Macroprocess 09 Management of Human Capital

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Objective

Inflows Processes Outflows

Ensure the attraction, development and retention of the Institute's Human Capital to ensure the achievement of its objectives, promoting participative leadership to foster collaborative work and maintain a harmonic, respectful and efficient environment.

Scope

Hemispheric level.

Technical-regulatory actions and execution. Centralization at strategic levels and at Headquarters. Decentralization per country and per region.

Management of Human Capital

Version: 11.06.2020

Macroprocess

9 Management of Human Capital.

Planning of Human Capital. Employment Management. Training and Development. Occupational well-being. Management of Institutional Culture.

Support services for staff.

Updated Human Capital Annual Plan (all components).

Updated Positions Manual. Updated Competencies Framework (Dictionary).

Suitable/trained staff. Reports on evaluation results. Addressed service requests. Updated organizational diagnosis reports. Availability of high-potential personnel. Compensation and benefits (equitable and competitive).

Valid Annual Action Plan for Human Talent.

Valid Positions Manual. Valid Competencies Dictionary. Staff requests.

Applicant database. Application documents. Reports on evaluation results. Service requests.

Organizational diagnosis reports. Compensation and market research studies.

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Objective

Computer systems

Process Subprocess

9.1.1 Annual Human Capital Plan. 9.1.2 Policy management.

9.1.3 Design and systematization of positions. 9.1.4 Updating of the competencies structure

Process Manual Management of Human Capital

MPR-9-005

Version: 11.06.2020

SUGI - Individual Performance Evaluation System (IPES) – Dropbox - MS Office (Word documents, PPT and Excel spreadsheets), among others - Integrated Human Talent Management System (when available).

Indicators • Compliance with the Annual Action Plan.

• Percentage of positions designed and with competency profiles.

9.1 Human Capital Planning.

Process 9.1 Planning of Human Capital.

Develop the Human Capital plan in keeping with the IICA strategy, to successfully address challenges and improve the productivity and quality of life of staff, while ensuring observance of all labor regulations.

Scope

Hemispheric level.

Technical-regulatory actions and execution. Centralization at strategic levels and at Headquarters.

Specific policies and rules

1. Once a year, the Management of Human Talent division will develop an Annual Action Plan and monitor compliance with the established goals. 2. The Annual Action Plan and the processes established by Management of Human Talent must be approved by the Corporate Services Director.

3. It is the duty of Management of Human Talent to update the Positions Manual, the Competencies Framework, the Process Manual, and other guidelines and policies relevant to their activities.

4. The activities described in the documented processes shall be updated at least once a year, to identify modifications that may need to be implemented to simplify their execution.

5. Every time a change is made to the conceptual basis of the Institute’s competencies, its strategy or the organizational structure, the possible impact on the existing Positions Manual must be taken into account.

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Objective

Background information References

Version: 11.06.2020

Outcomes

Updated Human Talent Tactical Plan, integrated into the Institutional Tactical Plan. Updated Annual Action Plan.

Defined Annual / Individual Performance Maps. Subprocess

9.1.1 Human Capital Annual Plan.

Define the Human Talent vision based on the Institute's strategies, to ensure that the actions defined are aimed at generating value-added products.

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PA R TI ES I N V O L V ED

9.1.1 Human Capital Annual Plan

Director of Corporate Services( CSD ) Human Talent Manager ( HTM ) Human Talent Team ( HTT )

9.1 Planning of Human Capital.

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1- Human Talent Tactical Plan (HTTP).

2- Annual Action Plan (AAP).

The basis for this activity must be the strategic and tactical plans, the Project Master Plan and the Program Budget (PB).

3- Individual Contribution Plan (ICP).

The Human Talent AAP must be based on the requirements of the existing HTTP and the specific needs of the institution during each annual period, defining budgets and prioritizing the initiatives to be developed. The AAP must include actions, management commitments per product/service, operational indicators, operational goals, macroactivities, dates, persons responsible for each activity and budget per expenditure item.

CSD 4.8 Has any of the

existing plans reached its end

date? NO

YES HTM / CSD 1.1 Determine the impact of IICA's strategy in

the Human Capital Management macroprocess.

HTM / CSD 1.2 Define strategic guidelines and expected

outcomes and devise updates or improvement projects for Human Talent.

HTM / HTT 1.3 Define the specific objectives (outcomes)

for each process, as well as indicators and goals.

HTM 1.4 Structure the new Human Talent Tactical Plan (HTTP), making sure it is aligned with the tactical plans of

reference.

The Human Talent Tactical Plan must be valid for a maximum of four years, within the period in which the MTP is in force.

END

CSD 1.5 Validate the HTTP and align it with

the rest of the tactical plans of the Directorate.

CSD 1.6 Submit the HTTP to the Institutional Strategic Committee (or its equivalent) to have it included in the Institutional

4

The HTTP must serve as a mandatory reference to ensure the consistency of the new AAP.

HTM / HTT 2.1 Analyze control reports to define pending issues and identify corrective actions or good

practices.

HTM / HTT 2.2 Define the Annual Action Plan (AAP) for

Human Talent.

CSD 2.3 Validate the Human Talent AAP and align it with the other AAPs of the Directorate.

CSD 2.4 Integrate the Human Talent AAP into

the Institutional Annual Plan.

HTM 3.1 Distribute the AAP among Human

Talent officials.

HTM / HTT 3.2 Align and develop the Individual Contribution Plan (ICP) with the official.

4- Follow-up.

HTM 4.1 Monitor compliance with the

established goals.

HTM 4.2 Analyze deviations (non-scheduled

progress and unexpected results) to generate corrective actions.

GTH 4.3 Perform an operational control of the

AAP according to the activities of subprocess 3.4.3 Program Monitoring

and Budgetary Control.

CSD 4.5 Perform a tactical evaluation of the

HTTP, according to subrpocess 3.4.2 Strategic and Tactical Management

HTM 4.4 Perform a tactical control of the HTTP according to subprocess 3.4.1 Strategic and Tactical Management

CSD 4.7 . Determine if the programmed period

for existing plans has concluded. CSD / HTM 4.6 Analyze the process to provide feedback to the work team and adjust

existing plans.

