   adopted   by   the   UN   General   Assembly   on   10   December   1948,  strikes   a   chord   with   you.   You   want   to   put   your   skills   and   determination   to   work   for  values  such  as  this,  from  the  preamble:  “…  the  peoples  of  the  United  Nations  have  in  the   Charter   reaffirmed   their   faith   in   fundamental   human   rights,   in   the   dignity   and  worth   of   the   human   person   and   in   the   equal   rights   of   men   and   women   and   have  determined   to   promote   social   progress   and   better   standards   of   life   in   larger  freedom,  …      Numerous  other  international  declarations  and  conventions  aim  to  improve  the  lot  of  those  less  fortunate.  You  may  expect  that  principles  of  equality  and  justice  prevail  internally  in  these  organizations,  since  they  clearly  are  the  basis  for  their  existence  and  operations.  But  this  is  not  the  case.      If   international   organizations   lived   by   the   equality   principles   that   created  them,   the   situation   would   have   been   something   like   this   in   terms   of   gender  equality:     1. Half  of  employees  at  all  levels  would  be  female.     2. No   gender   sensitivity   training   or   action   plans   would   be   necessary,   because   the  rights,  talents  and  needs  of  males  and  females  would  be  fairly  addressed   in  all  operations.    In  my  view  it  is  nonsense  that  men  can  represent  women’s  interests  just   as  well  as  a  woman,   and   vice   versa.   Those   men   who   champion   gender   equality   are   extremely  valuable,   and   they   do   it   based   on   understanding   and   dedication.   They   need   to   be  somewhat   rebellious   to   dare   to   counter   the   old-­‐fashioned   culture   and   practices   of  international   organizations.   Unfortunately   these   men   are   few   and   far   between.   One  such   high-­‐level   champion   said   he   had   trouble   convincing   his   male   peers   to   embrace  gender  equality  efforts.     3. There   would   be   no   sexual   harassment   in   the   workplace   -­‐   or   perhaps   the   number  of  harassers  and  victims  would  be  equally  distributed  among  women   and   men?   Today   most   harassers   are   men,   and   most   victims   are   women,   according   to   Catalyst.org.   A   UN   report   (page   10)   on   women,   peace   and  
  • 10. security   notes   that   a   better   representation   of   women   in   military   and   police   teams   in   peacekeeping   has   a   positive   impact   on   the   work   environment,   including  a  reduction  of  chauvinistic  behaviors  such  as  sexual  harassment.   4. The   biological   functions   of   being   pregnant,   giving   birth   and   breastfeeding   would   be   seen   as   a   natural   part   of   being   human   and   an   international   civil   servant  and  boss.     5. Fathers   would   have   the   same   length   paid   parental   leave   as   mothers,   and   would   be   expected   to   be   equally   devoted   to   their   children   and   family   and   personal  life  as  women.     6. Traditional   views   on   women’s   role   as   caregivers   would   be   history   and   retention  of  women  would  be  no  problem.     7. Replacement  staff  for  parental  leave  would  be  paid  from  the  general  budget.     8. Mission  travel  would  be  more  flexible,  allowing  new  parents  to  skip  missions   during   the   child’s   first   year,   and   reduce   the   length   until   the   child   became   older.  Similar  policies  would  apply  to  care  for  sick  family  members.   9. Telework,   compressed   and   flexible   work   hours   would   be   standard.   There   would   be   a   focus   on   delivery   of   results   and   less   emphasis   on   face-­‐time   in   the   office   (which   is   great   if   networking   is   what   gets   you   ahead   rather   than   concrete   results).   Face-­‐time   would   be   the   term   young   people   use,   namely   seeing  and  communicating  with  someone  on  a  computer  screen.   10. Each   organization   would   provide   and   childcare   facilities   and   subsidize   the   cost.  Both  men  and  women  would  be  congratulated  when  announcing  that  a   baby  was  on  the  way,  instead  of  (often  the  woman)  being  met  with  negative   remarks.      See  how  gender  roles  affect  the  work-­‐life  in  Japan  in  this  2011  study  by  the  Center  for  Work-­‐Life  Policy.     11. Women   would   not   feel   compelled   to   temporarily   opt   out   of   the   workforce   after  having  children,  due  to  too  much  stress,  demands  for  long  hours  in  the   office   and   mission   travel.   Or   they   leave   permanently   due   to   a   hostile   environment   against   women,   which   has   been   reported   on   in   several   organizations,  especially  at  senior  levels.  A  UNICEF  report  from  2006  by  an   external   consultant   found   the   management   environment   to   be   hostile   to   women,  but  the  full  report  has  not  been  made  public,  to  my  knowledge.   12. Men   would   feel   comfortable   announcing   at   5   pm   that   they   need   to   pick   up   children  in  daycare  –  or  take  care  of  an  ailing  partner  or  parent.   13. Men   would   be   rid   of   the   traditional   breadwinner   burden   –   as   women   and   men  would  be  expected  to  contribute  equally  to  the  household.   14. There   would   be   no   reason   why   women   should   do   more   housework   or   take   more  care  of  the  children  than  men.      If   international   organizations   were   ruled   by   the   UN   International   Covenant   of  Economic,   Social   and   Cultural   Rights,   women   and   men   would   have   equal   pay   for  equal  work:        
