The human resources action plan for 2019-2023 outlines transformational actions across several areas:
1. Create an innovative work culture through communication, employer branding, leadership development, and diversity initiatives.
2. Improve workforce and organization planning with tools to anticipate skill needs, technical training, job grading, and workforce modeling.
3. Enhance recruitment and staffing practices with behavioral interviews, assessments, cultural fit checks, and alignment to competency models.
4. Transform performance management to focus on contribution, use 360 reviews, and connect to talent mapping.
5. Develop training programs aligned to competencies and technical skills, implement knowledge sharing and coaching/mentoring.
6. Opt
The document discusses several principles and programs related to human resources management. It outlines the importance of aligning HR programs with organizational objectives and strategies. It also describes programs for staffing assessment, job descriptions, recruitment, training, and developing career paths. Critical success factors for implementing new programs include leadership, communication, and change management.
Melanie V Somers has over 10 years of experience in human resources including management, organizational development, and generalist work. She has an MBA from the University of Kansas and a BS in Psychology from the University of Houston. Her experience includes positions at TE Connectivity, PICO Holdings, Inc., University of Texas MD Anderson Cancer Center, and Hanover Compressor Company. She has expertise in areas such as employee relations, leadership development, recruiting, training, and benefits administration.
Bilal Arshad is a human resources professional with over 4 years of experience. He holds an MBA equivalent degree and is currently seeking new employment. His most recent role was as an HR Coordinator at Maktoum Bin Hamdan Dental University College in Dubai, where he implemented HR policies and oversaw recruitment, compensation, performance management, and employee engagement. Prior to that, he worked as an HR Manager in Pakistan where he developed training programs, performance management systems, and compensation structures. He is proficient in HRIS systems, recruitment, compensation, and performance management.
The Balanced Scorecard links key initiatives within an organization across four perspectives: People and innovation; Internal Processes and Systems; Customers and Stakeholders; and Finance. There should be causal links between these perspectives, with objectives in each perspective supporting the objectives in the next. The document outlines objectives and metrics for measuring performance in the People perspective, including defining talent populations, competency models, and leadership climate. It also provides examples of metrics for measuring objectives in the other perspectives.
Ruchi Bajpai is an experienced HR generalist with over 10 years of experience in strategic human resource management. She has a proven track record of developing HR strategies aligned with business needs, implementing strategies to deliver business objectives, and leading organizational development initiatives that have resulted in positive organizational outcomes. Her expertise includes innovating HR processes related to compensation management, performance management, and payroll.
This document contains a summary of Vishal Mate's career experience and qualifications. Over 13 years, he has held several HR roles of increasing responsibility in various companies in Dubai and India. In his current role as Senior Manager of HR at Kimoha Entrepreneurs Ltd in Dubai, he leads a team of 4 and is responsible for talent management, recruitment, performance reviews, policy implementation, and ensuring legal compliance. He has a demonstrated track record of developing HR strategies, systems and improving processes. Vishal is currently looking for a senior HR position involving talent management, human resources management or training and development.
Sandip Khairnar has over 10 years of experience in human resources management. He has expertise in areas such as recruitment, payroll management, training and development, and industrial relations. Currently he works as the Vertical Head of Resource at Kapil Consultancy, where he is responsible for recruiting candidates for various industries. Previously he worked in HR roles for companies in India and the UAE.
The document discusses several principles and programs related to human resources management. It outlines the importance of aligning HR programs with organizational objectives and strategies. It also describes programs for staffing assessment, job descriptions, recruitment, training, and developing career paths. Critical success factors for implementing new programs include leadership, communication, and change management.
Melanie V Somers has over 10 years of experience in human resources including management, organizational development, and generalist work. She has an MBA from the University of Kansas and a BS in Psychology from the University of Houston. Her experience includes positions at TE Connectivity, PICO Holdings, Inc., University of Texas MD Anderson Cancer Center, and Hanover Compressor Company. She has expertise in areas such as employee relations, leadership development, recruiting, training, and benefits administration.
