Recommended
More Related Content
What's hot
What's hot (19)
Viewers also liked
Similar to HR Strategy in Fragile States at DFID
Similar to HR Strategy in Fragile States at DFID (20)
Recently uploaded
Recently uploaded (20)
HR Strategy in Fragile States at DFID
- 1. HR Strategy for Fragile States
- 2. The Context • Management Board commitment to expand into fragile and conflict affected states (FCAS) • Difficulty in recruiting to FCAS with restrictions on who can accompany individuals to postings, particularly managerial and technical specialists • No future pipeline of staff to work in these locations • Overall shortage in key advisory cadres (Governance, Conflict, Humanitarian) • Require increased ability to enable and ensure the staff we do have take up the most critical posts within DFID
- 3. Findings • Individual employees incentives: – Individuals are attracted to work in FCAS due to the challenge of the role, attraction to the context, region or location. – Family concerns (Dual Careers, Education and family support) and Organisational support (pre, during and post assignment support) dis-incentivise employees from taking up posts. – There is a feeling of lack of recognition of work in fragile states both for employee careers and the skills and knowledge built in these locations. – employees are not clear what DFID offers them as an employer, or what is expected of them, beyond performing their current role. • Supply of employees to work in these locations is an issue in the sector, e.g. WB, UN, IMF, WFP, Oxfam, Save. Many of them are addressing in the areas of: Careers, review of mobility packages, utilisation of locally engaged employees, locating employees and / or their families outside the FCAS. • Demand of employees is high, particularly for advisory and good generalist managers, with limited applications for posts, particularly at A Band and a shortage of advisory employees within the organisation there is no mechanism to prioritise posts filled with scarce resource.
- 4. It is not about the money………
- 6. Enhance Support • Recognition through: –Languages Strategy –International Competencies of Demonstrating Resilience and Engaging Internationally. • Enhanced resilience support integrated with competencies • Comprehensive information available on postings • Enhanced family support package st • Ehnanced support and guidance available for 1 time assignees
- 7. Manage Supply • Clear outward secondments and postings management – combined with talent management • Develop local market and DFID’s employer brand throughout the world • Maximisation of different contractual terms and conditions for resourcing to FE.
- 8. Manage Demand • Long term business demand planning is critical to our ability to deliver.
- 10. How does this affect you? • Do we have a joint agenda? • How do we work together collaboratively for a good outcome for our end users?
Editor's Notes
- Methodology followed:Workforce and recruitment data collection and analysisInterviews with 25 staff to who do not / do or may wish to work in fragile states.Consultation with business leaders
- Individual staff incentives:Staff are attracted to work in FCAS due to the challenge of the role, attraction to the context, region or location.Family concerns (Dual Careers, Education and family support) and Organisational support (pre, during and post assignment support) dis-incentivise staff from taking up posts.There is a feeling of lack of recognition of work in fragile states both for staff’s career and the skills and knowledge built in these locations.Staff are not clear what DFID offers them as an employer, or what is expected of them, beyond performing their current role.Supply of staff to work in these locations is an issue in the sector, e.g. WB, UN, IMF, WFP, Oxfam, Save. They are addressing in the areas of: Careers, review of mobility packages, utilisation of locally engaged staff, locating staff and / or their families outside the FCAS.Demand of staff within DFID is high, particularly for advisory staff and good generalist managers, with limited applications for posts, particularly at A Band and a shortage of advisory staff within the organisation there is no mechanism to prioritise posts filled with scarce resource.