  • 11. ”Fair  wages  and  equal  remuneration  for  work  of  equal  value  without  distinction  of  any  kind,  in  particular  women  being  guaranteed  conditions  of  work  not  inferior  to  those  enjoyed  by  men,  with  equal  pay  for  equal  work;      These   are   controversial   issues.   Few,   if   any   international   organizations   have  analyzed   and   publicized   the   pay   levels   of   men   vs.   women.   Proposals   to   use   for  instance   a   Swiss   organization   Equal   Salary   are   being   made,   but   leaders   of  international  organizations  hesitate  to  participate  in  such  studies.       AUDRE&LORDE,&1934&.&1992& The$masters$tools$will$never$dismantle$the$masters$house.$    AUDRE  LORDE,  1934  –  1992    Audre   Lorde   was   a   Caribbean-­‐American   writer,   poet   and   activist   who   lived   from  1934   to   1992.   One   of   her   best-­‐known   quotes   is   “The   master’s   tools   will   never  dismantle   the   master’s   house”.   Her   statement   pinpoints   why   elites   at   the   top   of  international   organizations   are   reluctant   to   give   up   or   share   power,   influence   and  the  financial  benefits  they  enjoy.  Every  D&I  program  and  budget  needs  approval  by  the  top  brass.  They  are  the  reason  why  D&I  activities  are  able  to  start,  and  whether  they  fail  or  succeed.    Sometimes   a   lack   of   understanding   of   gender   issues   by   top   leaders   prevents   them  from  launching  initiatives  that  will  increase  women’s  advancement.  This  is  perhaps  
  • 12. why  the  proportion  of  women  in  professional  and  higher  categories  at  the  UN  have  remained  just  below  40%  for  the  past  decade.  In  2010  women  made  up  26%  at  the  D-­‐2   level   (most   senior   Director   level)   in   the   UN   system.   A   common  misunderstanding   is   that   men   are   over-­‐represented   at   senior   levels   because   they  are   better   qualified.   There   is   no   evidence   available   to   back   this   up.   When  international   organizations   were   created   in   the   1940s   and   onwards,   and   due   to  traditional   gender   roles,   men   had   better   access   to   higher   education   and   to  professional  international  positions.  One  could  say  they  have  benefited  from  quotas.        Actually   women   score   just   as   well   as   men   in   performance   evaluations,   and   in   one  international   organization   women   outperformed   men   at   each   level.   This  information   has   not   been   shared   publicly,   despite   the   need   for   transparency   on   D&I  issues.      Women   have   been   in   majority   at   US   colleges   since   the   1980s,   and   in   2010,   it   was  reported   that   more   women   than   men   in   the   US   earned   PhDs.   It   is   not   just   a   right   for  all   candidates   to   be   fairly   treated;   it   is   also   good   for   business   to   ensure   a   diverse  workforce   and   leadership.   A   Leeds   University   study   found   that   one   woman   on   the  company   board   cuts   the   risk   of   bankruptcy   by   20%.   Women,   having   different  experiences  than  men,  also  display  different  values  and  attitudes.  A  2011  study  by  Pew   Research   Center   in   the   US   found   that   female   war   veterans   are   more   critical  than  their  male  counterparts  of  the  wars  in  Iraq  and  Afghanistan—fully  63%  say  the  Iraq   war   was   not   worth   fighting   and   54%   say   Afghanistan   has   not   been   worth   it  (compared   with   47%   and   39%   of   male   veterans,   respectively).   Among   the   general  public,  by  contrast,  there  were  no  significant  differences  by  gender  in  the  share  who  said  the  post-­‐9/11  wars  were  not  worth  fighting.        The   UN   Security   Council   adopted   a   resolution   (1325)   in   2000   that   calls   for   a   gender  balance  among  peacekeepers  and  peace  negotiators,  but  the  UN  itself  and  Member  States   have   made   only   patchy   efforts   toward   this   goal.   An   online   study   I   did   in   2008  found   that   female   UN   Special   Representatives   of   the   Secretary-­‐General   and   their  Deputies  were  ten  times  more  likely  than  men  to  publicly  address  women’s  role  in  peace-­‐building   and   Resolution   1325.   However,   women   are   rare   in   these   positions,  making   up   just   seven   of   the   76   SRSGs/DSRSGs   in   June   2012,   according   to   the   UN  website.              