Bilal Arshad is a human resources professional with over 4 years of experience. He holds an MBA equivalent degree and is currently seeking new employment. His most recent role was as an HR Coordinator at Maktoum Bin Hamdan Dental University College in Dubai, where he implemented HR policies and oversaw recruitment, compensation, performance management, and employee engagement. Prior to that, he worked as an HR Manager in Pakistan where he developed training programs, performance management systems, and compensation structures. He is proficient in HRIS systems, recruitment, compensation, and performance management.
The Balanced Scorecard links key initiatives within an organization across four perspectives: People and innovation; Internal Processes and Systems; Customers and Stakeholders; and Finance. There should be causal links between these perspectives, with objectives in each perspective supporting the objectives in the next. The document outlines objectives and metrics for measuring performance in the People perspective, including defining talent populations, competency models, and leadership climate. It also provides examples of metrics for measuring objectives in the other perspectives.
Ruchi Bajpai is an experienced HR generalist with over 10 years of experience in strategic human resource management. She has a proven track record of developing HR strategies aligned with business needs, implementing strategies to deliver business objectives, and leading organizational development initiatives that have resulted in positive organizational outcomes. Her expertise includes innovating HR processes related to compensation management, performance management, and payroll.
This document contains a summary of Vishal Mate's career experience and qualifications. Over 13 years, he has held several HR roles of increasing responsibility in various companies in Dubai and India. In his current role as Senior Manager of HR at Kimoha Entrepreneurs Ltd in Dubai, he leads a team of 4 and is responsible for talent management, recruitment, performance reviews, policy implementation, and ensuring legal compliance. He has a demonstrated track record of developing HR strategies, systems and improving processes. Vishal is currently looking for a senior HR position involving talent management, human resources management or training and development.
Sandip Khairnar has over 10 years of experience in human resources management. He has expertise in areas such as recruitment, payroll management, training and development, and industrial relations. Currently he works as the Vertical Head of Resource at Kapil Consultancy, where he is responsible for recruiting candidates for various industries. Previously he worked in HR roles for companies in India and the UAE.
Pace University aims to evaluate its current talent management practices, identify challenges over the next 5-10 years, and develop a strategy for attracting, retaining, and developing talent. Challenges include diversity in upper management, attracting talent outside NYC, developing leaders, and branding for the 21st century. Recommendations focus on expanding diversity initiatives, reducing financial burdens, improving leadership development, and rebranding. Over the next decade, challenges include talent shortages, adapting to virtual work, and recruiting a diverse workforce. The summary addresses diversity, compensation packages, mentoring programs, flexible work environments, and internal surveys to assess retention.
MBA HR with nearly 10 years of experience in managing HR functions including Recruitment, Talent Acquisition, Performance Management, Training & Development, Employee Engagement & Welfare, HR Policies & Systems and Organisation Development.
Mohamed Adel Nagi has over 10 years of experience in human resources management. He has held roles such as HR Project Manager, HR Section Head, and HR Specialist. He has a strong academic background including an MBA and certificates in areas such as compensation management, HR management, and legal translation. He is skilled in strategic planning, recruitment, training, and other HR functions.
Tahir A. Mahmoud has over 30 years of experience in human resource management and training. He has held several director and manager level positions where he developed HR strategies, policies, and systems for organizations. Some of his roles included setting up HR departments, conducting audits and needs assessments, and designing and implementing training programs. He currently works as an HR consulting managing his own firm and has extensive experience advising both private and public sector organizations.
This document contains a summary of Moa’men Sayed Mohmed Mahmoud's professional experience and qualifications. He has over 10 years of experience in recruitment roles of increasing responsibility. Currently he is a Recruitment Supervisor where he is responsible for tasks like developing recruitment strategies, identifying qualified candidates, conducting interviews, and managing an intern program. He holds a Bachelor's degree in Commerce with a focus on Accounting from AinShams University and has obtained additional training in areas like computer skills, languages, customer service and business management.
Human resource development (HRD) involves providing organized learning experiences to improve employee job performance and growth over time. It includes training programs that provide employees with skills to perform job functions. HRD plays an important role in dynamic market economies by developing employee knowledge, skills, abilities, and values. Key techniques of HRD include performance appraisals, potential appraisals, career planning, employee training programs, social and cultural programs, teamwork, worker participation, monetary and non-monetary rewards, and grievance mechanisms. These techniques are used to develop employees and improve productivity.
