PEOPLE

MANAGEMENT
GUIDEBOOK
OECD HUMAN RESOURCES
MANAGEMENT
2022
2022
Contents

1 Introduction
1.1 Foreword by the Secretary-General 1
1.2 The OECD and its People 2

2 Who We Are
2.1 Staff Categories 4
2.2 Job Families 5
2.3 OECD Demographics 6-8

3 Ethics and Integrity

3.1 Overview and General Ethics Framework 10
3.2 Whistleblower Protection Policy, Misconduct and Discipline 11
3.3 Advice and Support 12

4 Diversity and Inclusion

4.1 Overview 14
4.2 A Strategic Approach to Diversity 15-17
4.3 Monitoring Progress 18
4.4 Further Dimensions of Diversity 19
4.5 Inclusion Activities and Employee Resource Groups 20

5 Talent Management
5.1 Overview 22
5.2 A Constantly Evolving Organisation 23
5.3 Talent Management at the OECD 24
5.4 OECD Core Competencies 25
5.5 Career-Mobility Overview 26
5.6 Career-Mobility Opportunities 27

6 Recruitment
6.1 Overview 29
6.2 Recruitment Process 30-31
6.3 Special Programmes and Other Recruitment Channels 32
7 Pay and Workplace Benefits
7.1 Overview 34
7.2 The Co-ordination System 35
7.3 Benefits and Allowances 36

8 Workforce Management
8.1 Overview 38
8.2 People Review Process 39

9 Performance Management
9.1 Overview 41
9.2 Performance Review Cycle 42
9.3 Performance Ratings and Incentives 43
9.4 Upward Feedback 44

10 Learning and Development

10.1 Overview 46
10.2 Learning and Development Portfolio 47-48
10.3 Leadership Development Programmes 49
10.4 Management Development 50

11 Workplace Well-being
11.1 Overview 52
11.2 An Integrated Approach 53
11.4 Mental Health and Support Services 54

12 Institutional Framework
12.1 Overview 56
12.2 HR Management Services 57
12.3 Corporate Oversight Bodies 58
12.4 Engagement with Members 59
12.5 Engagement with Internal Stakeholders 60

13 Conflict Prevention and Resolution

13.1 Procedures and relevant bodies 62
13.1 Internal justice system 63-64

14 Acronyms, Resources and Figures 65

1. Introduction
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1.1 Foreword

The Organisation for Economic Co-operation and Development (OECD) is a multilateral institution
whose mandate it is to help find the best possible solutions to the evolving challenges of our time.
We help countries deliver “better policies for better lives”. We share a commitment to democracy, to
human rights, the rule of law, market-based economic principles, a global level playing field and a rules-
based international order as the best way to maximise sustainable growth, prosperity and general
well-being.

Our staff comprise global experts in economics, finance, public policy, taxation, environment, science
and many other fields, as well as leaders in the delivery of efficient services, technology and research.
I am proud of the team we have built in Paris and across the globe. Our diligent and impartial work has
resulted in the OECD being seen as a global expert in economics. Together we are united by our core
values.

I am pleased to say that, over the past year, the OECD has made further progress on its Diversity &
Inclusion commitments, particularly with respect to gender balance and geographic distribution of our
staff. Diversity increases the overall richness and quality of our work by helping us incorporate broader
perspectives while also ensuring the representation and engagement of our member countries.

The OECD's people management framework is designed to attract, develop, and retain highly qualified
staff, by promoting excellence and encouraging professional development. It is designed to flexibly
adapt to the changing needs of our Organisation while also providing staff with clear and consistent
guidance. It aims to foster a diverse, inclusive and respectful workplace, where individuals can realise
their full potential.

This People Management Guidebook was developed by the Human Resource Management Service to
provide you with a core reference on all people related matters, entitlements, and policies affecting the
daily life of staff at the OECD. Whether you are a long-serving member, a newcomer having just joined
the OECD family, or are looking for a job opportunity, I encourage you to review this document and use
it in your day-to-day activities.

The sense of purpose and contribution among OECD staff never ceases to impress me. It is the
teamwork, deep commitment and profound expertise of our people that ensures the OECD continues
to deliver for our member countries and countries all around the world.

Mathias Cormann
OECD Secretary-General

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1.2 The OECD and its People

Since its creation over 60 years ago, the OECD has profoundly influenced the design and implementation
of better public policies for the benefit of individuals in its member countries and partner economies.
The OECD’s core values are central to its work: courtesy, dignity, respect and non-discrimination; loyalty
and independence; impartiality; tact, discretion and confidentiality; and integrity and accountability.

These values also govern the conduct of OECD staff, whose contribution and commitment to their work
drive the Organisation forward. In turn, the mission of the OECD with regard to people management is
to develop and implement policies, programmes and services to support:

> recruitment, retention and promotion of the best-qualified individuals while recognising and
encouraging diversity in the workplace
> providing a work environment that is inclusive, safe, healthy and secure, while respecting individual
needs and goals
> creating a competitive employee-value proposition, including salary and benefits
> developing the full potential of staff by providing learning opportunities, and supporting professional
growth and career progression
> cultivating effective leadership and managerial capacity
> establishing, administering and effectively communicating fair policies, rules and practices that
treat staff with respect and fairness.

These policies, programmes and services have evolved over recent years and are available in many
different locations. The People Management Guidebook (PMG) is designed to present these in a single
source, making the information more accessible to staff, candidates and member countries, as well as
to a wider audience who would like to learn more about people management at the OECD.

We hope you will find the PMG a valuable resource.

The information contained in the PMG is provided for informational purposes only and should not be construed as legal
advice, nor does it replace any existing legal provisions, which remain the authoritative sources. All data and graphs, unless
otherwise stated, are up to date as of December 31, 2021.

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2. Who We Are
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2.1 Staff Categories

The OECD is an international organisation with its headquarters in Paris. Staff at the OECD belong to
one of the three following staff categories:

3 407 Officials
Officials are hired to fulfil functions in all areas of the Organisation.

254 Temporary staff

Temporary staff are hired to meet short-term needs and are appointed on an ad
hoc basis for up to two years of continuous service.

318 Associated personnel

The OECD provides two types of opportunities for associated personnel: an
internship programme and staff on loan.

FigureAll staff
1: All staffby
bycategory
category
0.990
The OECD hires officials on fixed-term
0.880 contracts for an initial duration of up to
three years, following which extensions
0.770 may be given based on individual and
organisational criteria. After five years
0.660 of continuous service, a corporate
decision is made as to whether the
0.550
Percentage

fixed-term appointment or contract

86% should come to an end at its due date
0.440 or whether it may be converted into an
open-ended appointment or contract.
0.330 In 2021, 1 701 (50%) OECD officials had
fixed-term contracts, a 4.4% increase
0.220
from 2020 and 1 706 (50%) had open-
ended contracts, a 3.5% increase from
0.110 6%
2020.
6%
0 2%
Officials Temporary staff Associated Data in this section also includes the
personnel IEA and the NEA.

Persons on loan Interns

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2.2 Job Families

Each job opportunity at the OECD falls under one of three job families: Executive leadership; Policy
research, analysis and advice; and Corporate management and administration.

6% Executive leadership
Staff in this job family design, lead and steer the OECD and its staff to achieve
strategic objectives.

e.g. Director, Deputy Director and Head of Division

54% Policy research, analysis and advice

Staff in this family are directly involved in policy analysis, producing key outputs
and data that support the OECD in achieving its strategic objectives.

e.g. Economists and policy analysts

40% Corporate management and administration

Staff in this family manage the OECD’s corporate activities. Jobs in this family are
grouped under the following professional categories:

> Communication
> General management and administration
> Human resources
> Information technology
> Language services
> Legal functions
> Site services and operations

Set job requirements for similar jobs

The OECD uses job Provide professional learning opportunities

families to:
View potential matches and bridges for internal
mobility

Design structured career-development programmes

Data on page 5 refers to officials.

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2.3 OECD Demographics

The Organisation’s success in attracting the right demographics relies on the ability of managers to be
flexible and agile, and ensure they identify the best resources to drive strategic objectives.

Age
A multi-generational workforce is an asset for the OECD. The Organisation draws upon the wide
experiences and perspectives of individuals with longer and more varied careers alongside those who
have more recently graduated from higher education, creating a rich learning environment. Currently,
19% of all staff are aged 30 years or younger, 48.1% are between 31 and 45 years old, and 33.2% are
aged 46 and above.

Figure 2: All staff by age group

Tenure
The majority (58.5%) of all staff members have been working at the OECD for less than five years.
Another 15.2% have been at the Organisation for six to ten years, while 26.4% of all staff have more
than ten years of tenure.

Figure 3: All staff by tenure

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Gender diversity
In 2021, women accounted for 56.4% of the OECD workforce, compared to 54.4% in 2012. Women
continued to constitute the majority of new official appointments in 2021 (53%): 48.7% of recruits at
professional grades (A1-A4) were female, and more females than males (53.6%) were recruited at the
senior management level (A5-A7). (See page 34 for information about the grading system.)

The OECD is certified by the leading global assessment methodology for gender equality, Economic
Dividends for Gender Equality (EDGE). The OECD has achieved the second (“Move”) level in recognition
of the Organisation’s efforts to value women and men equally in all aspects of economic, political and
social life.