  • 13. ORIGIN&–&HR&DIVERSITY&NETWORK& See#how#14#interna.onal#en..es#work#on#diversity#&#inclusion# #by#clicking#on#ORIGIN’s#15th#anniversary#publica.on# #    ORIGIN  –  HR  DIVERSITY  NETWORK    See   how   14   international   entities   work   on   diversity   &   inclusion   by   clicking   on  ORIGIN’s  15th  anniversary  publication    A   very   valuable   effort   for   diversity,   inclusion   and   gender   equality   in   human  resources   started   in   international   organizations   in   1995.   The   Organizational   and  Institutional   Gender   Information   Network   (ORIGIN)   brings   over   40   organizations  together   to   advance   diversity   &   inclusion.   As   is   often   the   case   with   D&I   in  international  organizations  the  activity  is  underfunded,  so  the  contact  is  limited  to  e-­‐mail  exchanges  and  an  annual  meeting  where  around  10  organizations  participate  while   other   join   via   web   link.   Most   members   report   that   their   organization   does   not  set   aside   a   budget   for   the   ORIGIN   activity,   and   this   is   why   the   focal   points   are  seldom  able  to  join  the  annual  meeting.  There  is  no  specific  funding  to  manage  the  administrative   functions,   so   it   is   done   on   a   volunteer,   rotation   basis   by   member  organizations.   ORIGIN   is   a   group   of   very   knowledgeable   leaders   on   D&I,   and   the  exchange   of   best   practices   and   mutual   support   is   invaluable.   See   the   15th  anniversary  publication  prepared  by  the  World  Bank,  and  read  about  D&I  activities  of  14  international  organizations.          
  • 14. ! “NEVER!LEARN!TO!TYPE”! ! Dame%Margaret%Joan%Anstee%was%the%first%female% UN%Under7Secretary7General.%In%her%biography% “Never%Learn%to%Type%–%A%Woman%at%the%United%% NaGons”,%%she%says%she%knew%women%in%the%1950s% who%were%qualified%for%top%UN%jobs.% % Her%book%is%an%educaGng%and%entertaining%read%on% internaGonal%affairs%and%gender%issues.%  “NEVER  LEARN  TO  TYPE”    Dame  Margaret  Joan  Anstee  was  the  first  female  UN  Under-­‐Secretary-­‐General  (USG).  In  2010  women  made  up  29.1  %  of  USGs.  In  her  biography  “Never  Learn  to  Type  –  A  Woman   at   the   United   Nations”,   she   says   she   knew   women   in   the   1950s   qualified   for  top   UN   jobs   (page   384).   Her   book   is   an   educating   and   entertaining   read   on  international  affairs  and  gender  issues.    What   can   you   do   as   a   woman   seeking   an   international   career?   Or   are   you   a  man   who   wants   men   and   women   to   enjoy   equal   opportunity   and   gender-­‐sensitive   caregiver   policies   and   other   employee   benefits   in   international  organizations?       1. Research   which   organizations   and   departments   have   good   gender   balance   statistics.  Progress  does  not  come  automatically,  so  an  agency  or  unit  with  a   critical   mass   (around   30%)   or   higher   numbers   of   women   senior   managers   is   doing   something   right.   There   are   hardly   any   organizations   in   this   category,   unfortunately,   but   some   are   approaching   these   numbers   and   for   instance   the   UN  Department  of  Public  Information  reached  a  gender  balance  at  all  levels   some   years   ago.   (I   am   proud   to   have   worked   there   in   my   first   UN   job   following  recruitment  via  the  National  Competitive  Exam.)  In  a  factsheet  on   the  site  of  the  UN  Focal  Point  for  Women,  UN  agencies  and  programs  share   info  about  the  proportion  of  women  in  senior  positions  and  overall.  