Human resource development (HRD) involves providing organized learning experiences to improve employee job performance and growth over time. It includes training programs that provide employees with skills and knowledge needed to perform job functions. HRD plays an important role in dynamic market economies by developing employee knowledge, skills, abilities, and values. Key techniques of HRD include performance appraisals, potential appraisals, career planning, employee training programs, social and cultural programs, teamwork, worker participation, monetary and non-monetary rewards, and grievance mechanisms. These techniques are used to assess needs, develop careers, provide training, motivate employees, and resolve issues.
Lubna Tawakkul has over 15 years of experience in human resources and administration. She has experience developing HR policies, procedures, and systems for organizations with over 2,000 employees. Her experiences includes recruitment, training, compensation and benefits administration, and employee relations. She is seeking a challenging position to apply her strategic skills and experience developing and managing HR functions.
The document presents the ILRI Learning & Development strategy. It discusses initiatives to introduce like training programs, talent management, and performance management. It outlines objectives to upskill staff, develop management skills, and create a talent pool. Strategies include training needs analysis, mentoring, and developing coaching guidelines. Key performance indicators are also provided to measure the strategy's success.
The document provides a recruitment process and employer branding strategy for an organization called Sistema.bio.
For recruitment, it outlines sourcing, screening, tracking, and onboarding candidates. It also describes how to ensure effective recruitment across different teams.
For employer branding, it identifies key components, ways to assess brand perception, initiatives to enhance visibility, and metrics to evaluate the strategy over time.
The document outlines an extensive staff development program that includes:
- Defining staff development and its objectives such as improving employee performance and reducing turnover
- Describing the staff development process which involves assessing needs, developing plans, implementing programs, and evaluating effectiveness
- Discussing various staff development activities like induction training, orientation, in-service education, and continuing education
- Explaining how to assess staff development needs, set goals, and evaluate programs
The overall purpose is to provide training and education to healthcare employees to enhance their skills and professional growth.
Human capital management aims to increase employee satisfaction and commitment by aligning employee skills and knowledge with organizational objectives. This gives employees a sense of belonging while making them feel valued. Developing a human capital management strategy involves defining goals, identifying required measures, and analyzing how human capital impacts business performance. High-performance work systems utilize practices like training, empowerment, and rewards to facilitate employee involvement, skills, and motivation. Evidence suggests these systems can positively impact financial performance, culture, job satisfaction, and work design.
The document discusses human capital management and developing strategies around it. It provides definitions of human capital management and its aims, which include increasing employee satisfaction, commitment and performance. It discusses developing measures around areas like workforce skills, experience, social networks, behaviors and brand. It also discusses developing human capital management strategies, ensuring they are aligned with business strategies, and selecting relevant measures.
This document outlines Samsung's HR strategy for 2007. It discusses plans to better assimilate employees through onboarding processes and training programs. It also details initiatives to increase retention such as improving communication and enhancing assimilation programs. Finally, it lists actions to improve hiring efficiencies like benchmarking compensation and establishing a pool of qualified candidates.
The document provides a summary of Yasmin Madhani's experience and skills in talent acquisition, including over 10 years working as a talent acquisition consultant and manager for various organizations helping to improve their recruitment processes and strategies. She has experience recruiting for a wide range of roles and industries, and her skills include conducting intake sessions, creating sourcing plans, screening candidates, and conducting recruitment audits. She is currently pursuing her HR Management program degree with two courses remaining.
This document summarizes a study conducted to measure the impact of training and development programs at SM Express Logistics Pvt Ltd in Mumbai. The study used a system level audit to evaluate existing training programs and identify areas for improvement. The objectives were to understand the types of training programs provided and evaluate their effectiveness. Key findings indicated training programs needed more structure and evaluation. Suggestions included committing more resources to training, linking training to business strategies, and providing ongoing skills development opportunities.
This document is a resume for Mohamed Mohsen Abd El-Mageed, a human resources professional with over 8 years of experience in areas such as recruitment, training, employee relations, and change management. He currently works as a Business Development and Quality Controller for Tash-eel service center, a vendor for the UAE Ministry of Labor. Prior experience includes roles as an HR Supervisor and Training Manager at Samaya Hotel in Dubai and as an HR Consultant and Trainer at an English language training center. He holds relevant certifications in areas like training, food safety, and first aid.
