CGIAR/JM.1/6 October 21, 2015 Joint Meeting of the CGIAR ...
CGIAR/JM.1/6 October 21, 2015 Joint Meeting of the CGIAR Consortium Board, Fund Council and Centers Washington, DC Tuesday, November 3, 2015
Human Resources Issues during the Transition to the CGIAR System Organization
This note is being presented to the Joint Meeting to highlight the Human Resource (HR) issues that have been identified to date and to seek endorsement from the Joint Meeting on the actions and proposals presented below. Introduction 1. The HR specialist on the transition team has begun working with the HR leads in the Consortium Office and the World Bank, and has met one-on-one with most staff members in the Consortium and Fund Offices to identify issues that need to be addressed with respect to the staffing of the CGIAR System Office, and to ensure a smooth transition for staff in both offices. 2. While staff members in both offices share a number of issues in common, there are significant differences in the terms of employment between staff in the Consortium Office (in Montpellier, France) and staff in the Fund Office (at the World Bank in Washington, DC), and therefore, some differing concerns. All staff members are continuing to work with passion, dedication, and commitment during a period of uncertainty, and all would value continuous information and greater clarity about the future structure of the CGIAR System Office (to be based in Montpellier) and their particular roles in that office. (a) Major questions for staff in the Consortium Office include the future functions, responsibilities, and roles of the System Office, and how those may differ from the Consortium Office; and the structure of the System Office and the terms of employment/HR policies in that Office as compared to the Consortium Office. (b) Major questions for staff in the Fund Office include the same concerns as above, as well as questions about opportunities that may exist outside of the CGIAR system and how those opportunities compare with the options they will be given for relocation to the System Office. Additionally, Fund Office staff are currently employed through the World Bank HR system, so they are seeking to have full clarity on the policies and procedures that will apply to them as a result of the closing of the Fund Office. Recognition of commitment and support of existing staff 3. The CGIAR is fortunate to have staff members in both the Consortium Office and the Fund Office who continue to work hard through a period of transition and change, with its inherent uncertainty. As noted in the transition plan, it will be beneficial to the new system to ensure that existing talent is retained as an interim structure for the new system organization—built upon the existing staff of the Consortium Office and Fund Office who may relocate—should be in place to maintain continued support for the system until the Executive Director has sufficient time and experience to propose any potential adjustments. 4. The Joint Meeting is invited to recognize a) the critical input of Consortium Office and Fund Office staff to the success of the CGIAR System and b) the need to
provide staff with continued support during the transition period and in the CGIAR System Office. The Joint Meeting is further invited to formally record its appreciation for the staff’s dedication, commitment, and ongoing hard work. HR issues to be addressed during the transition period HR Policies and Procedures for new System Office 5. Issue: There is a need to clarify the HR framework and policies for the transfer of staff to the System Office. The current working assumption is that the Consortium Office and the Fund Office will cease to exist on June 30, 2016 and that, as of July 1, 2016, staff will be employed by the System Office.1 The new System Office will require a set of HR policies and procedures to ensure consistent and continuous staffing. 6. Approach: It is proposed that the current Consortium Office HR Manual serve as the basis for the HR policies and procedures in the new System Office. HR policies and procedures may be subject to change as the new system evolves, taking into account the functions, responsibilities, and roles of the office. 7. Arrangements will be made to transfer Consortium Office staff, and Fund Office staff willing to relocate, to the System Office under the existing Consortium Office HR policies and procedures and under terms that support the retention of existing staff talent as well as the continuity of organizational performance essential if the CGIAR System is to achieve its goals. 8. There is some risk that the CGIAR’s work program could be disrupted by staff attrition due to uncertainty about the terms and conditions of employment. The continuation of established HR policies and procedures as articulated in the current Consortium Office HR Manual may contribute to a sense of stability and serve to mitigate the risk of uncertainty as a catalyst for turnover during this critical period. To further minimize uncertainty, beginning with the endorsement of this paper until the entry on duty of the Executive Director, extension of current employment contracts, assuming satisfactory performance, will be for a two-year period. This assures stability and continuity as well as providing the new Executive Director with the flexibility to adjust personnel and terms and conditions of employment as the functions and business needs of the System Office become apparent. 9. Departing staff members from the Consortium Office may be replaced in accordance with current Consortium HR policy. However, no new positions should be created during the transition period or until the new Executive Director is in place. New contracts for employment entered into during the transition period should not extend beyond June 30, 2018.
1
If completion of legal and other arrangements for the establishment of the new organization requires additional time, the transition period may be extended.