CSD 4.9 Identify which plan has reached its

end date.

CSD 4.10.1Has the

validity of the HTTP ended?

Preventive actions must be devised for identified risks, along with corrective actions to mitigate deviations that may occur.

Control reports will enable the registration of defined corrective and preventive actions and of adjustments made to existing plans.

CSD 4.10.2 Has the

validity of the AAP ended?

END

For clarification purposes, if the answer is YES the activity advances to step 1.1 but of the following period, that is, the new HTTP.

4.1

NO NO

SÍ YES

For clarification purposes, if the answer is YES the activity advances to step 2.1 but of the following year, that is, the new AAP.

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Objective

Version: 11.06.2020

Outcomes Policies and guidelines (updated).

Subprocess 9.1.2 Policy Management.

Develop policies and guidelines for Human Capital Management within IICA.

Inputs

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P ART IE S I N VO LVE D

9.1.2 Policy management.

Human Talent Manager ( HTM )

Human Talent Specialist ( HTS )

**Human Talent Generalist* ( HTG* )**

Corporate Services Director ( CSD )

9.1 Planning of Human Capital.

Process Manual

Management of Human Capital

MPR-9-005

Version: 11.06.2020

START

HTM / HTS 1- Identify needs to create or adjust

a policy or guideline.

HTM 3- Define the objectives and

determine the scope of the new policy or guideline. Move on to

activity 5.

The need to create or adjust a policy or guideline may stem from a periodical review or from changes in the environment.

All new policies or adjustments must be approved by the Coprorate Services Director and the Director General.

HTM 4- Determine the changes required in the

existing policy or guideline. HTM 2- Is this a new policy or guideline?

NO YES

Policies may be affected by both internal and external changes.

END

5

If changes are suggested, indicate the adjustments that need to be made. HTM

5- Create a committee or interdisciplinary team together with the Corporate Services

Director.

CSD

9-

Was the policy or

guideline approved by the Director General?

If the proposal is not approved, the Director General shall indicate the adjustments he deems necessary.

If the policy is in a system, it must be updated.

In the case of other channels and media, the dissemination will follow the guidelines set forth by the department of Institutional Communication -Macroprocess 2, Communication and Image.

9.2.3 HTM 6- Design or adjust the policy or guideline

and submit it to the Director of Corporate Services (preliminary document) for

review.

CSD 7- Review the preliminary document and

adjust as needed.

CSD 8- Request the General Directorate's

approval of the policy or guideline.

HTM 10- Determine the means through which

the policy or guideline will be distributed.

HTM 11- Define and/or plan activities to notify

officials of the new policies or guidelines.

HTT / HTG* 12- Incorporate this information into

subprocess 9.2.3, Integration.

This activity is managed by an interdisciplinary Committee. Involve other units.

DG

YES NO

This can be done through talks, videos, teleconferences or virtual trainings to ensure that the new policies or guidelines are fully understood,

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Objective

Version: 11.06.2020

Outcomes Positions Manual (updated).

Subprocess

9.1.3 Design and Systematization of positions.

Define the different positions based on relevant information on their purpose, functional domains, competencies and requirements, thus ensuring that IICA has the most suitable personnel to achieve its purposes.

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PA R TI ES IN V O L V ED

9.1.3 Design and Systematization of positions.

Human Talent Manager ( HTM )

Human Talent Specialist ( HTS )

**Human Talent Generalist* ( HTG* )**

Organizational Unit ( OU )

9.1 Planning of Human Capital.

Process Manual

Management of Human Capital

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HTM / HTT

1- Receive requirement to create a

position or adjust an existing one.

HTM

4- Return the request to the

requesting unit so that they can obtain

the required approval. Move on to end

of subprocess.

The request to change an exisiting position or create a new one must be approved by the Area Director.

Support is provided by the Human Talent Specialist.

HTM / OU

5- Forward the request to process 3.5,

Organizational Design.

HTM

3- Is it approved by

the Director of the

corresponding

organizational unit?

YES

NO

Organizational Design and the organizational unit develop the new profile for the new position (or the necessary adjustments, if this is an existing position), according to the needs identified in Macroprocess 3, Strategic Development. The profile is documented in the available computer platform.

END

HTM

6- Review and approve the profile

proposal for the position (new or adjusted),

based on process 3.5 Organizational

Design.

HTM

7-

Was the position

profile approved?

OU

8- Make final adjustments to the position

profile.

HTG*

9- Include or modify the position profile in

the Positions Manual.

HTG*

10- Adjust the Competencies Framework

(if applicable).

3.5 NO

HTM

2- Verify that the position is

approved by the Director of the

organizational unit.

END

3.5 YES

HTS / HTX*

11- Forward the information to

subprocess 9.4.1 Remuneration and

Wage Structure, for the corresponding

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Objective

Version: 11.06.2020

Outcomes Updated Competencies Framework (dictionary).

Updated Positions Manual. Subprocess

9.1.4 Updating of the Competencies Structure.

Design and update all institutional competencies based on the needs of the organization, and the behavioral levels and indicators needed for the achievement of the Institute's goals.

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PA

R

TI

ES

IN

V

O

LV

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9.1.4 Updating of the Competencies Structure.

**Human Talent Manager* ( HTM* )**

Human Talent Specialist ( HTS )

Human Talent Generalist (HTG)

Human Talent Assistant ( HTA )

9.1 Planning of Human Capital.

Process Manual

Management of Human Capital

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Version: 11.06.2020

START

HTM*

1- Determine whether it is

necessary to modify institutional

competencies.

**HTM* / HTT**

3- Identify new competencies to be

defined or those that require changes.

If changes have been identified in the organizational structure or the strategic

framework of the institution.

Information is received from subprocess 9.1.1, Annual Human Capital Plan.

HTT / HTG

4- Define the behavioral indicators per

domain level.

Entails a conceptualization of the competency/ies.

END

HTX / HTA

5- Update the Competencies Framework

and the Positions Manual.

**HTM* / HTT**

2- Analyze the impact of the change in the

existing competencies structure

(institutional/specific/technical).

