DPI

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DPI

• Town Hall Meeting

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Organizational Integrity Initiative

• Town Hall Meeting

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RESPONSE RATE

• Number of UN staff surveyed 18,015
• Total UN respondents 6,086
• UN response rate 33

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Purpose

• Share with you the results of the Integrity
  Perception Survey
• Solicit your reactions, concerns and suggestions
  regarding the findings
• E-mail hub created
• Dpi-integrity_at_un.org

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Where we started

• UN took the lead in framing the convention
  against Fraud and Corruption in 2003
• SG expressed desire that UN model high standards
  of ethical conduct
• SG requested OIOS to launch theOrganizational
  Integrity Initiative as one component of reform
• Survey of staff perceptions commissioned as part
  of this initiative

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Objectives of the Survey

• Measure attitudes and perceptions about integrity
  among UN Staff
• Use results to help implement the Organizational
  Integrity Initiative effectively
• Use results to design improvement strategies for
  the Organization and for further staff development

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What are some indicators of Organizational
Integrity?

• Demonstrating UN values in daily activity
• Acting without consideration of personal gain
• Resisting undue political pressure in
  decision-making
• Not abusing power or authority
• Standing by decisions in the Organizations
  interest, even if they are not popular
• Taking prompt action in cases of unprofessional
  or unethical behavior

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Organizational Integrity IndicesOverall UN
scores
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Overall Findings

• Most staff
• Express a high level of satisfaction from
  employment in the UN
• Believe they know what is expected from them in
  terms of behaving with integrity
• Believe that existing policies, practices and
  guidelines help define ethical behavior and
  professional conduct
• Do not believe there is wide scale corruption in
  the UN

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Overall Findings

• However, many staff also
• Believe we do take not enough action to
  investigate instances of unethical behavior
• Fear reprisal or retaliation from management for
  reporting perceived breaches of ethics
• Believe that management applies the disciplinary
  process unevenly and outcomes are little known
• Believe that their immediate supervisor
  demonstrates integrity, but the view of senior
  leaders is less positive

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Overall Findings

• Some staff believe that
• Management does not take integrity and ethical
  behavior sufficiently into account in selection,
  promotion and assessment processes
• There is not enough dialogue on ethical concerns
  in the Organization

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Organizational Integrity IndicesDPI scores
compared to UNs
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Four Key Priority Areas

1. Tone at the Top
2. Staff accountability
3. Supervisory commitment
4. Ethnocentrism

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What are we doing? 1 Tone at the Top

• Concern
• Perception of senior leaders
• What we are doing
• SG has urged senior managers to make greater
  efforts to maintain open and frank communication
  with staff
• Communication with staff to be element in
  Department Heads annual compact with the
  Secretary-General

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What are we doing? 1 Tone at the Top (contd)

• Development and realization of action plan on
  integrity to consider issues raised by survey
  including
• Prompt and decisive action on breaches of
  integrity
• Adequate disciplinary measures for those
  violating ethical standards
• Communication of results, as appropriate

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What are we doing? 2 Staff Accountability

• Concern
• Fear of reprisals against staff that report
  violations
• What we have
• Office of Internal Oversight confidential
• Office of the Ombudsman confidential
• Next steps
• Better information to staff on avenues of
  assistance

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What are we doing?2 Staff Accountability
(contd)

• Concern
• Belief that integrity is not adequately
  recognized in selection, promotion and assessment
  processes
• What we are doing
• Core values and core competencies included in
  staff selection process
• Core values including integrity assessed in PAS
• Component on Integrity included in training on
  procurement, finance, HR management, senior
  management programmes and others

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What more do we need?3 Supervisory Commitment

• UN Supervisory Commitment factor rated high but
• We can do more
• Improve level of comfort for staff to freely
  discuss these issues with their supervisors
• Model the behavior we expect from staff

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What are we doing? 4 Ethnocentrism

• Concern
• Political pressures
• Perception of cultural favoritism
• What we are doing
• Need to examine perceptions vs. facts
• Need for greater transparency
• Diversity training

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Follow-up to this Survey

• Creation by SG of group of senior managers,
  chaired by Deputy Secretary General to guide the
  follow-up process
• Senior managers will be supported by consultative
  group consisting of a wide cross section of staff
• Departments to nominate two representatives

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OPEN-ENDED QUESTION
DELOITTE TOUCHE CATEGORIZATION OF OPEN-ENDED
COMMENTS
SUB-CATEGORIES SUB-CATEGORIES SUB-CATEGORIES SUB-CATEGORIES SUB-CATEGORIES
C A T E G O R I E S 1. Improve the management system Make the recruitment/selection system more objective and fair Leverage PAS system to assess integrity as part of HR evaluation make PAS a widely fairly used tool Assess performance fairly transparently, and link it to career plans Manage career on a merit base Develop management training
C A T E G O R I E S 2. Supervisors managers should be more supervised
C A T E G O R I E S 3. Accountability should be developed within the Organization Establish accountability as a value in the organization Reinforce independent control and punish, if necessary Rapidly punish unethical behavior
C A T E G O R I E S 4. Senior leaders commitment to integrity should be more clearly stated and monitored
C A T E G O R I E S 5. Regulations Simplify rules, train to regulations
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OPEN-ENDED QUESTION
PERCENTAGE OF COMMENTS BY CATEGORY (101 DPI
RESPONDENTS)
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Contact

• For further comments and inquiries
• DPI e-mail hub
• Dpi-integrity_at_un.org