  • 15. 2. Be  aware  of  obstacles  to  women’s  careers  and  the  prevention  of  men’s  role  as   caregivers   on   an   equal   footing   with   women.   Read,   discuss   and   bring   up   gender  issues  in  discussions  with  friends  and  colleagues.  Engage  actively  in   forums  where  these  topics  are  being  discussed,  both  in  live  conferences  and   via  social  media.  Bring  these  issues  to  the  fore  in  career  fairs,  and  ask  about   them  on  the  Facebook  sites  of  employers.  Make  employers  aware  that  these   issues  matter  to  you.   3. Talks   online   provide   insight,   for   instance   this   humorous   presentation   on   work-­‐life   balance   by   the   author   of   “Step   Aside   Superwoman”,   Christine   Brown  Quinn.  Remember  that  no  matter  how  wildly  brilliant  your  career  will   be,  your  private  life  will  always  be  extremely  important.  How  you  juggle  your   life   outside   work   and   your   professional   tasks   will   depend   on   how   balanced   and  happy  you  are.  A  person  experiencing  a  divorce,  another  personal  crisis   or   who   is   being   ostracized   at   work   will   not   be   able   to   perform   optimally.   Employers   have   a   responsibility   to   adopt   fair   and   flexible   work-­‐life   policies   that  accommodate  you  at  every  stage  of  your  life.   4. Read  testimonies  by  trailblazers  such  as  Dame  Margaret  Anstee  and  others.   Much  wisdom  can  be  gleaned  from  the  work  of  Sonke  Gender  Justice,  a  men’s   group   in   South   Africa   working   on   human   rights,   gender   equality   and   prevention   of   gender   violence   and   HIV/AIDS.   A   number   of   international   private  corporations  have  long-­‐standing  women’s  advancement  and  diversity   programs   that   include   useful   research.   Check   for   instance   Deloitte’s   press   release  on  its  2011  report  “The  Gender  Dividend”.  See  also  Price  Waterhouse   Cooper’s  info  on  external  partnerships  and  Sodexo’s  gender  equality  work.   5. Join  networks  that  promote  gender  equality  to  learn  from  others  and  share   your   own   experiences.   You   can   benefit   greatly   from   initiatives   such   as   Women’s   International   Networking,   the   Global   Summit   of   Women,   the   Women’s   Forum   for   the   Economy   and   Society   and   the   Cairo   International   Women’s   Conference.   Usually   participants   from   developing   countries   may   apply   for   funding   for   travel   and   board,   via   a   competitive   process.   Men   are   very  welcome  at  all  events.        
  • 16. REACHING)TOP)LEVELS) •  Internaonal*organizaons*are* increasingly*using*execuve* search*companies* •  This*is*not*necessarily*an* advantage,*since*private* companies*do*not*have*the* same*formal*responsibility*as* the*public*sector*to*achieve* equality*and*diversity* •  Execuve*search*companies* are*used*to*operang*in*a* male/ethnically*homogenous* sphere*and*D&I*training*is* scarce* •  It*is*hard*for*women*to*be* selected*for*top*posts*when* both*the*search*company*and* the*hiring*managers*are*male* oriented*      REACHING  TOP  LEVELS     • International   organizations   are   increasingly   using   executive   search   companies   • This  is  not  necessarily  an  advantage,  since  private  companies  do  not  have  the   same   formal   responsibility   as   the   public   sector   to   achieve   equality   and   diversity.       • Executive   search   companies   are   used   to   operating   in   a   male/ethnically   homogenous  sphere  and  D&I  training  is  scarce   • It   is   hard   for   women   to   be   selected   for   top   posts   when   both   the   search   company  and  the  hiring  managers  are  male  oriented    LACK   OF   D&I   KNOWLEDGE   AMONG   CONSULTANCY   COMPANIES   USED   BY  INTERNATIONAL  ORGANIZATIONS    Several  private  sector  consultancy  companies  are  light  years  ahead  of  international  organizations   when   it   comes   to   diversity   &   inclusion   activities.   But   based   on   my  limited  information  these  appear  not  to  be  ones  that  international  organizations  use  for  executive  searches,  pay  and  benefit  reviews  and  other  evaluations.  I  have  been  stunned   to   see   that   D&I   is   lacking   from   most   initial   proposals,   questionnaires   and  final  evaluations,  and  even  from  the  websites  of  popular  consultancy  companies.  