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Objective Computer systems Process Subproceso 9.2.1 Attraction. 9.2.2 Selection. Version: 11.06.2020

Web – Intranet - E-mail - Institutional social media (Facebook, Twitter) – Agriperfiles - Supplier database - Videoconference platforms - Platforms for psychometric tests - Integrated Human Talent Management System (currently not available; implementation expected in the upcoming months).

Indicators

• Percentage of compliance with established time frames in processes such as: (Human Talent must establish service agreements) o International Professional Personnel - 60 days

o Local Professional Staff - 30 days o General Services Staff - 21 days

9.2 Employment Management.

Process 9.2 Employment management.

Equip IICA with the appropriate Human Capital to cover the organization's staff needs, through adequate attraction, selection and integration subprocesses.

Scope

Hemispheric level.

Technical-regulatory actions and execution. Centralization at strategic levels and at Headquarters. Partial decentralization per country and per region.

1. The appointment of trust personnel is at the discretion of the Director General and does not undergo the regular attraction and selection processes. 2. All candidates interested in being considered for a position must present an updated curriculum vitae and all relevant statements.

3. The primary responsibility for seeking candidates to fill vacant positions of International Professional Personnel rests with the General Directorate, through the Human Talent Management unit.

4. When filling vacant positions and whenever possible, under equal conditions, preference will be given to staff members of the Institute. 5. The need to create a new position is identified by the Area Director, with the assistance of Organizational Design and Human Talent Management. 6. The vacancy notices for International Professional Staff are published on a monthly basis. For local staff, these notices are published weekly.

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Objective

Table I.

Position classification Decision

International professional Personnel (PPI).

Only the director General can authorize the launch of a process. Human Talent Management will spearhead and support the requesting unit throughout the attraction process.

Local Professional Personnel (LPP) and General Services Personnel (GSP) at Headquarters.

Human Talent Management will spearhead and support the requesting unit throughout the attraction process.

Local Professional Personnel (LPP) at Delegations and externally funded projects.

The Delegation spearheads the project. Human Talent Management will spearhead or support the project based on the typology of the Delegation. (1)

General Services Personnel (PSG) at Delegations and externally funded projects.

The Delegation spearheads the process based on the typology of the Delegation. Human Talent Management provides support if required. (1)

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Outcomes List of pre-selected suppliers (documents attached).

Supplier database (updated).

(1) It is important to consider the typology of each Delegation.

Subprocess 9.2.1 Attraction.

Draft a list of candidates that meet the preliminary requirements to fill the vacancy or new position.

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P A R T IE S IN V O L V E D 9.2.1 Attraction.

Human Talent Manager* ( HTM* ) Human Talent Specialist ( HTS ) Human Talent Generalist ( HTG ) Human Talent Assistant ( HTA )

9.2 Employment Management.

START

HTM* / HTT

1- Identify the organizational need or receive the vacancy requisition.

HTM* / HTS 2- Analyze the need/

requirement.

Before initiating the subprocess, it is necessary to meet the conditions set forth in the regulations (see Table I in the previous page). The requisition will be done by the requesting unit through the available computer system.

HTS 3- Determine the recruitment modality.

HTS 2a- Is this a new

position?

9.2.2 5- In-House.

The recruitment plan must consider: - Type of position (IPP, LPP, GSP) - Key or critical position. - Type of tender (internal, external, mixed).

Internal recruitment sources: web pages, computer support systems, e-mail, publication period, estimated schedule.

External recruitment sources: social media, press releases, employment agencies, universities; period of publication, estimated schedule and design of external notice, among others.

In the case of IPP Attraction, the responsibility rests with the Human Talent Specialist. The following factors must be considered:

a) If this is a new position. b) Budget availability. c) Classification or type of position.

d) Key or critical position (if associated to a Succession Plan).

Macroprocess 3. Strategic Development. HTS 2b- Is there available budget? HTS 2c- Establish the pre-selection

criteria with the requesting unit.

The different admission levels must be considered, including, among others: experience, academic training, salary expectations, and the need to pass a technical test.

HTS 4- Will the

recruitment be in-house?

HTS / HTG 5.1- Define a recruitment plan.

HTA 5.2- Publish the vacancy notice.

HTA 5.3- Receive references and

analyze pursuant to the established pre-selection criteria.

HTT / HTG 5.4- Conduct a preliminary

interview.

HTG 5.5- Verify employment references.

HTA

Send notification to offerors that fail to meet the requirements.

Move on to activity 7.

The vacancy notice must include: name of the position, requirements, location of the position, end date of the tender, and person responsible for the process.

The internal publication template must be used to send the notice to officials via e-mail.

External publications require the use of External Advertisement Design templates, supplied by Human Talent Management and coordinated with Administrative Services Management, to be published in the press.

Support is requested from the Language Unit to translate the notice, if required.

Use the list of offerors form, following the established pre-selection criteria. Enter this information into the offerors database.

If necessary, the Language Unit provides support with translation.

This interview may be held via telephone, Skype or any other platform allowing a direct, effective interaction.

- IPP - Human Talent Specialist. - LPP and PSG – Human Talent Generalist.

Sent via e-mail.

Use the ''Notification for disqualified candidates'' template.

6- Outsourcing.

HTM* 6.1- Coordinate subprocess with

the contracted company.

HTS / HTG 6.2- Receive the list of pre-selected

candidates from the outsourcing company.

The outsourcing company must be contracted previously and be available in the IICA supplier database.

Requirement is sent out with the details of the vacant position and the pre-selection criteria.

HTA 7- Update the applicant database.

HTA 8- Draft a list of pre-selected applicants

(with attached documents) and move on to subprocess 9.2.2 Selection.

Returned to the requesting unit. Moves on to the end of the subprocess.

END YES NO NO YES SÍ NO

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Objective

Table II.

Position category Decision Person responsible for presenting the application Letters of recommendation

International Professional

Personnel (IPP). Director General. Human Talent Manager. Human Talent Manager.

Local Professional Personnel (LPP) and General Services Personnel (GSP) at Headquarters.

