Professional Documents
Culture Documents
Our-People Strategy - ADB
Our-People Strategy - ADB
to Improve Lives
in Asia and the Pacific
ii Our People Strategy
We serve the poor of Asia and the Pacific.
iii
FROM THE PRESIDENT
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The Asian Development Bank (ADB) has effort of dedicated people at all levels and
reinvented itself in recent years. With in all functions.
a new long-term strategic framework
guiding operations until 2020 (Strategy We need your contribution.
2020), the replenishment in 2008 of the
Asian Development Fund, and a tripling of As skilled people in your fields, we rely
our capital base through the fifth general upon you to help our developing member
capital increase in 2009, the groundwork countries achieve faster, more sustainable
has been laid for us to pursue fully the development and higher, more equitable
vision of an Asia and Pacific free of poverty. standards of living. Through our combined
efforts, together we will strengthen ADB’s
Our People Strategy is the latest, and role as a valued and trusted member of the
a very important, component of ADB’s Asia and Pacific community.
systematic approach to fulfill its poverty
reduction mission. Created through a When ADB was established in 1966, our
highly consultative process, it defines the region was poor and underdeveloped.
principles ADB will follow to recruit, retain, Within 4 decades, the economies of Asia
and develop staff and managers and to and the Pacific have made significant
improve our workplace environment, progress, resulting in better lives for their
ensuring we have the right people to people. Reflecting the region’s diversity,
succeed with. however, this progress has been uneven.
While some countries are close to reaching
To reach out to our clients, the poor of Asia the developed country status, others
and the Pacific, ADB requires the combined remain in the low-income category.
Small island nations, for example, face in the continuous improvement of our
challenges in achieving sustainable organization. They must constantly
development and responding to climate upgrade and apply their technical and
change, while some countries with large relationship skills. They must demonstrate
populations continue to battle poverty strong client responsiveness and achieve
within their borders. About 1.8 billion tangible development results.
people in the region still live on less than
$2 a day. They deserve better. And the staff Skilled and motivated people, well-
of ADB must play a part in ensuring they managed and operating in an enabling
are not disappointed. environment, are essential to making ADB
the premier development institution in Asia
I am personally committed to enhancing and the Pacific. Our People Strategy will be
the human resource (HR) management a key ingredient in achieving this.
of ADB. Optimizing the contribution of
our staff to the region’s development is,
however, a shared responsibility. All levels of
management, team leaders, and supervisors
must be conscious of the importance of Haruhiko Kuroda
their role and make their own contributions. President
Our HR function must equip them with the Asian Development Bank
most effective tools and support.
Consultation Process
Strategy 2020 clearly reaffirmed our vision of “an Asia and Pacific free of poverty” and our
mission to help our developing member countries (DMCs) reduce poverty and improve living
conditions and the quality of life. The focus on five key operational areas (infrastructure,
education, finance, environment, and regional cooperation) and drivers of change (private
sector development, gender equity, knowledge solutions, governance, and partnerships) will
allow ADB to pursue poverty reduction through inclusive and sustainable economic growth
and regional integration.
Donors and shareholders have provided a substantial financial base to support our mission
through the ninth replenishment of the Asian Development Fund (ADF X) and the fifth
general capital increase (GCI V).
To achieve our vision for the region and effectively use the funds entrusted to us, ADB must
recruit, retain, and develop the right people; manage, motivate, and train them well; and
enable them to make a significant contribution to the region’s development.
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The Needs of Our Clients are Changing different emphasis: on the inclusiveness
and Diverse of growth, livable cities, and low carbon
approaches to transport and energy.
Poverty reduction and the achievement
of the Millennium Development Goals in The increasing sophistication of our DMC
Asia and the Pacific require inclusive and clients and the growing complexity of the
environmentally sustainable growth and issues they face require advanced solutions.
regional integration. These include private–public partnerships
to provide infrastructure and social
To achieve them, Strategy 2020 focuses services; urban planning to define the
ADB future operations on core sectors and framework for specific transport, water, or
drivers of change. In some of these areas sanitation investments; and comprehensive
ADB has been traditionally strong. In others, approaches to adapt to and mitigate the
our operations have been less prominent, impact of climate change.
requiring a more significant investment
for the future. Even in areas of traditional Different emphases and client needs
ADB expertise, Strategy 2020 requires a demand novel and innovative approaches.