This document discusses the role and importance of training and development in organizations. It defines training and development and outlines their benefits for both organizations and individuals. Some key benefits include improved employee skills and knowledge, higher morale and productivity, and better organizational performance. The document also examines factors driving training needs, the process of developing training programs, and considerations around evaluating program effectiveness. Finally, it explores the relationship between strategic management, human resource development, and organizational structures for HRD.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
This resume belongs to Paul Cyrus S. Adapon IV. It provides confidential contact and professional profile information. It then summarizes his experience in operations and project management, human resources, and organization development. It lists his roles as a senior manager at Prople Inc., learning and development manager at Pointwest Technologies Corporation, and organization development consultant for various clients. It also includes his experience as organization development and training manager at Digitel Mobile Philippines.
Pace University aims to evaluate its current talent management practices, identify challenges over the next 5-10 years, and develop a strategy for attracting, retaining, and developing talent. Challenges include diversity in upper management, attracting talent outside NYC, developing leaders, and branding for the 21st century. Recommendations focus on expanding diversity initiatives, reducing financial burdens, improving leadership development, and rebranding. Over the next decade, challenges include talent shortages, adapting to virtual work, and recruiting a diverse workforce. The summary addresses diversity, compensation packages, mentoring programs, flexible work environments, and internal surveys to assess retention.
MBA HR with nearly 10 years of experience in managing HR functions including Recruitment, Talent Acquisition, Performance Management, Training & Development, Employee Engagement & Welfare, HR Policies & Systems and Organisation Development.
Mohamed Adel Nagi has over 10 years of experience in human resources management. He has held roles such as HR Project Manager, HR Section Head, and HR Specialist. He has a strong academic background including an MBA and certificates in areas such as compensation management, HR management, and legal translation. He is skilled in strategic planning, recruitment, training, and other HR functions.
Tahir A. Mahmoud has over 30 years of experience in human resource management and training. He has held several director and manager level positions where he developed HR strategies, policies, and systems for organizations. Some of his roles included setting up HR departments, conducting audits and needs assessments, and designing and implementing training programs. He currently works as an HR consulting managing his own firm and has extensive experience advising both private and public sector organizations.
This document contains a summary of Moa’men Sayed Mohmed Mahmoud's professional experience and qualifications. He has over 10 years of experience in recruitment roles of increasing responsibility. Currently he is a Recruitment Supervisor where he is responsible for tasks like developing recruitment strategies, identifying qualified candidates, conducting interviews, and managing an intern program. He holds a Bachelor's degree in Commerce with a focus on Accounting from AinShams University and has obtained additional training in areas like computer skills, languages, customer service and business management.
Human resource development (HRD) involves providing organized learning experiences to improve employee job performance and growth over time. It includes training programs that provide employees with skills to perform job functions. HRD plays an important role in dynamic market economies by developing employee knowledge, skills, abilities, and values. Key techniques of HRD include performance appraisals, potential appraisals, career planning, employee training programs, social and cultural programs, teamwork, worker participation, monetary and non-monetary rewards, and grievance mechanisms. These techniques are used to develop employees and improve productivity.
Human resource development (HRD) involves providing organized learning experiences to improve employee job performance and growth over time. It includes training programs that provide employees with skills and knowledge needed to perform job functions. HRD plays an important role in dynamic market economies by developing employee knowledge, skills, abilities, and values. Key techniques of HRD include performance appraisals, potential appraisals, career planning, employee training programs, social and cultural programs, teamwork, worker participation, monetary and non-monetary rewards, and grievance mechanisms. These techniques are used to assess needs, develop careers, provide training, motivate employees, and resolve issues.
Lubna Tawakkul has over 15 years of experience in human resources and administration. She has experience developing HR policies, procedures, and systems for organizations with over 2,000 employees. Her experiences includes recruitment, training, compensation and benefits administration, and employee relations. She is seeking a challenging position to apply her strategic skills and experience developing and managing HR functions.
