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Resident Coordinator Assessment Centre

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Leadership Managing Complexity Managing Relationships Core Values Integrity and ... The DDI experience (1998-2000) Development Dimensions International, ... – PowerPoint PPT presentation

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Title: Resident Coordinator Assessment Centre


1
Resident Coordinator Assessment Centre
  • Joint UNDP/UNFPA/UNICEF/WFP
  • Executive Boards Presentation
  • 23-26 January 2004

2
Secretary-Generals Reform ProposalsJuly 1997
  • To improve quality of UN leadership at country
    level by
  • the selection of Resident Coordinators from all
    the organizations of the UN system
  • Reinvigorating human resource practices,
    including selection, development and learning.

3
UNDG Resident Coordinator Selection
  • Fair, objective RC selection, acceptable to UN
    system
  • Competency-based assessment of candidates in
    selection process
  • GA welcomes use of competency assessment of RC
    candidates (Resolution A/53/192 of 25 February
    1999)
  • Resident Coordinator Issues Group oversees
    competency assessment
  • Inter-Agency Advisory Panel advises UNDP
    Administrator on successful competency-assessed
    candidates for specific RC posts.

4
RCAC What is Assessed?
  • Leadership
  • Managing Complexity
  • Managing Relationships
  • Core Values
  • Integrity and Commitment
  • Fairness and Equality
  • Cultural Adaptability and Sensitivity
  • Commitment to Learning

5
First generation RCAC The DDI experience
(1998-2000)
  • Development Dimensions International, a US-based
    firm, selected competitively to design, develop,
    administer first Resident Coordinator Assessment
    Centre
  • Launched December 1998
  • 134 candidates assessed
  • 6,480 fee per participant.

6
RCAC Evaluation (2000)
  • Pros
  • Perceived by UN organizations as fair, open,
    transparent and enhancing RC selection process
  • Designed in accordance with professional
    standards
  • Exercises conducted with precision in
    non-threatening atmosphere
  • Fee reasonable for quality of services provided.

7
RCAC Evaluation (2000)
  • Cons
  • Certain competencies too soft (ie. planning
    and organizing, management of meetings,) and
    low on strategic thinking
  • Simulation exercises need review to ensure
  • Balance between evaluating personal style and
    substantive content
  • Required level of complexity
  • Perception of cultural and language bias.

8
Major changes to RCAC 2001
  • Assessment process re-designed to reflect
  • Evolving role of Resident Coordinator in UN
    reform
  • Growing complexity, especially in crisis and
    post-conflict situations where RC also HC
  • Enhanced focus on strategic decision-making.
  • Continued special attention to cultural, gender
    and linguistic considerations in assessment
    process
  • Gender and regional balance of assessors
  • Special assessor training to ensure
    cultural/gender-neutral assessment of
    candidates.

9
Second generation RCAC The SHL experience
(2001-to date)
  • Saville and Holdsworth of Canada selected
    competitively to design, develop, administer
    upgraded RCAC
  • 218 candidates assessed, including 40
    sitting/former RCs and 21 external candidates
  • Assessor pool gender, regional and
    language-balanced
  • 8300 fee per participant
  • Continuing refinements based on ongoing review
    and feedback.

10
RCAC Outcomes 2001 - 3
  • Overall success rate
  • 70.6 for all candidates (218 participants).
  • By categories
  • 70.3 for female candidates (74)
  • 63.2 for regional candidates (114)
  • 57.7 for UN agency candidates (other than UNDP)
    (78)
  • 66.7 for external candidates (21).

11
Is the RCAC Working?
  • Perception new RCs have profile that largely
    meets expectations of UN system
  • About two-thirds of sitting RCs - appointed since
    1999 - are new
  • Self-selection process at work.

12
Is the RCAC Working? Validation of RCAC
  • 2004 Evaluation high-level consultant to
    evaluate effectiveness, fairness, objectivity
  • To compare RCAC results with RC performance(e.g.
    surveys, performance reports, interviews)
  • To identify statistically significant variances
    in results for different categories
  • To examine possible factors leading to variances
  • a) Diversity goals
  • b) Quality, relevance of profile of UN agency
    feeder pools
  • c) Any inherent disadvantage by category.

13
Participants
(126) (79)
(47) (53)
(73) (72)
(53) (1)
First-time candidates
14
Participants
(344) (223)
(121) ( 167)
(177) (151)
(131) (22)
First-time candidates
15
Participants
(218) (144)
(74) (114)
(104) (79)
(78) (21)
First-time candidates
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