The OECD has increased its efforts to promote diversity and inclusion regarding gender, with a number
of policies to support gender equality:

> Use of gender-sensitive language in job advertisements

> Focus on non-discrimination in recruitment and promotion
> Changes to parental leave and flexible working policies
> Inclusive gender expression and pronouns use
> Policies promoting a safe and respectful workplace

Figure 4: Gender representation for all staff by job family

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Nationality
Headcount remained stable for Austria, Estonia, Finland, Latvia, Luxembourg, Norway and Slovak
Republic whilst overall representation decreased by at least 10% for Czech Republic and Slovenia in
2021 compared with 2020.

Figure 5: Member country headcount among officials, as of 31 December 2021

500
450
400
350 In May 2021, Costa

nt
300

u
Rica became the

co
250

ad
38th OECD member
He
200
country
150
100
50
3 4 7
0 8
8
9
Luxembourg
a
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Costa Ric

9
No and
Latv

ay

11
Icel
rw

a
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11
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Re ve

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Lit

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to
Es el
Isra
14
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Headcount lic
Cz

pub 14
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400
500

300

200
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250
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100

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Slo witzerlan
50

The
0

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Colo m bi a
France
Finland 22
gdom
944
943 United Kin s Chile
d St ate 24
Aust
336 Unite De ria
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Ital an
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a rk 26
rm Z rke
292 Ge ada Sw eala y 26
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Ca n ed d
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Non-Member
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258
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Po
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Gr gal
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an

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199 28
Poland

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Belgiu

Korea
Jap
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133 31
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131 36
37
129
106 43
48
94 71 53 52
68 66

As of 31 December 2021, the Organisation numbered 3 407 officials and unclassified staff, including
nationals from all member countries. France had the highest official representation with 943
(27.7%) a decrease of almost 2% since last year, followed by the United Kingdom with 336 (9.9%)
an increase of almost 0.4% since last year and the United States, 292 officials (8.6%) an increase of
0.6% since last year.

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3. Ethics and Integrity
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3.1 Overview and General Ethics Framework

The OECD recognises that a strong ethical culture among staff and management is critical to both
the engagement and productivity of its workforce and the Organisation’s reputation. The OECD’s
staff ethics framework is set out in Title II of the Staff Regulations, Rules and Instructions, and is
supplemented by the Code of Conduct. It rests on the following ethical principles:

> Courtesy, dignity, respect and non-discrimination

> Loyalty to the Organisation
> Independence and impartiality
> Tact, discretion and confidentiality
> Integrity and accountability

Head of Ethics
In 2018, the Secretary-General established an independent ethics function, responsible for providing
ethical advice and guidance, promoting ethical standards and suggesting improvements to the staff
integrity framework. The first Head of Ethics took up functions in March 2020, and the current Head
took up the role at the end of June 2022.

The Head of Ethics is responsible for the following activities:

> advising staff members on any questions regarding ethical standards

> advising the Secretary-General and the Head of Human Resource Management regarding the
approval of external activities, gratuities or benefits received in connection with official duties, and
honorary distinctions
> monitoring the effectiveness of the ethics framework and proposing amendments as necessary
> providing information and promoting awareness of ethical standards
> issuing an annual report to the Secretary-General
> performing the role and functions outlined in the Whistleblower Protection Policy.

Ethics training and dialogue

OECD staff are expected to attend periodic ethics seminars and unconscious bias awareness training
to remind them of the Organisation’s ethical principles, and how these should be applied to their daily
work.

For more information staff can write to [email protected]

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3.2 Whistleblower Protection Policy, Misconduct and Discipline

To report any type of misconduct, staff should contact any of the following parties:
> Head of EXD/HRM
> Executive Director
> Director of Internal Audit
> Secretary-General
> Relevant Director or Head of Service

If an official’s actions are contrary to the provisions of the Staff Regulations, Rules and Instructions or of
any applicable national law, or they fail to perform a duty or obligation, this may constitute disciplinary
fault, and result in disciplinary action. In the event an official becomes aware of fraud, corruption or
misuse of the Organisation’s resources, they must bring it to the attention of the Secretary-General. For
any other type of misconduct, the official is also expected to bring such information to the attention of
the Secretary-General. When the Organisation is faced with information regarding conduct that might,
if it were confirmed, constitute a breach of its internal rules, the Head of EXD/HRM may decide to open
an investigation. As set out in Staff Regulation 21, disciplinary measures include reprimand, suspension
without salary, or, in the event of serious misconduct, dismissal.

The Whistleblower Protection Policy

The OECD has a dedicated, stand-alone policy on whistleblower protection (the Decision of the
Secretary-General took effect in March 2020-Whistleblower Protection Policy, Annex XXVIII). The
role and functions outlined in the Whistleblower Protection Policy are performed by the Head
of Ethics.

The Whistleblower Protection Policy describes the process for reporting misconduct and the related
measures put in place to protect the whistleblower against retaliation targeting staff members who
have engaged in a protected activity. Such protected activities include: (i) the reporting of any type of
misconduct; (ii) co-operating with an internal investigation procedure; (iii) co-operating with an audit
conducted by the Organisation’s Internal or External Audit; (iv) co-operating in a procedure before the
Administrative Tribunal; or (v) cooperating with the judicial authorities of a member country, following
authorisation by the Secretary-General.

If a staff member believes they have been subject to retaliation, they may report the matter to the Head
of Ethics within six months of the most recent act of retaliation. The Head of Ethics shall undertake a
preliminary review of the allegations and supporting information and documentation, to determine
whether sufficient evidence of retaliation exists, based on a first impression of the evidence presented
(a prima facie case of retaliation).

If the Head of Ethics determines that sufficient evidence of a case of retaliation exists, they are obliged
to notify the Head of Human Resource Management who shall open an investigation in accordance
with Annex XXV of the Staff Regulations. Once the Head of Ethics receives the investigation report they
must determine whether retaliation did indeed occur. (See page 63 for more information.)
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3.4 Advice and Support

For advice, and as a possible first point of call on issues related to workplace conflict, ethics or standards of
conduct, staff should refer to their:
> Line manager
> Director

For confidential advice on mental health issues, staff may refer to:
> OECD Medical and Psychosocial service

For confidential and independent advice on ethics and standards of conduct, staff should refer to:
> The Head of Ethics directly without seeking approval from their line manager or director.

For advice, and as a contact outside of the direct reporting line, on issues related to workplace conflict, ethics or
standards of conduct, staff may refer to:
> Their Resource Management Advisor or Head of Central Management Unit
> EXD/HRM Head of Client Services Group
> Head or Deputy Head of EXD/HRM

For confidential and independent advice on issues concerning workplace conflict, staff may also refer to:
> OECD mediators (see page 62)
> Staff Association (see page 60)

Avoiding conflicts of interest

To avoid conflict of interest, officials are obliged to withdraw from advising or acting on a matter in which they,
or someone with whom they have a close relationship, have a special personal interest. Accordingly, the OECD
administers a conflict-of-interest guidance programme that provides advice related to external professional ac-
tivities, gifts and honorary distinctions.

Ethics activities 2021 in

Figure 6: Requests to engage in external activities
numbers
> 3 Requests for guidance on Clarification
honorary distinctions requested
2
> 1 Requests for guidance on the
acceptance of gifts

> 191 Requests to engage in Not approved

19
external activities

Approved
170

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4. Diversity and Inclusion
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4.1 Overview

The OECD is committed to promoting staff diversity across grades, directorates and programmes.
Having a diverse workforce is essential in creating public policies that reflect different backgrounds,
views, approaches and needs. For the OECD, diversity means:

Better decision Variety of Better employee

making perspectives engagement

Faster problem
Attract best talent Increased
solving
creativity
Improved
Better Higher
deliverables
branding innovation

Figure 7: Key Diversity & Inclusion (D&I) Milestones

2010 GLOBE founded to promote the

inclusion of all sexual orientations and
gender identities within the OECD
Secretary-General’s Human 2070 community
Resource Management (HRM)
Reform package identified
need for greater diversity 2009 First D&I report published

Gender Action Plan introduced 2014

2016 Women’s Network formed

Intern Circle formed 2017

2018 First EDGE Certification received

OECD ranks top tier in Workplace

Pride Global Benchmark 2019
D&I Framework rolled out
First external publication of the OECD 2020 Second EDGE certification received
Annual D&I Report DICE formed to promote dialogue on
Guidance on the use of gender inclusion, cultural diversity
pronouns published and equity
2021
Appointment of Gender and
Diversity Champion
First race and ethnicity inclusion event

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4.2 A Strategic Approach to Diversity

Together with our commitment to diversity, we work to provide an inclusive, safe, supportive and
respectful working environment where all individuals feel equally valued and can realise their full
potential.

Ge
Bilateral staff exchanges Bias-awareness training

nd
er b
alan
Outreach activities Targeted campaigns

ce
Initiatives and actions taken
Flexible working Corporate recruitment
arrangements programmes

Diversity and inclusion

ity

Parental support
benchmarking
n a l
tio
Na

Engagement with Employee

Resource Groups

The OECD has developed a strategic and holistic approach to diversity, which enables the Organisation
to make progress towards achieving a better mix of nationalities and gender balance, while also
supporting other critical dimensions of diversity. Please see page 20 for information relating to
employee resource groups set up to support all dimensions of diversity.