3
People with strong interpersonal and a solid foundation to deliver the level of
intercultural skills and a solid understanding operations planned for the future.
of how international best practice can be
applied to the local context are essential. Finding the Right Talent
Our staff must be responsive to client
requirements and able to work in teams Rising education levels in our DMCs have
with colleagues and to partner with all resulted in a larger pool of talented local
stakeholders. candidates, but economic growth has made
these labor markets more competitive. The
No member of staff, regardless of his or current global economic crisis has expanded
her skills and abilities, can be expected the availability of international candidates,
to deliver development solutions alone. but competition for talent remains keen.
That is why ADB needs to deploy a mix
of expertise at all levels, leveraging the In an era of increased labor mobility,
skills of our staff in all locations where we talent will be attracted and motivated
operate. to join or remain at ADB if people are
excited by our mission, and perceive the
Quality Must be Complemented by potential for professional growth and
Workforce Strength career development, accompanied by
commensurate remuneration for skills and
To meet DMCs’ demands for development experience.
financing and responses to crises, ADB’s
donors and shareholders have responded This means that in all relevant fields and
with substantial financial contributions. for all departments, the human resource
Operations are projected to expand to (HR) function and policies in ADB must be
more than $17 billion per year during geared to effectively recruiting, assigning,
2010–2012, nearly triple the size of ADB and developing high-caliber staff.
operations 5 years ago.2
Managing People to Maximize Individual
In addition to improving the quality and Collective Contributions
and focus of our human resources
and continuing to pursue efficiency The success of ADB operations depends on
improvements, ADB must gradually expand how our people apply their skills to obtain
its workforce to address requirements the best use and leverage from ADB financial
created
crea growth
ated by rapid recent growt
wth and create resources, and combine their frontier
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knowledge of international best practices
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development results sought by our DMCs.
ă The HR function must equip ADB’s
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supervisors and managers—at all levels— While we develop critical mass in our focus
with the tools, policies, and processes areas, we must capitalize on the close and
required to manage people effectively. collegial working relationships that result
Managers and supervisors at all levels from our moderate size, our location in
have a responsibility to apply these policies the region, and our long-standing country
and to coach and manage performance, presence. This will allow us to develop the
enabling staff to constantly deliver high- dynamic, enabling workplace environment
impact results through individual and and culture that are vital for leveraging
collegial best efforts. everyone’s skills and competencies toward
our development objectives.
As a public multilateral finance institution,
ADB must continually use its human and Pursuing Both Efficiency and
financial resources efficiently and wisely. Accountability
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From its inception, ADB has striven to
be the leading development institution environment that respects and values
in Asia and the Pacific. An organization diversity;
that practices internally what it
advocates externally. The employer of performance through creativity,
choice for people who are efficiency, and accountability; and
and development.
reduction in Asia and the Pacific through
development effectiveness; ADB’s core attractiveness as an
employer lies in our
knowledge and applying it pragmatically
for high-impact development solutions; mission and vision to attain an Asia and
Pacific region free of poverty and to help
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DMCs improve living conditions and the
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ADB requires staff who
ADB is active in Asia and the Pacific,
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Staff who work with clients to articulate their needs and help
implement innovative and robust development solutions
Understanding of local requirements and up-to-date knowledge
based on international best practice and ADB’s own experience A strong mix of high-
Multidisciplinary skills and approaches, developed and caliber, motivated,
implemented through teamwork within ADB and partnership with client-responsive staff
other stakeholders
working in partnership
Sufficient staff with the right skills in our core areas of operations
to enable ADB to respond promptly and effectively to our client
member countries
9
10 Our People Strategy
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We strive to be...
accountable
An organization whose inspiring leaders and
for being good
effective managers and supervisors lead by
people managers.
example and manage people and the institution
Teamwork and
in an energizing, fair, and transparent manner,
multidisciplinary approaches.
supported by effective and reliable human
Develop reporting and team structures
resources programs and practices.
across ADB that enable teamwork,
sharing of resources, and balanced
Strategy 2020 requires… workload distribution. Align our work
planning, rewards, and incentive system
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to support such innovative arrangements.