  • 17. What   can   I   expect   from   an   international   organization’s   recruitment   process,  and  how  can  I  make  the  most  of  it?       1. Expect  rigor  (not  speed).  Your  application  form,  cover  letter,  references  and   CV   will   be   scrutinized.   Only   those   with   a   good   match   between   the   job   description   and   qualifications   will   be   contacted   for   testing   and   interviews.     Calling   HR   departments   for   explanations   before   applying   and   after   is   quite   OK.  Even  if  it  will  not  make  any  difference  for  your  chances  of  continuing  in   the   selection   process,   it   could   give   you   valuable   information   about   the   job   and  the  organization.   2. Interviews  are  usually  competency  based,  which  means  they  are  like  an  oral   exam,   but   probably   even   tougher.   Up   to   five-­‐six   people   may   join   a   panel   interview   by   phone   or   Skype,   and   they   ask   prepared   questions   about   the   position’s  responsibilities  and  how  you  can  contribute.  Don’t  worry  if  you  are   nervous,  it  is  understandable.  But  you  are  expected  to  overcome  nervousness   J.   Be   cordial.   And   interviewers   should   be   friendly   as   well.   It   appears   candidates  answer  better  when  they  feel  comfortable.   3. Remember   that   due   to   the   fierce   competition,   it   is   not   easy   to   land   any   international  job.  Do  not  give  up  and  stop  applying  after  a  few  failed  efforts.   Search   websites   actively.   New   opportunities   pop   up   constantly,   and   even   new  organizations  are  being  created  that  may  go  under  your  radar.   4. Be  helpful  to  others.  Having  a  good  network  of  people  who  keep  an  eye  out   for  vacancies  is  very  valuable.  Share  vacancy  notices  with  people  you  know   are  looking,  and  they  will  return  the  favor.   5. It   is   not   just   you   as   a   candidate   who   needs   to   be   competitive.   Employers   also   need   to   offer   the   best   opportunities   and   possibilities   to   grow   in   order   to   attract  the  most  outstanding  candidates.  Information  about  employers,  their   policies  and  track  record  on  diversity  is  becoming  increasingly  available  via   the   net   and   social   media.   To   many   candidates   this   is   very   important.   Organizations   report   that   ‘diversity’,   ‘inclusion’   and   ‘gender’   are   among   the   most   popular   search   words   on   their   websites.   Readership   hit   record   levels   when  The  Atlantic  in  June  2012  published  an  article  by  Anne-­‐Marie  Slaughter   on  gender  equality,  work-­‐life  balance  and  women’s  advancement.     6. Help   spread   the   word   about   international   organizations   that   show   good   leadership   in   diversity   and   inclusion.   One   convincing   way   to   demonstrate   their   commitment   to   diversity   is   to   show   that   women,   persons   with   disabilities,  LGBT  members  and  ethnic  minorities  are  well  represented  in  top   management.  Ask  employers  about  their  diversity  &  inclusion  work.  
  • 18. POLICYFORCHANGE The$Equality$and$Human$Rights$Commission$ (Great$Britain)$has$recommended$that$the$ selec<on$process$for$execu<ve$boards$should$be$ made$more$"transparent,$professional$and$ rigorous"$to$allow$chairmen$and$search$agencies$ to$appoint$more$women$to$boardroom$roles$ and$to$encourage$more$women$to$apply$for$ these$posi<ons.$See$May$2012$ar<cle$ $    POLICY  FOR  CHANGE  The  Equality  and  Human  Rights  Commission  (Great  Britain)  has  recommended  that  the   selection   process   for   executive   boards   should   be   made   more   "transparent,  professional  and  rigorous"  to  allow  chairmen  and    search  agencies  to  appoint  more  women   to   boardroom   roles   and   to   encourage   more   women   to   apply   for   these  positions.  A  May  2012  article  refers  to  a  report  that  found  that  the  voluntary  code  of  conduct  for   executive   search   firms   on   gender   diversity,   brought   in   following   a  recommendation   in  the   Davies   review  of   2011,   has   had   some   success   in   getting  women  onto  the  long-­‐lists  for  board-­‐level  jobs.  However,   when   it   came   to   drawing   up   short-­‐lists,   women   were   put   at   a  disadvantage  as  they  were  judged  on  their  ability  to  "fit  in"  with  the  values,  norms  and  behaviors  of  existing  board  members,  who  were  mostly  men.      