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A Strategic Approach to Diversity

Grouped around five main pillars, our D&I framework provides a comprehensive and strategic
approach, and is the starting point for current initiatives and future plans. These five pillars support the
organisational culture and values. Each pillar represents various initiatives and measures in the OECD
D&I plan.
Attracting, developing and
retaining a diverse group of
high-performing individuals
Providing staff
members with tools
Tracking of diversity and training to
trends and sharing foster diversity and
Recruitment and
insights development mitigate biases

Monitoring D&I capacity

progress building

Workforce Awareness and

analysis outreach

Assessing teams and Raising D&I awareness

managers against internally and promoting career
D&I priorities opportunities and the OECD as
an employer of choice externally

As an equal opportunity employer, the OECD ensures that all those involved in decision making understand
their responsibilities in treating candidates and staff fairly. Equality of opportunity applies to all aspects of
employment, including recruitment, hiring and promotion.

The 2021 HR audit recommendations on HRM strategy will further refine our approach to D&I.

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Gender and Diversity Champion

In June 2021, the Secretary-General outlined his commitment to drive the gender equality and diversity
agenda at the OECD and appointed Deputy Secretary-General Ulrik Knudsen as OECD Gender and
Diversity Champion and Chair of the Gender Equality Taskforce. The Champion’s role builds on previous
progress and addresses current challenges.

Workshops and courses

The Organisation provides staff with tools and training to promote diversity and mitigate biases. These
include classroom and virtual sessions for hiring managers on mitigating potential unconscious biases.

Classroom training: inclusive leadership, and recognising and mitigating

unconscious biases.

Online courses: “Diversity and inclusion in the workplace”, “Leading for equity,
diversity and inclusion”, “Disability Awareness and Inclusion in the Workplace”.

Ethics and Code of Conduct seminars: for senior and general managers on
implementing the principles featured in the OECD ethics framework.

Virtual reality (VR) training: staff are led through a set of immersive learning
experiences aiming to increase empathy.

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4.3 Monitoring Progress

The OECD tracks progress in staff diversity and produces an annual report summarising performance on
age, gender and nationality diversity. It also outlines initiatives and measures to promote the broader
dimensions of diversity and inclusion. In 2021, the OECD published the Diversity and Inclusion Report
publicly for the first time to further increase accountability and transparency. The most recent version
of the Diversity and Inclusion Report is available on our website.

Gender
The majority (56.1%) of OECD officials are female. In the A grade category, women account for 48.3% of
the workforce. Women outnumber men in grades A1 and A2, while men outnumber women at grade
A3 and above. The Organisation continues to make progress on the percentage of women in senior
management positions (A5-A7). Currently, women account for 40.3% of senior managers, an increase
of 21.3% over the past ten years (see page 34 for information about grades).

Figure 8: Women in A grades

Nationality
As of 31 December 2021, staff representation in the grade A category covered all member countries
and A grades accounted for the highest number of staff in the Organisation. Nationals of France, Italy
and the UK accounted for the highest share of A grade officials, with 440 (20.00%), 205 (9.32%) and
200 (9.09%) A grade officials respectively.

LGBTQI+ benchmarking
In 2019, the OECD took part in the Workplace Pride Global Benchmark exercise measuring policies
and practices in seven areas. The OECD ranked in the top tier of organisations participating in the
benchmark.

Gender certification (EDGE)

In 2020, the OECD was recertified with ‘EDGE Assess’ level recognising its commitment to gender
equality. In 2022, the OECD achieved the higher, ‘EDGE Move’ level for the first time, showcasing
the progress made by the Organisation and its commitment to diversity, equity, and inclusion in the
workplace. In addition to EDGE, in 2022 the OECD participated in ‘EDGEplus’, allowing the Organisation
to measure the intersectionality between gender and other aspects of diversity such as age, disability
status, race and ethnicity and sexual orientation for the first time. By enabling the collection of data on
additional diversity demographics, EDGEplus served as a first opportunity to structure a conversation
around intersectionality.
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4.4 Further Dimensions of Diversity

Race and ethnicity

It is critical that our workforce represent individuals from various racial and ethnic
backgrounds, and that we give everyone the opportunity to fulfil their potential.

Functional disability
Employing people with disabilities ensures that our teams reflect our communities.
We work to ensure better support for staff and candidates with disabilities, intended
to facilitate inclusion and allow for the same opportunities as other OECD staff and
candidates.

Age
Organisational performance and age diversity in the workplace are positively correlated.
The OECD promotes generational diversity by recognising the immense contribution of
seasoned professionals while creating a pipeline of new talent through recruitment
channels such as internships and the Young Associates Programme (YAP).

Language
While the two official languages of the OECD are English and French, many of our staff
are multilingual. Multilingualism is linked to cultural understanding, which contributes
to an inclusive working environment. To promote multilingualism the OECD offers both
French and English classes to all staff members.

Professional background
As the work of the OECD expands and becomes more interconnected, hiring people
from diverse educational backgrounds is essential. Such diversity spurs innovation and
creative problem-solving, reveals new opportunities and leads to a healthier work
environment.

LGBTQI+
The OECD accommodates all sexual orientations and gender identities. While the
Organisation does not collect data on staff sexual orientation, it works closely with
GLOBE to address LGBTQI+ specific challenges.

Religion and culture

The OECD ensures that various religions and cultures are respected and embraced as
part of its community. Tolerance and acceptance are vital to allowing all staff to feel
equally valued. Dedicated prayer rooms are available to staff.

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4.5 Inclusion Activities and Employee Resource Groups

"Diversity is being invited to the party; inclusion is being asked to dance."

Verna Myers, diversity and inclusion advocate

Employee resource groups (ERGs) are made up of staff that convene in the workplace based on a
shared interest or identity. ERGs allow staff to connect as a network, with the goal of creating a diverse
and inclusive work environment. While independent of management, they are supported by OECD
senior management and EXD/HRM.

OECD GLOBE
Established in 2001, GLOBE promotes the inclusion of all sexual orientations and gender identities
within the OECD community. Led by volunteers, GLOBE is open to all OECD staff, Delegations and
partners and holds regular meetings and runs social and cultural events.

OECD Women’s Network

Established in 2016, the network is run by a group of volunteers and represents over one-third
of the female staff. Its activities include networking events, professional seminars with senior
managers and numerous workshops on career development.

OECD Intern Circle

Launched in September 2017, the Intern Circle is an initiative founded and run by interns. Through
regular social and professional events, the group helps interns from different OECD directorates to
connect and make the most of their internship experience.

Parenthood Group
Created in 2019, the Group on Parenthood gathers staff and relevant stakeholders interested
in improving the working conditions for staff with children. The Group encourages an open and
constructive dialogue around parenthood issues and respective challenges.

Dialogue on Inclusion, Cultural Diversity and Equity

DICE is an open, informal platform engaging with the diverse multicultural communities that exist
within the OECD. DICE serves as a vehicle to promote a broader conversation on the possible
implicit and explicit bias against ethnic minorities, in order to foster a fair, diverse and inclusive
workplace and add value to the Organisation’s social responsibility.

Temporary Staff Network

The Temporary Staff Network (TSN) is a network of people who are engaged for the community
of temporary staff at the OECD. The Network provides a platform to exchange, socialise and grow.

Staff Association Working Group on Diversity

The Staff Association Working Group on Diversity examines ways of improving diversity at the
OECD and of fostering greater diversity amongst OECD staff, while making sure that it is an
attractive and equitable employer that recruits and promotes the best talent.

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5. Talent Management
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5.1 Overview

Succeeding and leading in an international organisation setting requires a unique mix of skills. OECD
talent management programmes are designed to equip staff with the tools and analytical reflexes
needed to understand and prepare for change, react quickly and be flexible.

"For individuals, we should think about developing their

capabilities more broadly to fit a possible array of different
opportunities and to access more “just-in-time” development and
learning experiences to accommodate needs that appear quickly.
When we think of succession events, for example, we might think
about shortening any “planning” exercises, preparing “talent
pools” of individuals to map onto a set of more senior roles
(rather than picking a single individual to fill a specific job years
in advance).

One of the key lessons for individuals about uncertainty is that

the more control that individuals have, the better they are able to
handle uncertainty.

In practice, that means the more information we can give

employees about career options and the more choices they have
over options, the better they feel."

Peter Cappelli

Peter is the Director of the Center for Human Resources at The Wharton School of the University of
Pennsylvania and George W. Taylor Professor of Management. He works with the OECD as the Academic
Director of the annual OECD Emerging Leaders Programme (see page 49).

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5.2 A Constantly Evolving Organisation

The OECD’s Programme of Work is set every two years by its members. It responds to critical and
emerging policy trends across several areas of economic and policy activity. As such, the OECD must
evolve and be flexible in terms of workforce management to support its members’ needs and deliver
quality outputs in a timely manner.

In 2021 alone, the OECD appointed 388 officials in the A and B categories. Over the same period, a
slightly lower number of officials (359) departed the Organisation, mostly owing to the end of their
fixed-term appointments. For the past couple of years, the Organisation’s turnover rate has remained at
about 10%, contributing to the renewal of the Organisation’s workforce, while also ensuring continuity
of knowledge and expertise.