Closing of the Fund Office 10. Issue: Current planning is that the Fund Office at the World Bank in Washington, D.C. will be closed as of June 30, 2016, as per the Fund Council decision to locate the CGIAR System Office in Montpellier. 11. Approach: Any Fund Office employment contract ending before June 30, 2016, may be extended to that date but not beyond unless there are delays in the establishment of the System Office. Current Fund Office staff members may choose to relocate to Montpellier to work in the System Office, apply for other advertised positions at the World Bank (with full support and counsel from the World Bank’s HR office), or apply for positions elsewhere. World Bank policies and entitlements will apply to staff leaving World Bank employment. 12. Fund Office staff members may choose to relocate to Montpellier to work in the System Office beginning July 1, 2016, or earlier. Staff members who wish to relocate earlier will need to inform the HR leads in the World Bank and the Consortium Office. Their World Bank employment will be terminated, and they will enter into two-year contracts subject to the terms and conditions of employment of the Consortium Office and at a grade and with a job description to be agreed upon by the staff member, the HR leads in the World Bank and the Consortium Office and the managers of those two offices. If the relocation occurs prior to the approval of a System Office budget, funds from the Fund Office budget to cover the cost of the position will accompany the transfer. Reasonable relocation expenses will be provided according to a formula to be established. 13. While Fund Office positions vacated during the transition will not be filled on a full-time basis, the manager of the Fund Office may choose to recruit short-term consultants to allow the office to fulfill its responsibilities until the close of the office. The Fund Office manager may also consult with the manager of the Consortium Office about transferring some Fund Office duties to the Consortium Office pending the establishment of the System Office. 14. The Fund Office manager and staff will seek to proactively transfer of knowledge and experience from the Fund Office to the System Office where such capacity will be needed in System Office.
Timely and transparent transition communication 15. Issue: The lack of information regarding the transition process and related HR issues has been a source of uncertainty for staff. 16. Approach: The transition team is committed to i) providing timely and transparent information and ii) engaging staff and soliciting input/feedback throughout the transition process, via the following communications mechanisms:
(a) Transition newsletter: The newsletter is meant to regularly inform CGIAR staff and other system entities of developments and decisions related to the transition. There will be a minimum of six issues between September 2015 and June 2016. Newsletter archives can be found at http://www.cgiar.org/cgiar-transition/cgiartransition-update-archives/. (b) Face-to-face meetings: The HR member of the transition team has met and will continue to meet with Consortium Office and Fund Office staff to ensure open lines of communication. (c) Transition webpage: The webpage features key documents and information related to the transition, and will serve as a repository throughout the process. Staff can access the page at www.cgiar.org/cgiar-transition/. (d) Email address: Staff with additional questions can contact the transition team via email at [email protected].
Human Resources Issues during the Transition to the CGIAR System Organization
This note is being presented to the Joint Meeting to highlight the Human Resource (HR) issues that have been identified to date and to seek endorsement from the Joint Meeting on the actions and proposals presented below. Introduction 1. The HR specialist on the transition team has begun working with the HR leads in the Consortium Office and the World Bank, and has met one-on-one with most staff members in the Consortium and Fund Offices to identify issues that need to be addressed with respect to the staffing of the CGIAR System Office, and to ensure a smooth transition for staff in both offices. 2. While staff members in both offices share a number of issues in common, there are significant differences in the terms of employment between staff in the Consortium Office (in Montpellier, France) and staff in the Fund Office (at the World Bank in Washington, DC), and therefore, some differing concerns. All staff members are continuing to work with passion, dedication, and commitment during a period of uncertainty, and all would value continuous information and greater clarity about the future structure of the CGIAR System Office (to be based in Montpellier) and their particular roles in that office. (a) Major questions for staff in the Consortium Office include the future functions, responsibilities, and roles of the System Office, and how those may differ from the Consortium Office; and the structure of the System Office and the terms of employment/HR policies in that Office as compared to the Consortium Office. (b) Major questions for staff in the Fund Office include the same concerns as above, as well as questions about opportunities that may exist outside of the CGIAR system and how those opportunities compare with the options they will be given for relocation to the System Office. Additionally, Fund Office staff are currently employed through the World Bank HR system, so they are seeking to have full clarity on the policies and procedures that will apply to them as a result of the closing of the Fund Office. Recognition of commitment and support of existing staff 3. The CGIAR is fortunate to have staff members in both the Consortium Office and the Fund Office who continue to work hard through a period of transition and change, with its inherent uncertainty. As noted in the transition plan, it will be beneficial to the new system to ensure that existing talent is retained as an interim structure for the new system organization—built upon the existing staff of the Consortium Office and Fund Office who may relocate—should be in place to maintain continued support for the system until the Executive Director has sufficient time and experience to propose any potential adjustments. 4. The Joint Meeting is invited to recognize a) the critical input of Consortium Office and Fund Office staff to the success of the CGIAR System and b) the need to