Supervisor of the requesting unit. Human Talent Manager. Human Talent Manager.

Local Professional Personnel (LPP) at Delegations and externally funded projects.

Representative (with the opinion of the person responsible for

the respective area at Headquarters). Representative. Representative.

General Services Personnel (GSP) at Delegations and externally funded projects.

Representative. Representative. Representative.

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Outcomes Suitable candidate, selected.

Subprocess 9.2.2 Selection.

Select the most suitable candidates to fill competency-based vacant positions, thus contributing to the achievement of the Institute's goals.

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PA R TI ES I N V O L V ED 9.2.2 Selection.

Human Talent Manager* ( HTM* ) Human Talent Specialist ( HTS ) Human Talent Generalist ( HTG ) Human Talent Assistant ( HTA )

9.2 Employment Management. START 1- Evaluation of pre-selected offerors. 2- Selection of a suitable candidate.

Dates are arranged with the offerors and the requesting unit for: - Technical test (if applicable)

- Behavioral interview

- Psychological competencies os psychometric tests (if applicable).

Activity carried out by the Human Talent Manager. HTG

1.1 Schedule the evaluation of the pre-selected offerors

HTM* / HTS 1.2 Create a selection committee.

HTS

1.3 Determine the importance of each factor to be evaluated.

HTS / HTG 1.4 Administer the test as appropriate.

The different evaluations are administered according to the program established in activity 1.1 and the call for candidates.

HTS / HTG 1.5 Review the results of the evaluation

process and rank the candidates.

HTS / HTG 1.6 Prepare an evaluation chart and

integrate the information from the different evaluators.

In the case of an IPP position, the decision will rest with the Director General. If the position is for LPP or GSP, the decision will be made according to Table II (see previous page, Spro 9.2.2).

HTS / HTG 2.1 Receive from the requesting unit the decision on the person selected to fill the

vacancy or new position.

HTS / HTM* 2.3 Present three candidates selected by the

requesting unit to the Director General for approval.

HTS 2.4 Request approval from the Director

General.

HTS / HTG 2.6 Prepare and send employment offer to the selected candidate for acceptance.

YES HTS / HTG 1.7 Submit the evaluation chart and the integrated information to the requesting unit

supervisor, so that he/she can select the person who will fill the vacancy or the new

This is an ad-hoc, temporary committee. with the participation of the requesting Unit Supervisor (Technical/Administrative) and Human Talent Management, among others.

The importance of certain aspects must be defined, including: - Experience.

- Competencies. - Technical evaluation. - Etc.

The evaluation information of the Selection Committee and the technical test results (if applicable) must be consolidated

HTS 2.2 Is this an IPP

position?

HTS 2.5 Has any of the

candidates been approved by the DG? HTS 2.7 Does the selected candidate accept the employment offer?

Prior to sending the employment offer letter, the parties involved will define the start date and agree on general working conditions.

Once the offer is accepted, the Integration subprocess is activated. See Table II, in SPro 9.2.2.

HTS 2.8 The selected candidate accepts the

employment offer. HTS 2.9 Is the selected position for Delegation Representative? HTS 2.10 Through process 13.1, Management of Diplomatic Privileges and

Immunities for International Officials, obtain approval from the government of

HTM* 2.11 Prepare and send a letter of appreciation to non-selected candidates.

Draft and send a letter of appreciation to candidates who were not selected via e-mail. Table II.

The requesting unit supervisor shall determine which candidate will fill the position.

NO NO YES YES NO YES NO Macroprocess 13. Protocol and Diplomatic Services.

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Objective

Table III.

Letter of employment / appointment signed by the Director General. X

Letter outlining benefits signed by the Human Talent Manager. X

Letter and annexes/forms for incorporation of the staff member in the OAS

Pension and Retirement Fund (welfare and retirement). X

Request for personal/professional information and photograph for admission

notice. X X

Request for OAS official travel document (form). X

OAS Welfare Plan (form and consignment note). X

Designation of beneficiaries of the OAS welfare plan and consignment note. X Information to open an OAS Credit Union savings and credit account

(presentation). X

Sworn Statement (Representatives and trust personnel) X

Declaration of Loyalty X

Physical exam and medical records. X X

Insurance documents. X X

Designation of beneficiaries of policy 3108 (Life, accidents and health insurance). X X

Designation of general beneficiaries (in the event of death). X

Authorization of bank account for the payment of salaries (SAL #1 Form). X Authorization of bank account for the payment of salaries (SAL #2 Form). X Authorization of bank account for the payment of salaries through SINPE / BNCR

(SAL #4 Form) X

Bank account form (deposit authorization). X

Work contract for a defined period of time. X

Work contract for an indefinite period. X

LPP: Local professional Personnel. / GSP: General Services Personnel.

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Local Personnel (LPP / GSP) International Professional Personnel

Documents of the Integration subprocess

Outcomes Competent person, integrated into the organization. _{Official evaluated before the finalization of the trial period (according to the local legislation of each country).} Subprocess

9.2.3 Integration.

Ensure that new or promoted staff are adequately integrated, and receive the necessary information to understand the Institute and the position they are assuming.

Inputs

Directorate.

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P A R T IE S IN V O L V E D 9.2.3 Integration.

Human Talent Manager* ( GTH* ) Human Talent Specialist ( HTS ) Human Talent Generalist ( HTG ) Human Talent Assistant ( HTA ) Organizational Unit Supervisor ( OUS ) 9.2 Employment Management.

START

1- Formal integration of the staff

member.

Documents are prepared for each position for International Professional Personnel (IPP) or Local Professional Personnel (LPP) . Table III The signing of the documents must be done in person:

Headquarters: selected candidates will sign at the Human Talent Management office. Delegation Offices:

For International Professional Personnel positions, Human Talent Management will send the prepared documents and arrange the accreditation process with the corresponding government agencies.

For Local Personnel, documents are prepared by the Delegation.

HTG / HTA 1.1 Prepare the admission documentation

and send it to the selected candidate for him/her to complete and sign as appropriate.

HTG 1.2 Determine the job classification of the

person to be integrated.