Figure 9: Staff
Staff turnover by
turnover byyear
year
25% 22.8%
21.2%
20.0%
19.0%
20%
16.9% 16.4%

15% 13.9%

10.7% 10.8%
9.9% 10.1%
8.8% 9.4% 9.0%
10%

4.6%
5%

0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

0%
2015 2016 2017 2018 2019 2020 2021

Lowest Highest Average

The Organisation needs to be highly adaptive to respond quickly and appropriately to staffing and
skill requirements, and facilitate workforce renewal, while at the same time preserving technical
expertise.

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5.3 Talent Management at the OECD

The Organisation is highly attuned to general trends in talent management, and key influences include:
the global economic landscape, members’ policy priorities and the external labour market. These all
play a key role in shaping the talent landscape. The OECD workforce has unique attributes (see pages
6-8) to support its business model, relying heavily on expert talent.

Recruiting diverse mid-career specialists

The OECD seeks to recruit mid-level career specialists from diverse backgrounds to contribute to the
Programme of Work. The ability to recruit internationally means that the Organisation can find the
most talented candidates at the right time in their careers.

Figure 10: Age at time of recruitment

76.8%
of recruited A grades
are expatriates

34
member countries are
represented

51.5%
of officials have less
than five years of
tenure

Creating a unified culture in the context of workforce renewal

The OECD recruits staff primarily for their specialist technical skills, with a turnover rate of about 10%,
therefore creating a unified culture and developing leadership and management skills is essential.

A balance of three key elements is needed to attract, retain and reward top talent
> Flexible employment and sourcing modalities to manage human capital.
> An employee value proposition that has a sufficiently strong appeal to attract and retain talent that
are highly skilled and from dispersed geographic locations.
> An inclusive management culture to maximise the outputs delivered by a workforce of diverse,
specialised individuals.

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5.4 OECD Core Competencies

The OECD Core Competencies Framework was launched in 2011. It sets out the competencies that
the OECD workforce collectively require to successfully deliver on the Organisation’s mission. The
framework displays 15 Core Competencies, grouped into three clusters.

Each competency has behavioural indicators at different levels that highlight: how an individual can
demonstrate that competency, and reflect the variance in complexity, scope and responsibility across
jobs. The core competencies are used in recruitment to specify the personal attributes or underlining
characteristics which, combined with technical or professional skills, are required for a role.

Delivery-related

Interpersonal Strategic

Interpersonal: Client focus, diplomatic Delivery-related: Analytical thinking,

sensitivity, influencing, negotiation, achievement-focused, drafting skills, flexible
organisational.knowledge thinking, managing resources, teamwork and
EXAMPLE Level one: Diplomatic sensitivity team leadership.
Is attentive when doing projects and EXAMPLE Level five: Analytical Thinking
assignments, or when interacting with people Is sought out by others for advice and solutions
from different countries and backgrounds. on how best to interpret and use information.

Strategic: Developing talent, organisational EXD/HRM is currently updating the existing

alignment, strategic networking, strategic Competency Framework to address the new
thinking. multi-generational workplace, the evolving
EXAMPLE Level three: Developing Talent business needs and the accelerated digitalisation
Continually acquires and applies new knowledge due to the pandemic.
and learning to improve job performance.

Source: OECD Core Competencies Framework.

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5.5 Career-Mobility Overview

Career mobility allows individuals to enhance their existing skills, gain new experience, and develop
new expertise while being exposed to different topics, team environments and working methods. At
the OECD, staff are encouraged to take the initiative for their own career development, and mobility,
by actively seeking advice and guidance from managers and colleagues, signalling their interest in new
opportunities and applying for roles that interest them.

To successfully enable staff to become mobile, agile and upskilled, the Organisation offers flexible
paths, a higher focus on assignments and projects to develop skills, a culture of development, diversity
and inclusion, and the flexibility to perform a number of roles across the OECD.

Internal opportunities
Given that a large part of the OECD’s workforce is composed of specialist profiles, internal career-
development opportunities tend to arise in the individual’s directorate or in other directorates working
on related policy issues. For staff working in certain corporate roles, as well as general administration,
career-development opportunities may arise across a greater number of directorates. In all instances,
the Organisation seeks to reinforce critical core competencies and soft skills in job functions across the
OECD.

The management team within each directorate discusses the timing and form of the career-mobility
opportunities offered to staff.

External opportunities
OECD staff members may request external mobility or a leave of absence from the OECD. They may
work in a private or public sector organisation, or study at a university for a limited period of time.

External opportunities are granted on a discretionary basis by the directorate’s management. Depending
on the type of external mobility, individuals may or may not be entitled to continue receiving their
salary and benefits (see page 34).

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5.6 Career-Mobility Opportunities

205 Temporary assignments

An individual may apply for a temporary assignment at the same grade as their
existing position, or for a position at a higher grade, to gain exposure to different
functions.

290 Promotions
Including staff who apply for and are appointed to a new function. An individual
may seek to evolve their job responsibilities by applying for a published position
at a higher grade.

174 Transfers
An individual may permanently change teams and take on new functions at the
same grade by applying for a published position, or by way of a direct transfer.

2 Persons on loan
An individual can be loaned to another organisation for up to two years, with
the possibility of returning upon conclusion of the loan. Persons on loan are
still considered employees of the OECD, and remain subject to the Rules and
Regulations of the OECD.

16 Secondments
An individual may work at another organisation, typically an international
organisation or national government administration, for up to two years,
with the right to return to the OECD after the secondment. The conditions
of employment for a secondee, including salary, allowances, and rules and
regulations, are fixed by the receiving institution.

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6.1 Overview

To ensure that the OECD delivers on its mission, it is essential to attract highly talented, motivated
and diverse individuals through effective and equitable hiring processes. Officials are appointed
following selection through an open and competitive standard recruitment process explained in the
Staff Regulations, Rules and Instructions. In more limited circumstances and only under conditions
set out in Instruction 107/13 of the Staff Regulations may officials be appointed through a simplified
recruitment process, transfer or direct selection.

Management is taking measures to ensure greater procedural transparency for recruitment and
promotion processes at all levels, including Executive leadership roles. It has started to implement
procedural safeguards such as segregation of duties, the improved use of collegial bodies to assist
decision-making and compliance assurance controls to promote greater trust in the recruitment
outcomes.

Competitive recruitment process

Required for Official appointments, the competitive recruitment process follows the full procedure from internal
and external publication of a vacancy to the interview and the decision to hire.

Group A recruitment
This process is applicable where a candidate listed as “Suitable for selection” (Group A), in the context of a
competitive recruitment process, is selected to fulfil identical or comparable functions without launching a new
selection process.

Simplified recruitment process

The Secretary-General can use this process for specific functions that are not anticipated to be required for the
long term, are likely to be best filled internally, must be filled urgently, or are to be filled within the framework of
an agreement with a national administration or an intergovernmental organisation.

Figure 11: Appointments by employment category 2016-2021

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6.2 Recruitment Process

The competitive recruitment process is the OECD’s principle mechanism for talent acquisition. This
is a rigorous, competitive assessment and selection procedure that includes corporate checks and
balances, ensures a fair, transparent and merit-based selection process taking into account gender and
nationality diversity objectives.

Staffing need identified

> Staffing need (key duties/competencies) is identified, taking into account current and
upcoming talent needs.
> Ideal candidate’s profile, sourcing and outreach strategy, screening procedure and
timeline are identified and agreed.
> Job Description (JD) is prepared and translated to post in English and French.

Job description published

> JD is published on the OECD careers site for a minimum of three weeks.
> Targeted advertisement through various sourcing channels: job boards and social
media, professional and personal networks, thematic press and other channels
relevant to the field.

Application screening
3-6 months

> Candidate longlist is determined.

> Applications are reviewed through CVs and motivation letters, as well as screening
questions based on job requirements.

Optional assessment(s)
> Candidate shortlist is determined.
> Types of assessment(s) may include: pre-screening interview by phone or video
conference, recorded video interview, written test, psychometric test, assessment
centre (required for grade A5+*).

Panel interview
> Composition of panel members must be diverse in terms of nationality and gender.**
> Interview questions: competency-based approach (situational, behavioural, and
output-based), breadth and depth of relevant experience, core competencies,
technical knowledge, skills, and expertise.

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Recommendation/selection
> Candidate reference check is conducted.
> Panel report is drafted to: document the selection process, document the evaluation
and result for each interviewed candidate according to their suitability for hire.

Approval
> Validation by the relevant advisory body.
> Review requests for further clarification of the panel report by the the relevant Review
Board.

Job offer
1-3 months

> Inform: selected candidate, group A candidates, group B/other candidates.

> Group A candidates: candidates approved for this group for functions up to A4 level
may be selected within 24-months for identical or comparable functions, without
launching a new selection procedure.***

New hire takes up duty (onboarding)

> New staff member undergoes induction.
> New hire takes up duty after being determined fit to work by the OECD Medical
service and once reported external activities have been cleared.

* Assessment centres consist of psychometric tests and a half-day assessment of situation-based

competencies.

** Panel composition requirements differ according to the grade of the vacancy. Different rules apply
for Grades A4 or below and A5 or above.

*** Appointment of a group A candidate is considered to have been made under the “standard selection
procedure”. For grades A5 and A6, additional consultative steps are required before nominating from
this group.

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6.3 Special Programmes and Other Recruitment Channels

Early-career opportunities
The OECD offers several opportunities to enhance the professional abilities of younger staff and
develop a diverse pipeline of talent across the Organisation.