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Accountability. Establish clear
innovatively across departments and work
accountabilities at each level. Strengthen
units to deliver results in line with ADB’s
managers’ accountability by delegating
vision;
responsibilities and decision making,
%
accompanied by robust and efficient
to, and accountable for, being effective
checks and balances.
managers of people;
Performance management. Translate
/ <
ADB performance indicators into
feedback between supervisors and
understandable, monitorable, and
staff, which fosters the right learning
manageable objectives that can guide staff
environment; and
in their daily actions. Analyze and address
*
any reasons for performance difficulties.
organization of people management
A supportive and client-oriented HR
practices, to ensure sound and shared
function. Strengthen our managers’ and
expectations.
supervisors’ ability to effectively lead,
manage, and motivate staff by providing
Key principles that will help us through a capable and responsive HR
achieve our goal… function the tools, training, support,
and span of control required to make
Prioritization of people management. managers fully capable in this area.
Emphasize the importance of people Transparency in HR actions. Ensure that
management as a core responsibility of rules and procedures for HR actions are
ADB managers and supervisors. Promote well defined, clearly communicated, and
face-to-face feedback, coaching, and consistently implemented. Communicate
mentoring discussions between managers the outcome of individual decisions
and staff. Assess, develop, and ensure regularly and the aggregate outcome
comprehensive feedback on the people of HR actions periodically, to achieve
management capability of all managers. a common understanding and shared
Hold managers and supervisors expectations.
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We strive to be...
A dynamic international public institution
with a flexible and inclusive work
environment that values diversity, promotes as a dynamic international public
gender equity, and upholds respect for institution, whose management and staff
individuals and collaborative excellence. promote and manage change, behave
An inclusive workplace characterized by with integrity, and embrace global
effective communication. perspectives and best practices.
Diversity and cohesiveness. Encourage
diversity in our workforce, encompassing
Strategy 2020 requires… gender, age, nationality, religion,
disability, and lifestyle. Actively promote
gender equity in the workplace. Leverage
diverse staff to learn from each other and the experience, knowledge, and
from our experience, including mistakes, background of our varied workforce to
to generate innovative development generate innovative approaches. Raise
'* awareness and sensitivity, enabling all to
and collegial working relationships that work well with each other.
result from our moderate size and well- Inclusive and ethical work
established country presence; environment. Reinforce ethical work
= behavior and maintain a workplace
that deliver quality results, while where everyone is free from harassment.
ensuring high standards of integrity and Staff safety and welfare. Prioritize
governance; and staff safety and well-being. Ensure a
conducive and comfortable workplace.
in hardship locations or hazardous Promote a work–life balance that
conditions. responds to the needs of a diverse staff
population.
Efficient work processes and
Key principles that will help us procedures. Streamline work
organization, delegation, processes, and
achieve our goal… procedures to deliver results efficiently
and reduce unnecessary stress and
“One ADB.” Promote opportunities workload.
and activities that reinforce integration Communication. Create opportunities
and communication among ADB staff for formal and informal communication
at all levels and locations across the within and across departments and among
organization. Underline our nature staff.