  • 19. THEORYANDPRACTICE Samina&Nas,&First&Secretary&at&the& Bangladeshi&UN&Mission&in&New&York& presen<ng&a&report&on& the&Decade&for&Peace&(2001D2010)& Gonaives,&Hai<&    THEORY  AND  PRACTICE    Samina  Nas,  First  Secretary  at  the  Bangladeshi  UN  Mission  in  New  York  presenting  a  report  on  the  Decade  for  Peace  (2001-­‐2010)    It  is  crucial  that  more  women  join  decision-­‐making  locally,  nationally  and  globally  in  order   to   have   an   impact   on   issues   that   affect   them.   By   hiring   and   advancing   the  same   number   of   women   as   men,   international   organizations   will   not   just   talk   the  talk,  but  walk  the  walk.  The  bar  is  raised  for  everybody  when  women  and  men  must  compete  with  each  other  to  achieve  the  most  senior  appointments,  and  not  just  men  competing  with  mostly  men.    Our   present   reality   is   one   where   women   disproportionately   bear   the   brunt   of  poverty.  70%  of  the  worlds  poorest  people  are  women.  Women  perform  66%  of  the  worlds   work   and   produce   50%   of   the   worlds   food.   Yet,   they   earn   10%   of   the  worlds  income  and  own  1%  of  the  worlds  property.  "If  the  average  distance  to  the  moon   is   394,400   km,   South   African   women   together   walk   the   equivalent   of   a   trip   to  the  moon  and  back  16  times  a  day  to  supply  their  households  with  water."  With  a  gender   balance   in   decision-­‐making,   such   injustices   would   be   tackled   more  effectively   than   they   are   now.   See   UN   Women   factsheet   on   global   progress   of   the  world’s  women.    
  • 20. GAY$IN$THE$WORKPLACE$$ Amnesty(Interna,onal(counts(at(least(83(countries(where( homosexuality(is(explicitly(condemned(in(the(criminal(code.( Seven(countries(carry(the(death(penalty(for(persons(presumed(( guilty(of(homosexual(acts.(A(June(2012(ar,cle(outlines( homosexuality(in(Muslim(countries.(    GAY  IN  THE  WORKPLACE    What   if   you   are   gay,   bisexual   or   transgender   and   want   to   work   in   an  international  organization?    The  UN  and  other  international  agencies  are  full  of  high-­‐performing  individuals  who  identify   as   lesbian,   gay,   bisexual   or   transgender   (LGBT).   Whether   they   ‘come   out’   or  not   depends   on   a   number   of   personal   and   circumstantial   factors.   Some,   if   not   all,  international   environments   are   hostile   to   LGBT   members,   probably   due   to   lack   of  knowledge   about   LGBT   issues.   As   this   Wikipedia   overview   shows,   gay   sexual  activity  is  illegal  in  scores  of  countries,  and  same-­‐sex  marriage  is  possible  in  only  10.  Amnesty   International   counts   at   least   83   countries   where   homosexuality   is  explicitly  condemned  in  the  criminal  code,  and  the  United  Nations  refers  to  over  76  such   countries   in   a   March   2012   panel   discussion.   Seven   countries   carry   the   death  penalty   for   persons   presumed   guilty   of   homosexual   acts.   A   June   2012   article  outlines   homosexuality   in   Muslim   countries.   The   UN   High   Commissioner   for   Human  Rights,   Navi   Pillay,   gave   a   YouTube   talk   in   2011   on   LGBT   rights.   Ms.   Pillay’s   office  2011   report,   on   page   41,   states   that   the   Human   Rights   Council   adopted   a   resolution  focused   on   violence   and   discrimination   on   the   grounds   of   sexual   orientation   and  gender  identity  (A/HRC/RES/17/19).    