OECD Internship Programme

Throughout the year, the OECD Internship Programme places more than 500 full-time undergraduate
and postgraduate students from both OECD member and non-member countries in corporate functions
and policy areas. Internships provide the opportunity to acquire and enhance analytical and technical
skills through hands-on experience at the forefront of global co-operation.

Young Associates Programme (YAP)

This flagship career programme introduced in 2016 offers recent undergraduates the chance to gain
substantive experience in policy-making, research and analysis alongside experts. The programme has
a strong development component and is designed to support the Young Associates in their pursuit of
postgraduate studies following their 24-month tenure at the OECD.

OECD wide recruitments

Rosters
The OECD publishes several vacancies covering positions in high and continual demand to maintain
a roster of suitable candidates who may be contacted as and when needed. Calls for applications to
the following rosters are published two to three times a year: assistants, finance and HR positions in
directorates, statisticians.

Temporary staff positions

Temporary staff are employed across the Organisation to meet specific needs on a short term, ad hoc
basis. They are appointed for a duration of up to two years of continuous service.

Bilateral programmes
Junior Professional Officer (JPO) Programme
The JPO Programme enables OECD countries to place talented young professionals at the OECD, during
which time JPOs are encouraged to compete for positions in order to remain at the Organisation. The
OECD recruits around ten JPOs annually.

Secondment
Staff on secondment join the OECD on a temporary basis, typically from an international organisation
or a national administration (see page 26).

Person on loan (POL)

Staff on loan are usually assigned to the OECD on a temporary basis by a public or private institution
(see page 27).

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7.1 Overview

The OECD’s remuneration, benefits and allowances package is structured to attract talented individuals
from across the 38 OECD member countries.

Figure 12: Monthly

Monthly salary
salary range by
range by grade
grade2022
(2022)
17,500

15,500

13,500

11,500
Euros

9,500

7,500

5,500

3,500

1,500

Grade

Salary scales, yearly adjustments and allowances are determined through co-ordination with six
other international organisations. The OECD’s status as an international organisation means that
remuneration as an official is exempt from income tax in most member countries.

Figure 13: Headcount

Headcountby grade
by grade
800
680
700
600
505
500 416 419
400
400 347 341
300
200 138
100 25 36 24 31 22 16
2 5
0

Grade

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7.2 The Co-ordination System

The Co-ordination System refers to a network of six international organisations that have a common
system of remuneration and pensions.

The Co-ordination System comprises three committees: the Co-ordinating Committee on Remuneration
(CCR), the Committee of Representatives of the Secretaries/Directors General (CRSG) and the
Committee of Staff Representatives (CRP). The objective of the Co-ordination System is to provide
recommendations and give advice to the governing bodies of each member organisation on issues
concerning salaries and allowances, including:

> basic salary scales, and the method of their adjustment, for all categories of staff and for all member
countries where there are active staff
> co-ordinated pension scheme rules (closed at the OECD since 2002)
> the function, the amount and the method of adjustment of the allowances available to officials.

The CCR comprises representatives of each of the organisation’s member states. Each member state
may nominate one representative to the CCR. Recommendations in the form of reports are made by
consensus of the CCR following discussions with the other committees.

The Co-ordination System was established to increase efficiency and avoid the need for separate
discussions on such issues within each organisation.

The Co-ordinated Organisations

> The Organisation for Economic Co-operation and Development (OECD)

> The North Atlantic Treaty Organization (NATO)
> The Council of Europe (COE)
> The European Space Agency (ESA)
> The European Centre for Medium-Range Weather Forecasts (ECMWF)
> The European Organisation for the Exploitation of Meteorological Satellites (EUMETSAT)

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7.3 Benefits and Allowances

In addition to a base salary (determined by the grade and step at which an official is hired), a number
of additional allowances may be granted to OECD officials depending on eligibility.

Workplace benefits available to all staff:

> Exercise classes and access to on-site gym facilities and external sports facilities as a member of
ALORA.
> 2.5 days per month paid leave.
> Medical insurance covering staff members and their dependents, paid parental leave and paid sick
leave.

Allowances

Expatriation allowance Education allowance

Time-bound allowance paid monthly to expatriate When an expatriated official has children in full-time
officials on a decreasing sliding scale. education up to secondary level and in some cases,
post-secondary level.
Installation allowance
A one-off allowance paid to officials with a contract
Leaving allowance
duration of 13 months or more who relocate over
Paid to staff departing the Organisation before ten
100km to join the OECD. years of employment in lieu of a pension. After ten
years of effective employment as an official, the staff
Family allowances member is entitled to a retirement pension.
For officials with a spouse and family living in the
same household.

Family-friendly policies and programmes

Family-leave policies Flexible-working arrangements policies

Parental leave Teleworking
Exceptional leave. Flexible-working policy
Part-time work
Family-related financial entitlements Reduced working hours.
Premium at birth or adoption
Family allowances. Family-related programmes and facilities
Nursing rooms
Medical and social system entitlements Crèches/Childcare facilities
Extensive medical insurance coverage, including Support to expatriate staff including relocation
maternity-related care. support.

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8.1 Overview

The OECD strives to ensure that it is staffed with the ideal mix of skills and diverse profiles to deliver
quality outputs for its member countries, while taking into account staff well-being and the external
environment. To drive this effort, EXD/HRM
Staffing Strategy
has begun to put in place a strategic staffing
methodology to support directorates in securing Comprehensive
the right people at the right time, as well as approach to People Review
anticipating future staffing needs. staffing and staff
planning Corporate
In its inaugural year in 2019, the biennial Review Group
Staffing Strategy exercise aimed to introduce
the initiative and familiarise leaders across HR Action Plans
the Organisation with key aspects of this
methodology. The exercise was introduced to Figure 14: Staffing drivers
Drivers
move staff management from a reactive, case-
by-case approach to a planned endeavour Operations
Operations 40%
based on recognising staffing needs, identifying
solutions for these needs and developing a Programme Programmeof of work
Work 28%
concrete action plan for implementation. The
OECD benefits from this process as it focuses FinancialFinancial resources
Resources 17%
on near- to mid-term efforts and strategies
Stakeholder
for recruitment, skills development and well-Stakeholder Engagement 10%
engagement
being.
Regulations
Regulations 6%

The 2021 Staffing Strategy focused around

0% 10% 20% 30% 40% 50%
three main areas: skills, diversity & well-being;
insights from each of these areas are consistent
across directorates.
Figure 15: Staffing needs
Needs Figure 16: Solutions
Solutions

Recruitment
Recruitment 67%
Skills
Skills 33%
Staff Development
Staff development 45%
Diversity
Diversity 25%
Conversion
Conversion 20%

Staffing
Staffing levels
levels Knowledge
Knowledge transfer
Transfer 13%
19%
Succession
Succession planning
Planning 4%
WellWell-being
- Being 15%
Retention
Retention 4%

Flexibility
Flexibility 8% Outsourcing
Outsourcing 3%

0% 20% 40% 60% 80%

0% 10% 20% 30% 40%

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8.2 People Review Process

People Review meetings are annual discussions

between each OECD directorate and EXD/ December
HRM to review key personnel matters affecting > Launch of end-of-year review
the directorate’s workforce, such as contract
January to February
renewals, performance ratings and overall staff
> First CRG meeting
planning.
> CRG guidance to directorates
February to March
These meetings include discussion of the
> Directorate People Reviews start
directorate-level staffing strategy, HR action
with EXD/HRM
plan, and workforce analytics, as part of efforts
March
to ensure a coherent approach to people
> End of year review evaluation
management across the Organisation.
completed
> A review of workforce analytics that provides
> People Reviews completed
data on the evolution of the directorate’s
> Deadline for objective-setting
> workforce.
April to May
> A review of the directorate’s staffing strategy,
> Second CRG Meeting for CRG
the development of staffing solutions and an
to review the conversion and
HR action plan for the following year.
exceptional extension proposals
> Key staffing proposals, such as contract
from directorates
conversions, exceptional contract extensions
June
and in situ promotions are reviewed against
> Appointment decisions that are
current policies and the directorate’s staffing
made are communicated to staff
strategy, ensuring alignment with both.
members by the people managers
in the directorates
Role of the Corporate Review Group
July
The Corporate Review Group (CRG) ensures
> Launch of mid-year review
an organisation-wide approach to directorate
September
staffing decisions, in line with the Organisation’s
> Mid-year performance review
strategic objectives. The CRG provides guidance
completed
on applying the contract conversion policy and
> Intermediate directorate People
specific conversion proposals, taking into account
Reviews start
staffing and skill needs, financial considerations,
> Planning for the CRG Meetings
diversity needs and OECD strategic objectives.
for the following year that shapes
(For information about the mid-year review and the organisation-wide workforce
the end-of-year review, see page 42.) strategy

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9.1 Overview

OECD performance management is output-based and aligned to the Organisation’s public-policy

business model and status as an international organisation. Annual performance reviews are designed
to help staff become more self-aware, determine where their strengths and areas for improvement
lie, consider areas for future professional learning and development, and ensure that their work and
results are aligned with the OECD programme of work.

> Ensure that the Organisation is future-ready and clearly identify tomorrow’s
challenges

> Cascade down Organisational goals set out in the OECD’s programme of
work to the individual level.