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Implementing HR initiatives, developed through similarly
Our People Strategy consultative processes, will be outlined
in a HR Function Strategic Framework,
ADB expects that Our People Strategy implemented in a timely manner, and
will guide human resources management adequately publicized.
through 2015. Adjustments to the
strategy and updates of the desired Our People Strategy will be integrated
ranges for the monitoring indicators into ADB’s planning and reporting
after 2012 will be undertaken by processes. Key indicators for each people
Management and communicated to management goal will be reflected and
the Board. discussed in the annual Development
Effectiveness Review, along with other
Participation and feedback in the measures aimed at measuring progress
preparation of Our People Strategy in the implementation of Strategy 2020.
have been considerable. However, the The complete set of indicators will be
true test of its success will be in the posted and periodically updated on ADB’s
implementation. Achieving the goals and Human Resources Online site. Activities
applying the principles outlined here will with organizational or staffing implications
depend on senior and middle management will be discussed in the work program and
commitment, and will require an open and budget framework, and reflected as needed
constructive attitude by staff. Concrete in the annual budget.
19
Accountability Within these well-defined mandates,
Management, managers, and the HR
Under the Agreement Establishing the function in BPMSD play a significant role
Asian Development Bank (the Charter), in people management, whose ultimate
the Board of Directors is responsible for success is a shared responsibility of all
the direction of ADB’s general operations in ADB.
and approves the budget of the Bank. The
Board has established a Human Resources The specific responsibilities for
Committee (HRC) to facilitate direction of implementing Our People Strategy and HR
the general operations of ADB with regard management are as follows:
to HR management. The HRC reviews,
monitors, and makes recommendations to Management is responsible for
the Board of Directors on the Bank’s HR
strategy and policies, and satisfies itself that heads of department, underscoring the
the ADB’s HR management activities are importance and requiring accountability
adequate and effective. for implementing Our People Strategy
principles, clearly communicating its
The President is chief of staff of the Bank importance to staff; and
and conducts, under the direction of the
Board of Directors, the current business on progress in achieving the goals of
of the Bank. He is responsible for the Strategy 2020 and Our People Strategy
organization, appointment, and dismissal through the Development Effectiveness
of the officers and staff in accordance Review and other suitable means.
with regulations adopted by the Board
of Directors. In appointing the officers Heads of departments and offices,
and staff, the President, subject to the directors, country directors, and supervisors
paramount importance of securing the are responsible for
highest standards of efficiency and
technical competence, pays due regard to process in their respective departments or
the recruitment of personnel on as wide a offices by communicating the principles
regional geographical basis as possible (see of the Our People Strategy to staff, and
Articles 34[5] and 34[6] of the Charter). consistently applying them in practice;
21
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This draft of the Our People
Strategy was developed through
an extensive consultation process
between March and December
2009, involving the Board of
Directors, Management, and
staff. It builds on the 2008
Staff Engagement Survey, the
Comprehensive Review of the
Human Resources Strategy
(2005–2007), and a review of
best practices in comparable
organizations. An internal website
was maintained throughout this
period to provide information on
the process and collect individual
staff inputs. Meetings were held
with development partners and
international financial institutions
to explore their approach to the
subject and exchange views on
specific issues.4
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ADB Vision
Corporate Values
Roles/Responsibilities
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Accountability Mentoring
Explaining actions, inaction, or decisions Providing guidance and advice to a
taken in discharging a responsibility, colleague, who may or may not report
including the reasons why they may not directly to the mentor
have led to desired outcomes or targets,
and shouldering the consequences, Progression
including possible sanction by the relevant Advancement between salary grade levels
authority for negligence, misconduct,
or unjustified deviations from expected Responsibility
performance Obligation to perform a task to a successful
conclusion. If the role is institutionally
Advertisement assigned, responsibility is accompanied by
Posting of a position through internal and the authority to take or direct the necessary
external channels, inviting applications actions to ensure success
Note:
In this report, “$” refers to US dollars.
About the Asian Development Bank
ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing
member countries reduce poverty and improve the quality of life of their people. Despite the
region’s many successes, it remains home to two-thirds of the world’s poor: 1.8 billion people
who live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is
committed to reducing poverty through inclusive economic growth, environmentally
sustainable growth, and regional integration.
Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main
instruments for helping its developing member countries are policy dialogue, loans, equity
investments, guarantees, grants, and technical assistance.