HTS 1.4 Request that the corresponding steps be

taken for the staff member's accreditation. Subprocess 13.1.1 Accreditation and Diplomatic Identification Document.

HTG 1.5 Obtain a ticket quote from the Travel

Agency to arrange the transfer of the staff member to the designated country.

This applies to all IPP officials (Headquarters and Delegations)

HTG 1.6 Complete the transportation and

relocation benefits form and prepare the payment request for these expenditures

and the airline ticket.

HTM* / HTS / HTG 1.7 Coordinate a meeting with the new

staff member to explain the benefits and obtain his/her signature.

HTA 1.9 Prepare and provide an employment

certificate for the staff member to allow him/her to open an account with the Credit

Union.

HTA 1.8 Obtain the documents needed for the

official's integration from the different agencies.

For IPP positions at Headquarters, support is required from the Legal, International Affairs and Protocol Unit, Macroprocess 13, Protocol and Diplomatic Services.

Send to Financial Management to request payment for transportation, relocation and airline ticket expenses. Macroprocess 11. Financial Management.

Attach the calculation form with ticket costs and transfer benefits, approved by the Human Talent Manager.

Support is provided to the staff member, if necessary.

HTS 1.3 Is this an IPP position? Move on to process 11.1 Payment Management. HTS / HTG 1.10 Arrange the integretation of the staff

member into the organizational unit.

A meeting is held or the corresponding Integration Program is executed.

HTA 1.11 Generate an employee code and

register the new staff member in the corresponding computer systems.

Includes issuing the respective Personnel Action.

HTA

1.12 Prepare and publish a welcome notice for the person employed.

Send to the official for validation. Send to the Language Unit for translation (if required).

HTS / HTG 1.13 Initiate the integration process for the

new staff member, in coordination with the respective organizational units.

The Integration Program must be implemented according to the position and location (Headquarters or Delegation) of the staff member.

HTA 1.14 Ensure that the staff member's file

contains the corresponding documentation (digital and physical). Move on to activity 3.

For International Professional Personnel, article 2.5 of the Staff Manual and Staff Rules shall apply.

HTA 2.1 Record the date of entry of the staff

member and set a due date for the evaluation.

Coordinate the evaluation date with the unit Supervisor.

HTS / HTG 2.2 Define, together with the supervisor in

charge, the evaluation instrument according to the position.

The evaluation consists of a general section and a position-specific portion.

The general section is structured around institutional competencies and the corresponding competency profile (Positions Manual).

The specific portion (function / areas of knowledge) will be defined by the supervisor of the organizational unit.

OUS 2.3 Conduct an evaluation of the trial period

on the established date.

This evaluation must be conducted pursuant to the laws / regulations of each country where IICA has a Delegation.

Supported by the Human Talent Team. Does not apply to International Professional Personnel.

HTS / HTG / OUS 2.4 Analyze the evaluation results with the

head / supervisor of each organizational unit.

2- Trial period evaluation (only applies

to local staff (LPP/GSP).

HTS 2.5 Are the results

of the trial period evaluation positive?

HTS / HTG / OUS 2.6 Determine whether the staff member will

continue in the Institution.

HTS 2.7 Will the staff

member continue working for the Institute?

HTS 2.8 Convey the results of the trial period

evaluation and the identified improvement needs to subprocess 9.3.2, Training.

HTG 3- Store the evaluation as part of the new

staff member's file (digital or physical).

13.1.1

In the case of IPP, the Human Talent Manager may ask for the support of a Specialist such as the Human Talent Generalist.

For Local Personnel, the responsibility will rest with the Human Talent Generalist.

Information Technology (access to the corresponding systems, e -mail, among others). Administrative Services (parking space, telephone, others).

At this point, the person is considered as integrated into the institution.

Move on to process 9.7 Termination. NO NO NO YES YES YES

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Objective

Background information Reference Material

▪ Personnel Rules and Regulations

▪ Personnel Manual (2.15)

▪ Existing regulations of the Visiting Professionals and Internship Program.

Inputs

▪ Request for professional visit or internship.

Outcomes Completion of visits and internships by professionals and students.

Institutional entities that have received the benefits of visits and internships.

MPR-9-005

Version: 11.06.2020

9.2.4 Management of Professional Visits and Internships Macroprocess 9. Management of Human Capital

Equip IICA with the appropriate Human Capital to cover the organization's staff needs, through adequate attraction, selection and integration sub-processes. Process 9.2 Employment Management

Subprocess 9.2.4 Management of Professional Visits and Internships

Enhance the institutional capacities by forging partnerships with academia and other technical sectors, to create opportunities for skills- and knowledge-sharing to benefit the agriculture and rural sector of the Hemisphere.

Scope

Hemispheric level.

Technical-regulatory actions and execution. Centralization at strategic levels and at Headquarters. Decentralization at the regional and national levels.

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P A R T IE S IN V O L V E D P A R T IE S IN V O L V E D

9.2.4 Management of Visits and Internships (Scheduled) 9.2.4 Management of Visits and Internships (Unscheduled)

Headquarters Headquarters

Center for KMHC Services ( CKMHCS ) Human Talent Division ( HTD )

Directorate of External and Institutional Relations ( DIREXI ) Requesting Unit ( RU )

AD-HOC Team ( AD-HOCT )

g Intern / Prof. Visitor ( I ) External Entity ( EE ) - natural or legal

Directorate of External and Institutional Relations ( DIREXI ) Requesting Unit ( RU ) AD - HOC Team ( AD-HOCT )

Intern / Prof. Visitor ( I )

END OF THE INTERNSHIP

PLANNING AND SCHEDULING OF INTERNSHIPS PLANNING AND SCHEDULING OF INTERNSHIPS

START AND UNDERTAKING OF INTERNSHIPS

END OF THE INTERNSHIP

START

RU 1- Identify needs and include them in

the relevant instrument.

RU 4- Include the scheduling of internships and

resources in the budget of the AAP for the following period.

During the final quarter of the year, each requesting unit should identify their internship needs for the upcoming period. .

HTD 6- Review the ToRs and oversee their

publication.

HTD 9- Inform the selected intern and the other

participants about the decision that has been made. Maintain a record of the process.