> Align the workforce to the Organisation’s strategic goals

> Ensure that step increases reflect satisfactory performance

> Obtain a holistic view of performance trends across the Organisation

> Measure progress to date

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9.2 Performance Review Cycle

Performance management follows a yearly cycle but line managers are encouraged to continually
develop their reports regularly throughout the year.

Intermediate People Reviews End-of-year review

Following the mid-year review, intermediate Individual staff performance for each calendar year is
People Reviews are held within each assessed by comparing outputs, accomplishments and
Directorate, in Q4. This meeting includes behaviours against agreed objectives. This meeting
both the Directorate Senior Leadership team takes place with the staff member’s manager in the first
and EXD/HRM. Its purpose it to discuss and quarter of the following year.
plan the Directorates Staffing Strategy (on a
biennium basis) and their HR Action Plan (on Following the completion of each individual review, a
an annual basis), for the year ahead. People Review is held within each directorate (see page
39). The review meeting typically includes the Director,
Deputy Director and senior management team, with
Q1 the participation of EXD/HRM,
Q4 which advises on HR questions
and workforce planning for the
directorate.

Staff are encouraged to

solicit continuous feedback Objective-setting
from both managers and Together with their manager,
team members throughout staff set objectives at the
the year.
beginning of the year, which
can be adjusted throughout
the year if needed.
Q3
Q2

Mid-year review
The mid-year review, which takes place in Q2-Q3, provides an opportunity for staff
members to have a conversation with their manager about the progress of their work
and to make adjustments as required. This review is mandatory when a manager is
considering rating the individual’s performance below “successful performance”, and
is encouraged as a best-management practice in all cases.

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9.3 Performance Ratings and Incentives

Outstanding Achieved all objectives and the official’s contribution

performance significantly exceeded expectations on several occasions,
leading to a noticeable positive impact on one or more
processes or outputs. An official who receives this rating is
rewarded with an additional step or the choice of five days of
additional leave or the equivalent in pay.

Excellent performance Achieved all objectives and contribution exceeded expectations

on at least one occasion.

Successful Achieved all the objectives, or at a minimum achieved most

performance objectives and took all reasonable measures to achieve
remaining objectives.

Improvement needed Neither achieved most objectives, nor took reasonable

measures to achieve them. Officials who receives this rating
have their step advancement delayed by six months.

Unsatisfactory Neither achieved objectives, nor took all reasonable measures

performance to achieve them. An official who receives this rating receives no
step increase and a performance improvement plan is initiated,
involving input from the official’s manager and EXD/HRM to
provide precise and measurable points for improvement.

Officials wishing to contest their performance rating can seek an informal resolution with EXD/ HRM. If
this is not successful, they can bring their claim before the OECD’s internal Re-evaluation Commission.

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9.4 Upward Feedback

All staff who manage two or more direct reports are subject to upward feedback. The purpose of
upward feedback is to increase managers’ self-awareness and improve their management skills. In
2021, 90.8% of official staff members were invited to take part, and the overall response rate was 76%,
higher than in previous years.

> Anonymity encourages staff to be open and candid.

> A valuable source of feedback from one more perspective.
> Provides a formal channel for staff to voice their opinions.
> Contributes to a more holistic perspective on trends in management behaviour across the OECD.

Figure 17: Individual distribution of ratings

Flexible thinking Diversity and Inclusion Managing resources Team work and team leadership

4 Max. 4.00 Max. 4.00 Max. 4.00 Max. 4.00

Median. 3.63 Median. 3.71
Median. 3.50 Median. 3.50

2
Min. 1.83
Min. 1.60
Min. 1.25
1 Min. 1.00

Average Average Average Average

0
3.51 3.58 3.34 3.42

Median Individual Appraisers

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10.1 Overview

The OECD’s learning and development offering is designed to nurture a culture of continuous learning,
prepare staff for a rapidly changing work environment and equip them to deal with evolving skill
requirements, while also empowering them to develop their own careers. OECD staff can choose from
a broad range of in-house training opportunities to support their professional development, including
a variety of modular learning activities and on-site, blended or online resources.

Delivering skill-centric development opportunities

Culture
Promoting a culture of lifelong learning to develop adaptability and support learning, unlearning and
relearning.

Connected
Building capability through connected and self-directed learning.

Flexible
Providing OECD staff members with flexible, attractive and relevant learning opportunities anywhere,
anytime.

1 211 unique learners

Annual learning 13 750 hours of interpersonal, language and management training

numbers

31% percentage of staff engaged in interpersonal, language and

management training

2.7 modules on average per participant

Figure 18: Percentage of hours spent by training topic

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10.2 Learning and Development Portfolio

The learning portfolio available to staff has evolved into shorter, more modular learning resources in a
variety of modalities. This broadens the range of development opportunities available to staff members
and targets content to their needs, while also offering enough flexibility to present continuously fresh
and relevant resources.

Webinar/audiocast (online resources): This type of training is delivered online through one-
way broadcasts, often pre-recorded.

Classroom learning: This type of training is instructor-led. It is highly interactive by nature and
well adapted to complex topics.

Immersive learning: This type of training is delivered online to offer an immersive experience
into real-life scenarios and help develop skills through simulation.

E-learning: This type of training is delivered online and may include some interactive components.

Figure 19: Learning methods

Learning methods

1.6% 3.3%
Leadership and management 7.9% 87.3%

0.2%

Languages 39.6% 60.2%

0.4%

Communication and collaboration 3.4% 17.0% 79.3%

2.1%

Professional effectiveness 8.6%

8.6%
0.0% 19.1% 70.1%

2.4%

OECD essentials 8.5% 19.2% 69.9%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%

Flipped training Immersive Online courses Online resources and videos Sessions (virtual)

In total, 73% of learning hours were delivered virtually (e-learning) and 21% were online classroom
courses.

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Learning and Development Portfolio

The OECD’s learning and development portfolio comprises five training themes, outlined below. Each
of these themes is linked to the Organisation’s 15 Core Competencies, which are grouped into three
clusters: delivery-related, strategic and interpersonal (see page 25).

Communication and collaboration

Example: Writing short documents
This training provides guidance on how to plan and structure short documents up
to 5 pages for different audiences to help them quickly and easily understand key
messages.

Languages
Example: Mobile learning for languages
Through an app (Busuu), staff can learn English and French anywhere and anytime,
on their laptop, tablet and mobile.

Professional effectiveness
Example: Boost your self-confidence and build a growth mindset
This workshop teaches staff to recognise and identify self-limiting thoughts and
beliefs which prevent them from reaching their full professional and personal
potential.

OECD essentials
Example: Disability awareness and inclusion in the workplace
This interactive training session aims to raise awareness and facilitate an inclusive
and respectful working environment for all. It covers awareness principles,
common biases, inclusive practices and skills based scenarios.

Leadership and management

Example: Adaptive leadership: mobilising for change
This module is part of a range of leadership workshops designed to equip team
leaders to tackle the daily challenges of being a leader.

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10.3 Leadership Development Programmes

The OECD recruits officials who embody the highest standards of competence and integrity. At
management levels, other qualities become equally important to organisational success. Which is
why the OECD offers programmes such as the Emerging Leaders Programme (ELP) and the Global
Management Academy (GMA), events designed to help build resilient and forward-thinking managers,
who are attuned to the needs and development of their organisation and staff.

The OECD works in collaboration with the Wharton School of the University of Pennsylvania to offer
these programmes for senior and middle-level managers who have shown potential to assume higher
levels of responsibility in the near future, and for recently appointed senior managers with limited
management experience.

Feedback from participants ensures the learning outcomes evolve and remain applicable to the
leadership challenges faced by participating organisations. Over the years, Wharton and the OECD have
collaborated to bring in new faculty and content, and returning faculty have tailored their sessions to
evolving participant needs. Previous programmes have covered the topics such as:

> “Decision-making for Managers and Policy Makers” taught by Professor Joe Simmons, PhD.
> “Emotional Intelligence” taught by Professor Dafna Eylon, PhD.
> “Performance Management and Developing Talent” taught by Professor Peter Cappelli, DPhil.

ELP in numbers

457 Graduates: 127 OECD participants and 330 participants from other international organisations.

59 Executive leadership: 59 of the OECD participants are currently serving in executive leadership
roles.

54% Female: 68 of 127 internal participants were women, 31 are now in senior management positions.

GMA in numbers
96 Graduates: 56 OECD participants and 40 participants from other international organisations.

57% Female: 32 of 56 internal participants were women.

The ELP and GMA have emerged as a global forums for the exchange of ideas and best practice across
the broad international organisation community. With 11 cohorts for the ELP and two cohorts for the
GMA and participants from more than 22 international organisations building a unique peer-learning
community that is able to challenge practices in their respective areas of expertise.

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10.4 Management Development

The evolution of the OECD’s corporate structure towards more agile forms of working, less hierarchical
structures and a stronger emphasis on collaborative teams raises the following challenges for managers:
> a higher demand for social and emotional skills, such as leadership and managing cross-functional
teams
> an increasing demand for higher cognitive skills, such as those related to analytical thinking
(processing and interpreting complex information) and flexible thinking or alternative approaches,
such as design thinking.
The OECD strives for management excellence. Its management training offering is constantly evolving,
with courses covering the following skills: managing resources/behavioural finance, collaborative
leadership, collective well-being/stress prevention, influencing skills, developing talent/inclusive
leadership, conflict management, and so on. Examples include:

Becoming an inclusive leader:

> Identifying and leveraging your signature strengths
> Reflecting on how it relates to your management style
> Embracing the diversity of perspectives in your team and nurturing it as an advantage.

