Update on Human Resources Management
Mr. Michael Emery
Director
Department of Human Resources
33RD SESSION OF THE STANDING COMMITTEE
ON PROGRAMMES AND FINANCE
Agenda
Key facts and figures
Key activities for 2023 - 2024
Highlights and lowlights from the 2023 Global Staff Survey
Outlook for the future
Report on Human Resources Management
Key Facts and Figures
Growth of IOM Staff
IOM workforce is supplemented by over 6,000 non-staff (consultants, interns, volunteers etc.)
Staff category 2010 2023
International Professional 816 2,883
National Officer 330 1,586
General Service 6,553 15,084
Tot al 7,699 19,553
International Professional
staff as a percentage of total
11% 15%
Data at 30 September 2023
14
0
8
9
52
%
Global workforce
19,553
Nationalities
177
OECD DAC
16%
Non-OECD DAC
84%
International Staff
2,883
Nationalities
151
OECD DAC
40%
Non-OECD DAC
60%
P-5 to D-2 staff
220
Nationalities
63
OECD DAC
66%
Non-OECD DAC
44%
Gender representation by grade (International Professional)
Data at 30 September 2023
248
67
424
388
215
62
20
7
250
56
410
375
230
84
32
15
UG P-1 P-2 P-3 P-4 P-5 D-1 D-1
Female Male
Change in representation of women (2018-2023)
54%
35%
50%
48%
41%
40%
30%
36%
50%
54%
51% 51%
48%
42%
38%
32%
-4%
19%
1%
3%
7%
2%
8%
-4%
UG P-1 P-2 P-3 P-4 P-5 D-1 D-2
2018 2023 Change
Data at 30 September 2023
50%
female
50%
male
International Staff
42%
female
58%
male
P5 and above
Gender representation among International Professionals
Data at 30 September 2023
Update on Human Resources Management
Key Activities for 2023 - 2024
Key activities in 2023 / 2024
• People Strategy for 2024 – 2028
• Implementation of Oracle ERP System
• Socialization of the third Global Staff Survey (GSS)
• Rotation process review
• Implementation of the new contractual landscape
• Development of comprehensive leadership program
• Focus on diversity initiatives (interns, disability, NRMS)
• Expanding Pathways Pool to focus on non and under represented
states
The 3 goals of the People Strategy
Attract and develop a
world-class workforce
to deliver on global
migration needs
Build capable
leadership to meet a
changing migration
landscape
• The strategy will be driven by a high-performance culture, a drive for results and value for money, and a
focus on knowledge management
Look after our people
and provide enhanced
care and support
TALENT LEADERSHIP CARE
Towards a new contractual framework
Analyze the entirety of
IOM’s existing
contractual framework
Benchmark best
practices in other UN
agencies
Incorporate findings
and recommendations
from HLCM
Revise existing HR
policies to address
current needs
A new and improved
employment contract
framework accounting for
IOM’s particularities and
the need for agility and
flexibility
HR challenges ahead – 2023 and beyond
I G F, B T an d O r ac l e
Implementation
Strengthening
foundational
aspects of HR
Assisting with the
implementation of
structural reform
Modernizing HR Policy
Embracing and
engaging with the UN
Reform
Ensuring adequate
medical and well-being
support for IOM staff
Strengthening strategic
aspects of HR
Embracing IGF and BT
to support the
business of migration
HR Funding Gaps
HR Funding Gaps
• Operations Management in Manila: 1 P4, 1 G6, 2 G5s (MAC), G4 (PAC), P3 (HQ)
• Surge capacity: Deployment Roster P4, NO; G6 (MAC)
• Talent Management: career development/career transition/retirement:1 P4, 1 P3, 1
G6
• Strategic Workforce planning (as recommended in the MOPAN/MAR); 1 P4
• Rotation (following rotation process review) 1 P3, 1 G6
• Staff Welfare: 1 P3 in HQ
• Human Resources Administration Unit in MAC: 12 new G/NO positions
• Human Resources Business Partner for HQ: 1 x P4 + 4 Regional P4s
• Recruitment in Manila: Strengthen UNV partnership; reference and background
checking (as recommended in MOPAN/MAR) 1 G6, 2 G5
• AI And HR Solutions: 1 P4
Report on Human Resources Management
Highlights and lowlights from the 2023 global staff survey
Highlights
Highest to 2021
Strongly
Positive
Positive
Neutral
Negative
Strongly
Negative
2023
Overall
Positive
%
Traffic
Light
2021
Overall
Positive %
Lowlights
Strongly
Positive
Positive
Neutral
Negative
Strongly
Negative
Lowest to 2021
Strongly
Positive
Positive
Neutral
Negative
Strongly
Negative
2023
Overall
Positive
%
Traffic
Light
2021
Overall
Positive %
Broad Topics (summary)
Strongly
Positive
Positive
Neutral
Negative
Strongly
Negative
•Highest to Benchmark Median
Strongly
Positive
Positive
Neutral
Negative
Strongly
Negative
2023
Overall
Positive
%
Traffic
Light
Benchmark
Median
Report on Human Resources Management
Outlook for the future
IOM’s diverse and capable people are our most valued asset.
By investing in better workforce planning and people management, we facilitate
their professional development and improve their daily workplace experience.
IOM is fostering leadership with the ability to connect, motivate, and inspire a sense
of the Organization’s shared vision.
At all levels of the Organization and across all our endeavors, we believe equality,
diversity and inclusion is not only just but is
essential to reach our vision.
IOM ensures meaningful representation throughout our work, including operations
and programming.
Strategic Plan
2024-2028
IOM Strategic Plan:
HR as an Enabler of
- Saving Lives
- Driving Solutions to Displacement
- Facilitating Pathways
___________________________________________________________________________________
What or who is the Enabler? = Workforce
November 2023
Investments needed for a stronger HR
Centrally funded HR
personnel
Regional HR Business
Partners
“Learning guarantee”
based on headcount
Performance
management landscape
Overhaul of the
contractual landscape
Diversity initiatives,
especially NRMS
Support to staff
THANK YOU
Michael Emery
Director, Human Resources Management