RU 17.2- The designated tutor prepares the

Institute evaluation and report.

AD-HOCT 3- Does this satisfy

the criteria for a visit/ internship?

CKMHCS informs the RU of the reason for its decision.

END

YES

Request should be made at least two months in advance.

The RU and the CKMHCS maintain a record of the ToRs. The latter also takes part in the review of the ToRs and their publication.

HTD / AD-HOCT 7- Coordinate the selection of interns.

Team comprised of the HTD / CKMHCS and a representative from the Requesting Unit.

RU 10- Prepare documents, in keeping with the

respective modality and appoint a tutor for the intern.

HTD 11- Review the documentation and

coordinate logistical arrangements for the admission of the intern.

HTD / RU 12- Coordinate the intern induction process

and provide follow-up and guidance.

I 17.1- Prepare an intern evaluation and

report.

Ensure that the intern has the applicable insurance forCosta Rica. Signed ToRs and other documents.

The HTD is responsible for this activity at Headquarters .

Report is sent to both the CKMHCS and to the HTD.

NO AD-HOCT 2- Conduct a preliminary assessment

on the basis of the information provided.

Team comprised of the HTD / CKMHCS / ODD and a representative from the respective unit.

AD-HOCT 8- Will it require a strategic partnership? Macro 4

The DIREXI is informed, and proceeds pursuant to Process 4.2. Management of IICA's Political and Diplomatic Relationships with Key Actors.

RU 5- Ask the HTD to initiate the process for

selecting the intern and send them the Terms of Reference. Macro 1 YES Macro 3 HTD 16- Request evaluations of the visit/

internship process.

The CKMHCS is advised so that it may provide follow-up and control in the case of subsequent processes.

NO

Proceed pursuant to Process 1.3. Knowledge Systematization and Storage. Proceed pursuant to the provisions of Subprocess

3.3.1. Formulation of the Annual Action Plan.

START

EE 1- Make an internship request to IICA

and send the relevant information to the CKMHCS.

CKMHCS 5- Send offer to possible Receiving Units.

Only in exceptional cases. The information should indicate how the internship will be financed.

HTD / RU 7- Review the ToR.

RU 9- Adjust the AAP.

RU 17.2- The designated tutor prepares the

Institute evaluation and report.

CKMHCS 3- Does this satisfy

The CKMHCS informs the EE of the reason for its decision.

END

The RU communicates to the CKMHCS its interest, and evaluates if Internship competencies respond to the need of the RU. If so, RU prepares and sends the TOR to HTD.

The RU and the CKMHCS maintain a record of the ToRs. The latter also takes part in the review of the ToRs and their publication.

RU / HTD / CKMHCS 8- Inform the selected intern and the other participants

about the decision that has been made. Maintain a record of the process.

RU 10- Prepare documents, in keeping with the

respective modality and appoint a tutor for the intern.

HTD 11- Review the documentation and

coordinate logistical arrangements for the admission of the intern.

HTD / RU 12- Coordinate the intern induction process

and provide follow-up and guidance.

report.

Ensure that the intern has the applicable insurance for Costa Rica. Signing of ToRs and other documents.

The HTD is responsible for this activity at Headquarters.

The report is sent to both the CKMHCS and to the HTD.

CKMHCS 2- Assess the feasibility of an

internship. CKMHCS 4- Will it require a strategic partnership? Macro 4

The DIREXI is informed, and proceeds pursuant to Process 4.2. Management of IICA's Political and Diplomatic Relationships withKey Actors. DIREXI informs CKMHCS about the results. If it is negative, CKMHCS informs EE.

RU / CKMHCS / I 6- Express interest, coordinate interview,

carry out prior evaluation of the Intern and prepare TOR. Macro 1 Macro 3 HTD 16- Request evaluations of the visit/

internship process.

YES

NO

YES

NO

Proceed pursuant to the provisions of Subprocess 3.3.3. Adjustments to the Annual Action Plan...

Proceed pursuant to Process 1.3. Knowledge Systematization and Storage.

ES / P 14- Is the Internship or Visit

concluded early?

ES / P 15- Continue the Internship / Visit, until its

completion. .

NO

The RU will communicate its decision on termination or shortening the Internship or Visit to the counterparty, the HTD and the CKMHCS. The corresponding evaluation is carried out (15).

RU / I 14- Is the Internship or Visit

concluded early?

RU / I 15- Continue the Internship / Visit, until its

completion.

NO

The RU will communicate its decision on termination or shortening the Internship or Visit to the counterparty, the HTD and the CKMHCS. The corresponding evaluation is carried out (15).

RU / I 13- Start the Internship / Visit, according to

the approved Terms of Reference. RU / I

13- Start the Stay / Internship, according to

the approved Terms of Reference.

YES

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PA R TI ES I N V O L V ED PA R TI ES I N V O L V ED Process Manual Management of Human Capital

Delegations

MPR-9-005 Process Manual Management of Human Capital

Delegations

MPR-9-005

Version: 11.06.2020 Version: 11.06.2020

9.2.4 Management of Visits and Internships (Scheduled) 9.2.4 Management of Visits and Internships. (Unscheduled)

Delegations Delegations

AD - HOC Team ( AD-HOCT )

g Delegations ( D ) Intern / Prof. Visitor ( I )

External Entity ( EE ) natural or legal Center for KMHC Services ( CKMHCS ) Human Talent Division ( HTD )

AD - HOC Team ( AD-HOCT ) Delegations ( D )

Intern / Prof. Visitor ( I )

PLANNING AND SCHEDULING OF INTERNSHIPS PLANNING AND SCHEDULING OF INTERNSHIPS

START AND UNDERTAKING OF INTERNSHIPS START AND UNDERTAKING OF INTERNSHIPS

END OF THE INTERNSHIP END OF THE INTERNSHIP

START

D 1- Identify needs and include them in

the relevant instrument.

D 5- Include the scheduling of internships and

resources in the budget of the AAP for the following period.

During the final quarter of the year, each requesting unit should identify their internship needs for the upcoming period.