Coaching teams to success:

> Raising awareness on key principles and techniques that increase trust and team spirit at individual
and collective levels
> Developing communication skills as an appreciative and motivational tool that encourages
the team to learn and grow (effective delegation, building trust, giving and receiving feedback,
evaluating work performance)
> Increasing confidence in leading teams to success and exploring relevant coaching strategies to
maximise team performance.

Leading hybrid teams:

> Clarifying the specificities and challenges of managing hybrid teams (with both on site and remote
team members)
> Identifying how to manage each employee’s performance and well-being at work
> Identifying how to support collective spirit and effectiveness.

Leading your team in a challenging environment:

> Identifying the main causes and consequences of stress
> Exchanging with other managers on best practices for reacting to complex situations
> Identifying actions to take care of your team while building a dynamic environment to reinforce
your own resilience.

In addition to these virtual and remote workshops, a number of self-paced learning resources are
available to new and experienced managers, including training on emotional intelligence, leadership
communication, organisational behaviour, organising for innovation and design thinking.
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11. Workplace Well-being
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11.1 Overview

Well-being and effectiveness at work are intertwined. The OECD is committed to the well-being of all
of its employees and has developed a number of policies over time to protect, support and increase
organisation-wide well-being. Managers play a critical role in creating a work environment that
supports and empowers staff to manage their own well-being, ensuring a better work-life balance and
engagement.

With the support of the Health, Safety and Working Conditions Sub-Committee (HSWCS), a range of
different tools have been put in place to help monitor and improve the working conditions of OECD
staff. The OECD is committed to its efforts to increase staff well-being and work-life balance in order to
remain an attractive and supportive employer.

Policies and programmes for a better work-life balance

> Teleworking
> Part-time work
> Stress-management training programmes
> Medical prevention programmes
> Flexible hours
> Home leave
> On-site well-being practitioners
> Pilates classes

Family-friendly policies and programmes

> Maternity leave
> Breastfeeding rooms
> Access to childcare
> Parental leave
> Family allowance

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11.2 An Integrated Approach

Three main drivers promote a true culture of well-being: information that is accessible and available
organisation-wide; staff interest in improving their well-being; and encouragement from managers to
become involved in well-being activities.

As part of its well-being Action Plan, the OECD is focusing on four key pillars.

Preventative measures

These measures include disease prevention programmes, such as breast cancer

screening and flu vaccinations, run every year.

Physical activities
These activities are organised in partnership with ALORA and other partners.

Nutrition
Proper nutrition is available through the caterers who supply the meals and snacks
offered at our canteens and restaurant.

Well-being activities
These activities cover emotional, mental and material well-being.

Contacts within EXD/HRM

> HR business partners
> HR operations middle office in charge of the well-being policy
> Medical and psychosocial service
> Advisors, who provide psychological support to staff members.

Contacts external to EXD/HRM

> The HSWCS, which monitors questions of health and safety on OECD premises
> The Staff Association, which provides support and advice to staff members
> Mediators, who help staff solve interpersonal conflicts
> Managers.

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11.3 Mental Health and Support Services

Mental health services are provided to OECD staff members via the medico-social team in EXD/HRM.
The psychosocial team comprises one psychologist and one social advisor. Services are available in
French and English. These services are reinforced by the availability of a psychological support
network of specialised psychologists working around the world in 20 different languages. In light
of the COVID-19 health crisis, bilingual psychological support has also been made available 24/7 to
staff and their household members by this specialised partner via a dedicated helpline.

In addition, EXD/HRM offers specific training programmes for both managers and staff on preventing
and coping with stress and work pressure. Examples include:

Online resources
> How to stay calm when you know you’ll be stressed
> Deconstructing the neurobiology of resilience
> Too much stress at work?

Workshops
> Minimise your stress
> Enhancing your resilience
> Leading your team in a challenging environment.

Examples of training available to staff through the OECD talent portal:

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12. Institutional
Framework
56 PMG

12.1 Overview

The legal framework for people management at the OECD is primarily defined in the OECD Staff
Regulations, Rules and Instructions, which set out the fundamental conditions of service for staff and
procedures, processes and bodies for people management. The Code of Conduct supplements and
further illustrates the ethical obligations of OECD staff members. Together with a range of supporting
policies, these instruments address all aspects of people management at the OECD, including:

> Ensuring the adherence and promotion of the highest ethical standards across the Organisation.

> Clear expectations of performance objectives aligned to the delivery of outputs in the Programme
of Work and Budget (PWB) and clear processes for performance management.

> Transparent and competitive processes for the recruitment of officials with the highest level of
competence and integrity while ensuring workforce diversity.

> Learning and development programmes to ensure that staff are equipped to adapt to the OECD’s
changing needs and maintain standards of management excellence.

The Organisation often engages with stakeholders on its people management policies. Amendments
to the Staff Regulations and Rules are subject to the approval of the OECD Council, after review by
the Executive Committee and following statutory consultation with the Staff Association. Regular
reports on OECD staff profile statistics, national and gender diversity, recent and upcoming senior
vacancies, and other HR policy-related issues are also presented regularly to the Executive Committee
and the Council.

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12.2 HR Management Services

Within the Executive Directorate, EXD/HRM develops and oversees the implementation of policies,
programmes and services in all areas of people management. HR management services collaborate
closely with the following key stakeholders to achieve strategic goals:

> Office of the Secretary-General: by providing advice and leadership on strategic and
corporate people-related matters, together with the Executive Director.

> Directorates: by offering professional HR advice and service delivery.

> OECD staff: by providing a wide-range of services and support.

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12.3 Corporate Oversight Bodies for People Management Processes

Several corporate oversight bodies supervise and advise on the conformity of key people
management decisions so as to ensure the highest standards of compliance and integrity in OECD
people management.

Corporate Review Group (CRG)

Members: OECD Chief of Staff (Chair), Executive Director, three directors

Mandate:
The Corporate Review Group (CRG) gives advice on the application of the Contract Conversion Policy and the
extent to which specific conversion proposals are in line with the long-term interest of the OECD. The CRG
reviews each directorate’s staffing strategy, specific conversion requests and exceptional extension proposals,
and staffing and financial profiles, and makes recommendations to the Head of HRM and the Secretary-
General. The CRG may also make additional directorate-specific recommendations, to ensure the Organisation
is able to meet its staffing needs and retain the most talented officials.

Management Review Board (MRB) Staff Review Board (SRB)

Members: A Deputy Secretary-General (Chair), other Members: Executive Director (Chair), the chair selects
Deputy Secretaries-General, Executive Director of four members to sit on the Board from among the
the International Energy Agency (IEA) or its Deputy officials nominated by the Secretary-General (two
Executive Director (for cases concerning functions nominated directly by the Secretary-General and two
within the IEA), Executive Director, Chief of Staff, Head proposed by the Staff Association).
of Human Resource Management.
Mandate:
Mandate: The Staff Review Board (SRB) reviews the panel report
The Management Review Board (MRB) is a mechanism and the proposed nominee for a role submitted by the
provided by the OECD Staff Regulations to ensure Client Services Group for clearance. The role of the
the promotion and implementation of fair and ethical SRB is to ensure the selection process is in line with
processes across the Organisation. It assures that senior the Organisation’s policies and procedures. The SRB
recruitment processes are compliant, that candidates members may also consult the CVs of the shortlisted
are treated fairly and that proposed reorganisations candidates, and the successful candidate can only be
align structure, capabilities and budget. contacted after the SRB has approved the nomination.

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12.4 Engagement with Members

The Organisation regularly engages with OECD members on people management policies and practices
via the Council, the Executive Committee (ExCo) and, when needed, the Budget Committee (BC) and
Audit Committee (AC).

Council
The Council is the highest body of the OECD and is chaired by the Secretary-
General. It provides a whole-of-government view in shaping the Organisation’s
future directions, and making decisions on key policy and strategic issues for the
Organisation.
Executive Committee
The The Executive Committee (ExCo) assists the Council in preparing its
discussions and decisions on reports and proposals written by the substantive
committees. It also advises the Council on preparations and follow-up to the
ministerial meetings of OECD bodies and on committee structures, mandates,
and evaluation. The ExCo advises the Council on strategic issues and priorities,
including those regarding the management and operations of the OECD, where
these fall within the competence of the Council and are not covered by other
substantive committees.
Budget Committee
The Budget Committee (BC) assists and advises the Council on Programme of
Work and Budget (PWB) preparations, including Programme of Work priorities
and the budget envelope. The BC monitors the implementation of the agreed
budget and the allocation or reallocation of financial resources, and assists the
Council in preparing for discussions and decisions on elements of the integrated
management cycle. The BC also oversees the Medium-Term Orientations survey,
the Programme Implementation Report exercise reporting on the delivery of
Output Results in the PWB, and reviews the External Auditor’s Report on the
Financial Statements.
Audit Committee
The Audit Committee (AC) reviews the independence and effectiveness of
internal and external audit. It reviews the work programmes and monitors
management’s implementation of the recommendations of both audit functions.
The committee comprises six members from permanent delegations of member
countries, including the BC Chair ex officio and three experts from the Supreme
Audit Institutions of member countries.