  • 21. Bringing   these   topics   to   the   workplace   is   quite   new   in   most   international  organizations,  and  the  environment  is  rife  with  prejudice  and  even  discrimination.  There  are  bright  spots,  such  as  the  growing  number  of  international  organizations  giving   benefits   to   domestic   partners,   and   there   are   several   interest   groups   for   LGBT  people   and   friends.   It   also   helps   the   cause   that   some   donor   countries   and   for  instance   the   IMF   are   rewarding   developing   countries   that   decriminalize  homosexuality,  as  Malawi  is  about  to  do.  See  a  Pinknews  article.    The  World  Bank  (and  some  other  organizations  based  in  Washington,  D.C.)  has  an  active  LGBT  group,  The  World  Bank  Globe,  which  promotes  LGBT  rights  and  raises  awareness  via  panel  discussions  and  surveys.  See  a  7-­‐min  YouTube  video  about  The  World   Bank   Globe   entitled   “It   gets   better”.     In   2011   I   wrote   a   blog   post   about   the  need  to  approve  same-­‐sex  marriage.             JOB$INTERVIEWS$WITH$LGBT$ MEMBERS$$ Mira%Patel%of%the%US%State%Dept%spoke%about%LGBT%issues%in%the%workplace,%at%the%Inter>% American%Development%Bank%in%July%2010.%Victor%Madrigal>Borloz%from%the%OrganizaMon% of%American%States%outlined%LGBT%issues%from%a%human%rights%perspecMve.%%      JOB  INTERVIEWS  WITH  LGBT  MEMBERS    Mira   Patel   of   the   US   State   Dept   spoke   about   LGBT   issues   in   the   workplace,   at   the  Inter-­‐American   Development   Bank   in   July   2010.   Victor   Madrigal-­‐Borloz   from   the  
  • 22. Organization   of   American   States   outlined   LGBT   issues   from   a   human   rights  perspective.      As   a   recruiter,   how   do   you   make   sure   you   are   welcoming,   unbiased   and  inclusive  vis-­‐à-­‐vis  LGBT  candidates?         1. There  is  no  obligation  to  disclose  one’s  sexual  orientation  when  applying  for   an   international   job,   so   it   should   not   be   an   issue   at   all.   However   bias   and   joking   around   gay   issues   are   so   common   that   one   risks   making   (innocent)   blunders   while   interviewing   candidates.   Do   not   ask   candidates   about   their   wife,   husband,   partner   etc.,   because   this   is   not   appropriate   no   matter   the   sexual   orientation   of   the   candidate,   and   for   LGBT   people   it   could   be   compromising.   2. Study  materials  online  about  LGBT  and  human  resources  issues.  There  is  an   abundance  of  information  available,  such  as  this  overview  from  the  UK.           RACISMININTERNATIONAL ORGANIZATIONS Par$cipants+in+a+roundtable+on+indigenous+peoples+during+a+diversity+ conference+at+the+Inter8American+Development+Bank+in+Nov+2009+    RACISM  IN  INTERNATIONAL  ORGANIZATIONS    Participants  in  a  roundtable  on  indigenous  peoples  during  a  diversity  conference  at  the  Inter-­‐American  Development  Bank  in  Nov  2009  
  • 23.  As   a   member   of   an   ethnic   minority,   how   do   you   make   sure   you   get   fair   and  equal  treatment  as  a  candidate?       1. Racism   persists   in   the   world,   and   in   international   organizations.   They   have   much   work   left   to   do   before   ethnic   and   racial   groups   are   represented   in   proportion   to   their   numbers   in   national   populations.   Their   under-­‐ representation   in   higher   education   is   sometimes   referred   to   as   an   obstacle,   but   it   should   be   no   problem   to   attract   sufficient   numbers   of   qualified   candidates   via   action   plans   and   dedicated   outreach.   Recruitment   to   international   organizations   is   not   massive,   and   the   numbers   of   for   example   PhD  holders  from  under-­‐represented  ethnic  groups  would  be  sufficient  on  a   global  basis  to  drastically  increase  their  representation  in  the  UN  and  other   entities.   When   international   organizations   were   set   up,   the   diversity   focus   was   mainly   on   “geographical”   representation,   meaning   that   member   states   should   have   a   fair   representation   among   the   staff.   Gender   was   mentioned,   but   progress   has   been   glacial.   International   organizations   are   not   at   the   forefront   when   it   comes   to   pushing   indigenous   peoples’   rights   and   the   rights   of  other  racial  and  ethnic  groups  within  their  own  organizations.  One  likely   reason   is   that   international   organizations   are   governed   by   governments,   and   they  do  not  have  a  very  good  track  record  in  this  area,  either.     2. There   is   a   lack   of   disaggregated   statistics   of   indigenous   peoples   and   other   groups   and   their   representation   in   schools,   higher   education   and   the   work   force.   Setting   targets   for   increased   recruitment   is   difficult   without   solid   numbers.   As   the   first   and   so   far   only   international   organization,   the   Inter-­‐ American   Development   Bank   (IDB)   launched   diversity   self-­‐identification   on   race  and  ethnicity  in  2010.  This  is  noted  in  a  presentation  I  gave  in  June  2011   at  a  Caribbean  youth  leadership  forum.     3. Seek   out   information   about   interviewing   styles   for   international   organizations   and   specifically   for   the   one(s)   you   are   applying   to.   Interviewers,  who  are  from  human  resources  and  supervisor  levels,  are  often   influenced   by   behavior   styles   at   elite   Western   universities.   With   the   diversification   of   candidates   more   applicants   come   from   universities   in   developing   countries,   and   for   instance   from   Japan.   These   candidates’   expectations  of  an  interview  may  be  different  from  the  way  an  organization   interviews   candidates.   Some   candidates   have   been   surprised   that   they   are   expected  to  be  direct  and  self  confident  during  interviews.          