END

D 10.2- Prepare an evaluation and report, and

send them with the intern's CV and ToRs to the CKMHCS. AD-HOCT 3- Does this satisfy

CKMHCS informs the Delegation of the reason for its decision.

END

I

10.1- Prepare an intern evaluation and report.

At the request of the educational institution of the intern, the Delegation will send a report and evaluation of the internship. AD-HOCT

2- Conduct a preliminary assessment on the basis of the information

provided.

This team is comprised of the HTD / CKMHCS / ODD and a representative from the relevant unit. AD-HOCT 4- Will it require a strategic partnership? Macro 4

The DIREXI is informed, and proceeds pursuant to Process 4.2. Management of IICA's Political and Diplomatic Relationships with Key Actors.

D 6- Delegation follows the decentralized

process to initiate and undertake the internship.

Macro 1 Macro

3 (3.1)

Delegation sends the CKMHCS the ToRs, as well as the results of the selection process. YES

NO

YES

NO

Proceed pursuant to Process 1.3. Knowledge Systematization and Storage. Proceed pursuant to the provisions of Subprocess

3.3.3. Adjustments to the Annual Action Plan.

START

EE 1- Make an internship request to IICA

and send the relevant information to the CKMHCS.

D 6- Adjust the AAP.

Only in exceptional cases. The information should indicate how the internship will be financed.

END

D 11.2- Prepare an evaluation and report.

Send them with the intern's CV and ToRs to the CKMHCS. D 3- Does this satisfy

Delegation informs EE of the reason for its decision.

END

report.

At the request of the educational institution of the intern, the Delegation will send a report and evaluation of the internship. D

2- Assess the feasibility of an internship. D 4- Will it require a strategic partnership? Macro 4

The DIREXI is informed, and proceeds pursuant to Process 4.2. Management of IICA's Political and Diplomatic Relationships with Key Actors. DIREXIinforms D about the results. If it is negative, D informs EE.

D 7- The Delegation follows the decentralized

process to initiate and undertake the internship.

Macro 1 Macro

3

The Delegations sends the ToRs to the CKMHCS and HTD, as well as the results of the selection process. YES

NO

YES

NO

Proceed pursuant to the provisions of Subprocess 3.3.3. Adjustments to the Annual Action Plan.

Proceed pursuant to Process 1.3. Knowledge Systematization and Storage. D / I

8- Is the Internship or Visit concluded early?

D / I 9- Continue the Internship / Visit, until its

completion.

. NO

The D will communicate its decision on termination or shortening the Internship or Visit to the counterparty, the HTD and the CKMHCS. The corresponding evaluation is carried out..

D / I 7- Is the Internship or Visit

concluded early?

D / I 8- Continue the Internship / Visit, until its

completion. NO

The D will communicate its decision on termination or shortening the Internship or Visit to the counterparty, the HTD and the CKMHCS. The corresponding evaluation is carried out (15).

HTD 9- Request evaluations of the visit/ internship

process.

HTD 10- Request evaluations of the visit/

internship process.

YES YES

D 5- Carry out assessment and formulate TOR.

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Objective

Computer systems

Process Subprocess

9.3.1 Performance Management. Process

9.3 Training and development.

Promote the training, development and recognition of IICA staff so that they can successfully meet the requirements of their roles.

Scope

Hemispheric level.

Technical-regulatory actions and execution. Centralization at strategic levels and at Headquarters. Decentralization by country and by region.

1. The performance management system must measure the achievement of strategic goals set by IICA and the expected behaviors with respect to the competencies required for the position of the person evaluated.

2. The performance management program must facilitate the development plan of the evaluated staff members through follow-up programs, and must be aimed at improving general outcomes.

3. The performance management subprocess is systematic and includes permanent follow-up and an annual closing evaluation. 4. The subprocess must focus on the following aspects for each evaluated person:

a. Evaluation factors

i. Performance, based on objectives required for the role of the evaluated staff member – Annual Performance Map.

ii. Commitment, resulting from the measurement of competencies defined for all staff members and their contribution to institutional values. iii. Specific competencies required for each position.

b. Development plans aimed at bridging the gaps identified in the evaluation. These may be: i. individual: responsibility of each staff member to achieve specific goals or change his/her behaviors.

ii. immediate supervisor: responsibility of the evaluator to support staff members in bridging the gaps identified for their growth. iii. institutional: actions suggested by the Human Talent team based on the situation identified by the evaluator.

c. Identification of potential: assessment made by the evaluator (immediate supervisor) to determine whether the evaluated person (official) displays competencies that may lead to him/her to assume greater responsibilities in the future.

5. Each evaluation must be documented, physically or digitally, including all evaluated aspects and results obtained, and then integrated into the system.

6. In order to ensure that institutional objectives are attained, the Human Talent Management office, in its role as strategic partner, must align the Staff Training Plan with the Institute’s global strategy.

7. The Human Talent Management office, jointly with the Directorate of Corporate Services, are the entities in charge of defining a budget suitable to the needs identified in IICA’s Training Plan.

8. Training needs must be identified annually, but may be updated based on the flow of requirements generated in intermediate subprocesses and budget availability. 9. The Training Plan must address the training needs identified, with the flexibility required by the environment.

10. The effectiveness of the programs is measured based on the results obtained in the performance management subprocess, where improvements in the gaps identified for these programs must be visible; also, it must consider progress in the development of participants of the High Potential program.

11. Some programs must include specific effectiveness measurements, depending on the topic analyzed .

12. The High Potential Management subprocess must respond to objective assessment criteria and tools, and apply a differentiated approach in regards to other staff members.

13. Participants of the High Potential group must be motivated to remain in the group, and this process must involve the commitment of both the staff member and the Institution. Maintaining staff members in the plan will depend on the continuity of results.

14. The High Potential Development Plan is a formal document that both the staff member and the Institution must commit to supporting, with the goal of creating opportunities. Progress and changes must be documented, according to the situation of IICA and the staff member.

15. Development Plans must include educational programs (courses, workshops, distance learning programs, lectures), gaining more experience (special projects, position rotation, active learning), and/or personalized training programs (tutorials, coaching).