*Definitions on this page are taken from: Management, administrative systems and control
framework of the OECD—Secretary-General’s update 2020.

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12.5 Engagement with Internal Stakeholders

Ongoing engagement with our internal stakeholders is key to building management practices that have
been reviewed and tailored to suit the needs of staff at the OECD. Our relationship with the Staff
Association is deeply valued and ensures that we build stronger policies.

Staff Association
The Staff Association represents all categories of staff. It
defends their professional interests, including moral and
financial aspects. The Staff Association is consulted by
the Secretary-General on any proposed Regulation, Rule
or Instruction and on any other proposed measure of a
general and mandatory nature which would change the
conditions of employment of the staff as a whole or of a
category of staff.
Several interest groups have been established within the Organisation. Consultation with each of these
groups helps ensure that OECD staff policies are both cutting-edge and in line with best practices.
These include:

> Senior Resource Management Advisors Consultative Group: This group enables better
communication of existing HR policies and processes to ensure a respectful and inclusive working
environment for all staff.

> ALORA: An association that brings together active and retired OECD staff, OECD Delegation staff
and the families of both to participate in cultural, learning, social and sports activities.

> Other groups: DICE, Finance Community, GLOBE, Intern Circle, Statistician’s Network, Women’s
Network and Women’s Network for Temporary Staff.

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13. Conflict Prevention
and Resolution
62 PMG

13.1 Procedures and Relevant Bodies

To ensure a harmonious and positive working environment, all staff, including managers, are encouraged
to resolve conflicts promptly and amicably.

Staff may seek support and advice from their management and/or their
directorate’s Resource Management Advisors. EXD/HRM business partners
and several specialised services, including professional mediation services,
the medical service and psychosocial advisors, are also available to assist staff
alongside the Staff Association.

Mediation services are available for current and former OECD staff members.
Mediation emphasises three key principles: confidentiality, neutrality and
independence. The services exist to encourage the early and amicable resolution
of conflicts.

Alongside the various informal and managerial means for preventing and resolving conflictual
situations, the OECD provides means of formal dispute settlement. Administrative decisions made by
the Organisation can be challenged by staff according to the processes and timelines set out in Staff
Regulation 22 and Annex III to the Staff Regulations, Rules and Instructions.

By virtue of the OECD Convention, its Supplementary Protocols and a number of specific agreements,
the OECD enjoys, in its member countries, immunity from every form of legal process, including in
relation to employment disputes.

Consequently, the Organisation provides internal avenues for the resolution of employment-related
disputes. These are set out in the Staff Regulations, Rules and Instructions applicable to Officials of the
Organisation. OECD staff shall exclusively use these internal avenues in the event they wish to challenge
decisions of the Organisation that they believe may negatively affect their individual situation.

In addition, the new Conflict and Harassment Prevention and Resolution Policy set out in Annex XX to
the Staff Regulations, Rules and Instructions came into effect on 1st October 2021.

The Policy prohibits harassment and other inappropriate behaviour that is offensive or may create an
atmosphere of hostility or intimidation in the work environment. It establishes procedures, both informal
and formal, to assist staff in finding effective ways to deal with behaviour they find inappropriate and
resolve their concerns and prescribes the respective roles and responsibilities within the Organisation
in preventing and addressing such behaviours and in maintaining a respectful work environment.

For any questions staff can contact their CMU, RMA, HRBP or reach out to the mediators through their
contacts here.
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13.2 Internal Justice System

Administrative review

Administrative review is the first step in the formal grievance process and may take one of three forms:

Prior written request to the Secretary-General

Officials, former members of staff or duly qualified claimants to the rights of members of staff may
ask the Secretary-General to modify or withdraw a decision they consider prejudicial to themselves.
A prior written request for withdrawal or modification of a contested decision must be addressed to
the Secretary-General within two months from the notification of such a decision (this time limit is
extended to four months for officials residing outside of France).

If the Secretary-General rejects the request, or has not responded within a month, the contested
decision may be challenged directly through an application to the OECD Administrative Tribunal.

Re-evaluation Commission
In the event that an official wishes to contest a decision relating to their performance evaluation,
periodic advancement or job classification, they must necessarily submit their claim to the Re-
evaluation Commission within two months of the written notification of the decision concerned. This
is a compulsory step before filing an application to the OECD Administrative Tribunal.

The Commission is composed of three OECD officials, including a chair, appointed by the Secretary-
General. It will examine the claim, hear the official concerned (if the official so wishes) and hand in
a recommendation to the Secretary-General. The decision taken by the Secretary-General following
the recommendation of the Re-evaluation Commission may be challenged directly before the OECD
Administrative Tribunal.

Joint Advisory Board

An official may request that a dispute be referred to the Joint Advisory Board (JAB) instead of issuing
a direct request to the Secretary-General to modify or withdraw a decision. The role of the JAB is to
advise the Secretary-General on any individual dispute arising from an administrative decision which
officials consider inequitable to them or contrary to the terms of their appointment or the provisions
of the Staff Regulations, Rules and Instructions. Referring a matter to the JAB is optional and may be
done within six months of the notification of the decision being challenged.

The JAB is composed of an external chair and six peer members: three officials appointed by the
Secretary-General and three officials designated by the Staff Association. The decision taken by the
Secretary-General upon receipt of the opinion of the JAB may be challenged directly before the OECD
Administrative Tribunal.

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OECD Administrative Tribunal

An Official may challenge any individual decision adversely affecting them before the Administrative
Tribunal within three months of the notification of the decision taken by the Secretary-General
following either the request for withdrawal or modification of the contested decision, the
recommendation of the Re-evaluation Commission, or the opinion of the JAB.

The OECD Administrative Tribunal is composed of three judges and three deputies from outside the
Organisation. They are selected from a group of persons of proven impartiality, who are jurists or
otherwise highly qualified in labour law or civil service law. They are of different nationalities and
their selection ensures that the main legal systems of the Organisation are represented.

The OECD Administrative Tribunal is an adjudicatory body. This means that its decisions are final
and shall be binding to the Organisation.

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14. Acronyms, Resources and
Figures
66 PMG

14.1 Acronyms and resources

Directorates, programmes and services

CFE Centre for Entrepreneurship, SMEs, and Regions and Cities

CTP Centre for Tax Policy and Administration
DAF Directorate for Financial and Enterprise Affairs
DCD Development Co-operation Directorate
DEV Development Centre
ECO Economics Department
EDU Directorate for Education and Skills
ELS Directorate for Employment, Labour and Social Affairs
ENV Environment Directorate
EXD/DO Executive Directorate
EXD/CSI Conference, Security and Infrastructure, Executive Directorate
EXD/DKI Digital, Knowledge and Information Service, Executive Directorate
EXD/HRM Human Resource Management, Executive Directorate
EXD/PBF Programme, Budget and Financial Management, Executive Directorate
FATF Financial Action Task Force
GOV Public Governance
GRC Global Relations and Cooperation Directorate
IEA International Energy Agency
ITF International Transport Forum
MOPAN Multilateral Organisation Performance Assessment Network
NEA Nuclear Energy Agency
PAC Public Affairs and Communications Directorate
PARIS21 Partnership in Statistics for Development in the 21st Century
SDD Statistics and Data Directorate
SGE General Secretariat
SKC Centre for Skills
STI Directorate for Science, Technology and Innovation
SWAC Sahel and West Africa Club
TAD Trade and Agriculture Directorate
WISE Centre for Well-Being, Inclusion, Sustainability and Equal Opportunity

Others

ACO Advisory Committees to OECD

ADP Staff Association
ASS Associations
RPS International Service for Remunerations and Pensions

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Resources
ALORA

Code of Conduct for OECD Officials

Competency Framework

DICE

Diversity Report 2020

GLOBE

Intern Circle

Mediators

Medical Service

New Employment Package

Psychosocial Services

Women’s Network

2018 Well-Being Survey

Staff Association

Staff Association Working Group on Diversity

Staff Regulations, Rules and Instructions applicable to Officials

Staff Regulations, Rules and Instructions applicable to Temporary Staff

Temporary Women's Network

Temporary Staff Network

Group on Parenthood

Last update: September 2022

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14.2 Figures

Figure 1: All staff by category ............................................................................................ 4

Figure 2: All staff by age group .......................................................................................... 6
Figure 3: OECD all staff by tenure ..................................................................................... 6
Figure 4: Gender representation for all staff by job family ............................................... 7
Figure 5: Member country headcount among officials, as of 31 December 2021 .......... 8
Figure 6: Requests to engage in external activities ........................................................... 12
Figure 7: Diversity and inclusion at the OECD timeline .................................................... 14
Figure 8: Women in A grades ............................................................................................ 18
Figure 9: Staff turnover by year ....................................................................................... 23
Figure 10: Age at time of recruitment .............................................................................. 24
Figure 11: Appointments by employment category 2016-2021 ...................................... 29
Figure 12: Monthly salary by grade ................................................................................... 34
Figure 13: Headcount by grade ......................................................................................... 34
Figure 14: Staffing needs ................................................................................................... 38
Figure 15: Staffing drivers .................................................................................................. 38
Figure 16: Solutions .......................................................................................................... 38
Figure 17: Individual distribution of ratings ..................................................................... 44
Figure 18: Percentage of hours spent by training topic ................................................... 46
Figure 19: Learning methods ........................................................................................... 47
..

EXD Report