provide staff with continued support during the transition period and in the CGIAR System Office. The Joint Meeting is further invited to formally record its appreciation for the staff’s dedication, commitment, and ongoing hard work. HR issues to be addressed during the transition period HR Policies and Procedures for new System Office 5. Issue: There is a need to clarify the HR framework and policies for the transfer of staff to the System Office. The current working assumption is that the Consortium Office and the Fund Office will cease to exist on June 30, 2016 and that, as of July 1, 2016, staff will be employed by the System Office.1 The new System Office will require a set of HR policies and procedures to ensure consistent and continuous staffing. 6. Approach: It is proposed that the current Consortium Office HR Manual serve as the basis for the HR policies and procedures in the new System Office. HR policies and procedures may be subject to change as the new system evolves, taking into account the functions, responsibilities, and roles of the office. 7. Arrangements will be made to transfer Consortium Office staff, and Fund Office staff willing to relocate, to the System Office under the existing Consortium Office HR policies and procedures and under terms that support the retention of existing staff talent as well as the continuity of organizational performance essential if the CGIAR System is to achieve its goals. 8. There is some risk that the CGIAR’s work program could be disrupted by staff attrition due to uncertainty about the terms and conditions of employment. The continuation of established HR policies and procedures as articulated in the current Consortium Office HR Manual may contribute to a sense of stability and serve to mitigate the risk of uncertainty as a catalyst for turnover during this critical period. To further minimize uncertainty, beginning with the endorsement of this paper until the entry on duty of the Executive Director, extension of current employment contracts, assuming satisfactory performance, will be for a two-year period. This assures stability and continuity as well as providing the new Executive Director with the flexibility to adjust personnel and terms and conditions of employment as the functions and business needs of the System Office become apparent. 9. Departing staff members from the Consortium Office may be replaced in accordance with current Consortium HR policy. However, no new positions should be created during the transition period or until the new Executive Director is in place. New contracts for employment entered into during the transition period should not extend beyond June 30, 2018.
1
If completion of legal and other arrangements for the establishment of the new organization requires additional time, the transition period may be extended.
Closing of the Fund Office 10. Issue: Current planning is that the Fund Office at the World Bank in Washington, D.C. will be closed as of June 30, 2016, as per the Fund Council decision to locate the CGIAR System Office in Montpellier. 11. Approach: Any Fund Office employment contract ending before June 30, 2016, may be extended to that date but not beyond unless there are delays in the establishment of the System Office. Current Fund Office staff members may choose to relocate to Montpellier to work in the System Office, apply for other advertised positions at the World Bank (with full support and counsel from the World Bank’s HR office), or apply for positions elsewhere. World Bank policies and entitlements will apply to staff leaving World Bank employment. 12. Fund Office staff members may choose to relocate to Montpellier to work in the System Office beginning July 1, 2016, or earlier. Staff members who wish to relocate earlier will need to inform the HR leads in the World Bank and the Consortium Office. Their World Bank employment will be terminated, and they will enter into two-year contracts subject to the terms and conditions of employment of the Consortium Office and at a grade and with a job description to be agreed upon by the staff member, the HR leads in the World Bank and the Consortium Office and the managers of those two offices. If the relocation occurs prior to the approval of a System Office budget, funds from the Fund Office budget to cover the cost of the position will accompany the transfer. Reasonable relocation expenses will be provided according to a formula to be established. 13. While Fund Office positions vacated during the transition will not be filled on a full-time basis, the manager of the Fund Office may choose to recruit short-term consultants to allow the office to fulfill its responsibilities until the close of the office. The Fund Office manager may also consult with the manager of the Consortium Office about transferring some Fund Office duties to the Consortium Office pending the establishment of the System Office. 14. The Fund Office manager and staff will seek to proactively transfer of knowledge and experience from the Fund Office to the System Office where such capacity will be needed in System Office.
Timely and transparent transition communication 15. Issue: The lack of information regarding the transition process and related HR issues has been a source of uncertainty for staff. 16. Approach: The transition team is committed to i) providing timely and transparent information and ii) engaging staff and soliciting input/feedback throughout the transition process, via the following communications mechanisms:
(a) Transition newsletter: The newsletter is meant to regularly inform CGIAR staff and other system entities of developments and decisions related to the transition. There will be a minimum of six issues between September 2015 and June 2016. Newsletter archives can be found at http://www.cgiar.org/cgiar-transition/cgiartransition-update-archives/. (b) Face-to-face meetings: The HR member of the transition team has met and will continue to meet with Consortium Office and Fund Office staff to ensure open lines of communication. (c) Transition webpage: The webpage features key documents and information related to the transition, and will serve as a repository throughout the process. Staff can access the page at www.cgiar.org/cgiar-transition/. (d) Email address: Staff with additional questions can contact the transition team via email at [email protected].