Version: 11.06.2020

SUGI - Individual Performance Evaluation System (IPES) – SAPIENS or equivalent – Intranet - E-mail – Dropbox - MS Office (Word Documents, PPT and Excel spreadsheets) - Integrated Human Talent Management System (currently not available; implementation expected in the upcoming months).

Indicators

• Percentage of compliance with periodical follow-ups of the Performance Map. • Ratio or percentage of improvement of key competencies.

• Percentage of positions with potential successors within the institution.

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Objective

MPR-9-005

Version: 11.06.2020

Outcomes

Results of the Human Capital evaluation for decision-making (development and retention). Development Plans (updated)

Identification of High Potential. Subprocess

9.3.1 Performance Management.

Determine the contribution, commitment and competencies of staff members, in order to ensure the boosting and development of their individual capacities and increase the value of their contribution to the Institute's objectives and results.

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PA R TI ES I N V O L V ED 9.3.1 Performance Management.

Human Talent Manager* ( GTH* ) Human Talent Specialist ( HTS ) Human Talent Generalist ( HTG ) Immediate Supervisor ( IS ) Official ( O )

9.3 Training and development.

START

1- Planning.

2- Execution and feedback.

Changes in regulations must be approved by the Director General. Support is provided by the Human Talent team.

At the time of the annual evaluation.

All staff members access the Computer Support System and register all the achievements for each outcome defined in their ICP.

HTM* / HTS 1.1 Review the regulatory framework and the

existing competencies structure, and determine its impact in the performance evaluation system.

HTM* 1.2 Enter the pertinent changes into the

Computer Support System.

HTM* / HTS 1.3 Prepare the annual execution plan of the

Performance Management subprocess.

HTM* 1.4 Prepare and send notices to indicate

initiation of the process and relevant guidelines.

All staff members are notified of the periodic follow-ups (''Performance Dialogues''), and due dates for entering results into the Computer Support System.

HTS / HTG 1.5 Verify that all staff members have entered

their ICP into the Computer Support System, along with Institutional and Specific

competencies per position.

HTS / HTG 1.6 Organize and offer awareness talks

about the process.

Once all staff members have completed their evaluation, the Computer Support System will automatically notify their Supervisor / Manager via e-mail.

HTM* / IS / O 2.1 Encourage supervisors and heads of the different

organizational units to participate in ''Performance Dialogue'' sessions with staff members in a systematic,

periodic and continuous manner.

O 2.2 Enter each individual contribution done

into the Computer System .

F 2.3 Send the form for review.

O 2.9 Enter acceptance or approval of the

process into the form or the Computer Support System. Move on to process 3.1.

The changes in regulations that require modifications in the Computer Support System must be coordinated with the Technology department.

The Plan must set the dates for each activity conducted, including the design of the Individual Contribution Plan (ICP) through SMART objectives, personnel awareness and training provided to participants in the process.

On-site at Headquarters and on-line for the Delegations.

O 2.8 Is the person evaluated satisfied with the evaluation? HTM* 2.12 Is the appeal request accepted?

Human talent shall examine the appeal request and notify the staff member of their decision.

HTM* / HTS 2.13 Coordinate a meeting between the

supervisor and the staff member to reach

HTM* 2.14 Was an

agreement reached?

HTM* 2.15 Submit the request for

reconsideration to the Performance Evaluation Review Committee.

HTM* / HTS / HTG 3.1 Consolidate and analyze the process

outcomes.

Prepare reports that include:

Reports per administrative entity, general ranking or ranking per competency, and others.

The outcomes of this process must directly inform the training subprocess. These sessions, to be held before the evaluation meeting, must enable a joint analysis by managers and officials:

How are things going? Why are things going the way they are going? What can we improve? How can I help you?

NO YES

NO

The formal evaluation is conducted during this meeting. The supervisor will invite the staff member with advance notice, making sure all considerations for the meeting are addressed.

IS 2.4 Schedule and invite the staff member to

the ''Performance Dialogue'' session.

The Supervisor / Manager performs the evaluation considering: Compliance with individual contributions (ICP) Institutional Competencies (Commitment). Specific competencies (Role / Position).

IS / O 2.5 Access the computer system and

perform the evaluation(s) of officials.

The GROW methodology is recommended for the development of action or improvement plans: Goal

Reality Options Will

The development plans should include:

Individual aspects - What the staff member will do (commitment).

Supervisor – actions that he or she commits to in order to support the staff member's development process. Institutional – suggestions on what IICA should do through Human Talent.

IS 2.7 Send the evaluation to the staff member

so that he/she can review and accept it.

IS / O 2.6 Define the agreed development plan for

the period.

O 2.10 Enter any comments on your

disagreement into the computer system and send your request for reconsideration to the Human Talent

division.

HTM* / HTS 2.11 Receive, address and resolve the

request(s) for reconsideration.

3- Results and follow-up

HTS / HTG 3.2 Determine the existence of specific

development plans with staff members, immediate supervisor and Human Talent.

HTM* / HTG 3.3 Send a general ranking report and

the results of the evaluations by organizational unit.

HTG 3.4 Issue the different reports.

This plan must be subject to periodical follow-up .

Specific reports must be issued to enable actions such as the identification of staff members with high potential. According to the provisions of the Staff Manual and Staff Rules, the Performance Evaluation Review Committee shall receive, address and resolve requests to reconsider performance evaluations, or else submit them for the Director General's consideration.

Once the ''Performance Dialogue'' is concluded, the Manager / Supervisor will officially finalize the evaluation in the system. The staff member will be notified via e-mail so that he or she can attest to the finalization of the process.

NO

YES

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Objective

MPR-9-005

Version: 11.06.2020

Outcomes

Training Needs Diagnosis Matrix (intermediate outcome). Annual Training Plan (intermediate outcome).

Annual Report on Training and Subsidies (intermediate outcome).

Continuous improvement of the training subprocess, based on the evaluation and follow-up (intermediate outcome). Trained personnel (training and development) with the required competencies.

Subprocess 9.3.2 Training.

Ensure that all IICA officials can strengthen, develop or modify their competencies through training actions aligned with institutional objectives, applying a systematic and continuous process.