  • 24. RACISMININTERNATIONAL ORGANIZATIONS! Progress!na*onally!and!via!interna*onal!forums!such!as!these!will!boost!the!numbers! and!career!prospects!of!indigenous!peoples,!afro:descendants!and!other!ethnic/racial!! minori*es!in!interna*onal!organiza*ons.!It!is!also!necessary!for!employers!to!commit!to!! a?rac*ng!and!retaining!a!diverse!workforce,!and!take!concrete,!measurable!steps.!        RACISM  IN  INTERNATIONAL  ORGANIZATIONS    Progress   nationally   and   via   international   forums   such   as   these   will   boost   the  numbers   and   career   prospects   of   indigenous   peoples,   afro-­‐descendants   and   other  ethnic/racial   minorities   in   international   organizations.   It   is   also   necessary   for  employers   to   commit   to   attracting   and   retaining   a   diverse   workforce,   and   take  concrete,  measurable  steps.      
  • 25. SEXUALHARASSMENT •  Sexualharassmentis s/llamajorproblem ininterna/onal organiza/ons •  Especiallyyoung womenand consultantsonshort contractsare vulnerable ClickonphototowatchaYouTubetrainingvideoandreadanar/clebyCatalyst.org    SEXUAL  HARASSMENT     • Sexual  harassment  is  still  a  major  problem  in  international  organizations   • Especially  young  women  and  consultants  on  short  contracts  are  vulnerable    In   a   Catalyst.org   article   sexual   harassment   is   defined   as   "unwelcome   sexual  advances,   requests   for   sexual   favors,   and   other   verbal   or   physical   conduct   of   a  sexual   nature   such   that   submission   to   or   rejection   of   this   conduct   explicitly   or  implicitly   affects   an   individual’s   employment,   unreasonably   interferes   with   an  individual’s  work  performance,  or  creates  an  intimidating,  hostile,  or  offensive  work  environment."      It   is   quite   clear   that   harassment   hampers   diversity   &   inclusion   and   a   productive  work   environment.   Victims,   who   are   more   often   women   than   men,   often   refrain  from   reporting   sexual   harassment   because   they   worry   about   retaliation.    International  organizations  are  not  handling  this  issue  in  a  very  mature  way,  even  though  there  are  reporting  mechanisms.  Many  victims  suffer,  while  perpetrators  go  free  and  even  advance  in  their  careers.  Ethics  training  of  supervisors  is  important,  since   they   are   responsible   for   the   work   environment.   If   you   are   a   supervisor   and  you  have  not  been  trained  on  this,  request  that  your  office  organize  training.  If  you  experience  harassment,  speak  to  your  supervisor,  and  if  it  does  not  help,  contact  the  ombudsperson  or  the  ethics  officer.      
  • 26.  Finally,  a  piece  of  advice:  Beware  of  fraudulent  vacancy  announcements.  Criminals  are  targeting  you  as  a  candidate  and  use  very  convincing  ways  to  make  you  believe  there  is  a  vacancy  and  that  you  have  been  selected.  International  organizations  do  not  charge  money  from  candidates,  and  they  do  not  find  an  apartment  for  you  that  you  have  to  wire  deposit  money  for.  If  you  suspect  foul  play,  don’t  hesitate  to  call  the  organization’s  telephone  number  on  their  website  to  verify  the  posting.  You  are  also  quite  safe  applying  to  positions  directly  from  the  organization’s  website.        THE  WORLD  IS  YOURS  –  GOOD  LUCK!     THE$WORLD$IS$YOURS$–$GOOD$LUCK!$  

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