The document presents the ILRI Learning & Development strategy. It discusses initiatives to introduce like training programs, talent management, and performance management. It outlines objectives to upskill staff, develop management skills, and create a talent pool. Strategies include training needs analysis, mentoring, and developing coaching guidelines. Key performance indicators are also provided to measure the strategy's success.
The document provides a recruitment process and employer branding strategy for an organization called Sistema.bio.
For recruitment, it outlines sourcing, screening, tracking, and onboarding candidates. It also describes how to ensure effective recruitment across different teams.
For employer branding, it identifies key components, ways to assess brand perception, initiatives to enhance visibility, and metrics to evaluate the strategy over time.
The document outlines an extensive staff development program that includes:
- Defining staff development and its objectives such as improving employee performance and reducing turnover
- Describing the staff development process which involves assessing needs, developing plans, implementing programs, and evaluating effectiveness
- Discussing various staff development activities like induction training, orientation, in-service education, and continuing education
- Explaining how to assess staff development needs, set goals, and evaluate programs
The overall purpose is to provide training and education to healthcare employees to enhance their skills and professional growth.
Human capital management aims to increase employee satisfaction and commitment by aligning employee skills and knowledge with organizational objectives. This gives employees a sense of belonging while making them feel valued. Developing a human capital management strategy involves defining goals, identifying required measures, and analyzing how human capital impacts business performance. High-performance work systems utilize practices like training, empowerment, and rewards to facilitate employee involvement, skills, and motivation. Evidence suggests these systems can positively impact financial performance, culture, job satisfaction, and work design.
The document discusses human capital management and developing strategies around it. It provides definitions of human capital management and its aims, which include increasing employee satisfaction, commitment and performance. It discusses developing measures around areas like workforce skills, experience, social networks, behaviors and brand. It also discusses developing human capital management strategies, ensuring they are aligned with business strategies, and selecting relevant measures.
This document outlines Samsung's HR strategy for 2007. It discusses plans to better assimilate employees through onboarding processes and training programs. It also details initiatives to increase retention such as improving communication and enhancing assimilation programs. Finally, it lists actions to improve hiring efficiencies like benchmarking compensation and establishing a pool of qualified candidates.
The document provides a summary of Yasmin Madhani's experience and skills in talent acquisition, including over 10 years working as a talent acquisition consultant and manager for various organizations helping to improve their recruitment processes and strategies. She has experience recruiting for a wide range of roles and industries, and her skills include conducting intake sessions, creating sourcing plans, screening candidates, and conducting recruitment audits. She is currently pursuing her HR Management program degree with two courses remaining.
This document summarizes a study conducted to measure the impact of training and development programs at SM Express Logistics Pvt Ltd in Mumbai. The study used a system level audit to evaluate existing training programs and identify areas for improvement. The objectives were to understand the types of training programs provided and evaluate their effectiveness. Key findings indicated training programs needed more structure and evaluation. Suggestions included committing more resources to training, linking training to business strategies, and providing ongoing skills development opportunities.
This document is a resume for Mohamed Mohsen Abd El-Mageed, a human resources professional with over 8 years of experience in areas such as recruitment, training, employee relations, and change management. He currently works as a Business Development and Quality Controller for Tash-eel service center, a vendor for the UAE Ministry of Labor. Prior experience includes roles as an HR Supervisor and Training Manager at Samaya Hotel in Dubai and as an HR Consultant and Trainer at an English language training center. He holds relevant certifications in areas like training, food safety, and first aid.
This document discusses the role and importance of training and development in organizations. It defines training and development and outlines their benefits for both organizations and individuals. Some key benefits include improved employee skills and knowledge, higher morale and productivity, and better organizational performance. The document also examines factors driving training needs, the process of developing training programs, and considerations around evaluating program effectiveness. Finally, it explores the relationship between strategic management, human resource development, and organizational structures for HRD.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
This resume belongs to Paul Cyrus S. Adapon IV. It provides confidential contact and professional profile information. It then summarizes his experience in operations and project management, human resources, and organization development. It lists his roles as a senior manager at Prople Inc., learning and development manager at Pointwest Technologies Corporation, and organization development consultant for various clients. It also includes his experience as organization development and training manager at Digitel Mobile Philippines.
Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
Check out our blog for the full list 👉 https://share.withconfetti.com/4aV7kEz
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
Market Signals – Global Job Market Trends – May 2024 summarized!Career Angels
How did the job market change in May 2024? Selected aspects: Europe (38 countries): +1.23% = 17 European countries saw an increase.
What do the other market signals tell us? Here’s a preview of what we have analyzed so far:
- gathered 18 270 data points
- received over 500 insights from Executives & HR Directors
- published 107 monthly reports, 870 daily updates & 13 special reports
- tracked 80 countries around the world for 48 months!
Check out our post summarizing the changes across 80 countries worldwide for May 2024! It also includes tips for employers and employees – covering e.g. CV for ATS: https://blog.careerangels.eu/market-signals-global-job-market-trends-may-2024-summarized/
#Markets #Jobs #Europe #CareerAngels
Top 11 HR Trends for 2024 That Will Change Future of WorkVantage Circle
As an HR, it is critical to keep yourself updated with the newer developments to make a smooth transition in the workplace. So, here is a list of top HR trends that will impact the workplace in 2024.
1. HUMAN RESOURCES ACTION PLAN 2019-2023
To become the Human Resources area that we defined in our vision for 2019-2023, we are required
to transform, eliminate and create several practices that are part of our current foundations.
The following action plan defines the core transformational actions for the coming 5 years.
2. 1. Innovative and Empowering Work Culture
To create an innovative work culture at the OAS that drives achievement through
collaboration and trust, we will need the following HR practices and tools in place:
New
a. OAS noble purpose communication campaign– to inspire meaning and passion to
contribute to the mission of the Organization
b. Employer brand and Employee value proposition definition – to attract the right
profiles that we need and strongly engage our employees
c. Actions to encourage innovation (innovation awards, for example) – to foster the
transformation to face and lead the fourth industrial revolution in the region
d. Leadership modeling (leadership school) – to build an environment of trust and
collaboration
e. Develop multicultural intelligence – to interact powerfully with and in any culture
f. Robust new orientation program – to speed up the on boarding process and engage
new hires
In progress
a. Competency model in place (core, managerial, technical skills) – to develop our
workforce capacities with the needed direction
Transform
a. Recognize outstanding contribution – to inspire people to achieve their highest
potential(existing Outstanding Awards and performance management practice)
Reinforce
a. Reinforce all existing practices of Diversity and inclusion
3. 2. Organization and Workforce Planning
To be able to anticipate the evolution of our workforce and to pursue and fulfill the
mandates of the organization, we will need the following HR practices and tools in place:
New
a. Position centric practice (head count is independent from occupant) - aligned with
High Performing Organizations (HPO) around the world
b. Workforce evolution model (profiles, number, needed skills) - to anticipate the
needs of people and help our employees be ready for that future to come
c. Technical skills development plan – hire, reskill, train
d. Job grading steering committee in place – to secure coherence and fairness among
the OAS
In progress
a. Technical skill gap map in place – to train or reskill our workforce when gaps are
identified, or to hire the needed talent to integrate the new knowledge in our map
Transform
a. Build a robust internal Job grading practice – to respond efficiently to organizational
changes.
b. Define and align a realistic workforce - composed by regular employees, CPRs (only
performing temporary assignments and not permanent functions), interns, and
volunteers
Reinforce
a. Organizational charts aligned to fulfill the purpose of the OAS and achieve the
Member States mandates – dynamic, flexible and interconnected evolution of the
structure
b. Holistic job grading exercise for all the OAS (last performed: around 30 years ago)
based on our new internal job grading practice - to confirm / realign our current
values and have a coherent alignment among the different jobs.
Eliminate
a. Head count managed based on individuals (old fashion people centric practice)
b. Use of external consultants to grade our jobs that are costly and out of HPO
practice standards.
c. Stop mistaken and unfair use of CPRs to perform permanent jobs
4. 3. Recruitment and Staffing
To have the right person in the right position, we will need the following HR practices and
tools in place:
New
a. Targeted selection interviewing tool in place – behavioral interview
b. Assessments and tests – when applicable (Hogan – behavioral test is the current
target)
c. Cultural fit check – in all cases
In progress
a. Behavioral interviewing questionnaires aligned with the competency model – to
improve quality of information obtained during the interview.
b. ERP implementation – recruitment process
Transform
a. Recruitment sources – Identify the best candidates which are geographically
representative of our region (today posts are only published in the OAS Website).
b. Selection criteria aligned to OAS competency model and job family / job seniority
needs – aligned to HPOs practice
c. Selection process – aligned to HPOs practice
d. Rules and practices – lean to allow the flow of the process.
e. Reorganize HR to improve efficiency and focus – and deliver results faster and with
higher quality.
Reinforce
a. Selection steering committee – to guarantee fairness for the selection of candidates,
Committee will be guided by established rules.
5. 4. Performance Management
To strive for equity and fairness, provide each employee with equal chances of growth, and build a
level playing field for all, we will need the following practices and tools in place:
New
a. Replace “Performance Management” with a “Contribution assessment”
b. Recognize outstanding leadership and management – create an award.
c. Recognize innovation – create and award (creating a positive work environment is
needed to make it happen)
Transform
a. 360 performance review (supervisor, subordinates, peers, key stake holders in the
organization) – to promote a culture of achievement and continuous improvement
b. Rating scale between 3 and 5 steps – to have a real map of the impact of individual
and group contribution
c. Individual objectives annual setting – aligned with mandates from the Member
States
d. Connect contribution assessment results with talent and succession maps
e. Outstanding Award - modify the nomination and selection criteria
Eliminate
a. Binary rating scale (performing / no performing) – unfair and not useful
6. 5. Training and Development
To create a work environment that fosters continuous learning and identify our talent and
knowledge pipeline, we will need the following practices and tools in place:
New
a. Create talent and succession maps – to have clear view of our gaps and strengths
b. Develop multicultural intelligence - strength capacity to interact and contribute in a
multilateral environment
c. Coaching and mentoring for successors and key contributors
d. OAS Talk forums - knowledge and experience transfer
e. Robust new orientation program – to speed up the on boarding process and engage
new hires
f. Knowledge management practice – to secure the permanence of accumulated
knowledge and experience inside the OAS
g. Implement a program of MBA practices (2-3 months) – to work in specific projects /
mandates and inject periodic dynamism into the organization
h. Partner with organizations / corporations to exchange knowledge and experience
(conferences, short workshops, shadowing programs) – to maintain the OAS
updated and increase our influence
i. Reverse mentoring program –To share learning, remain updated and take
advantage of the digital era between colleagues
j. Reskilling support – To assist incumbents of future displaced positions into new
posts to be created
In progress
a. Create a knowledge mapping tool for the organization (identify technical
knowledge needed in each secretariat to fulfill the mandates – connected to the
talent and succession maps as part of the competency model
Transform
a. Training programs aligned with our competency model and development of
technical skills needed to impulse the 4 pillars
b. One OAS Inclusion training – integrating all the disperse efforts in the organization
Reinforce
a. Internship program
7. 6. Benefits and Perks
To secure that the granted benefits and perks are supporting our employee value proposition, we
will need the following practices and tools in place:
New
a. Share services with International Organizations (payroll, visa management, plan
401 M, etc) – to optimize the use of resources
b. Define healthy habits standards for the OAS – to prevent long term and expensive
medical disabilities
c. Teleworking – tools and connectivity to make it happen
d. Social responsibility activities – as a vehicle to foster positive collaboration and
reinforce the pride of being OAS ONE
In progress
a. Medical plan modification – to guarantee solvency in time
b. 401 M plan admin optimization
Transform
a. Medical plan contribution scales (by age, remuneration, number of dependents,
health habits as smoking and weight) – incentives and disincentives
b. Reduce mobilization allowance and home leave – Reduce the number of new
comers from outside the Washington area whenever possible (linked to recruitment
sources objective)
Reinforce
a. Health fair
b. Lactation rooms
c. Flextime
9. 8. HR Policies
To have a clear and comprehensive frame to execute that guarantees transparency, inclusion,
fairness and equity, as well as to align our practices to the HPO, we will need: