case study series - UNSSC

Mar 23, 2018 - the field. A recently retired Regional Director for UNAIDS who worked closely with Jan described how she. 'made it clear we needed to change, ...
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CASE STUDY SERIES

DELIVERING SUCCESSFUL CHANGE ON DIVERSITY AND INCLUSION IN THE UN

#1/2018

ABOUT the UNSSC

Case Study Series #1/2018

Since its inception, the United Nations System Staff College has sought to catalyze interagency collaboration and equip UN staff with the skills and competencies to face evolving global challenges. The College serves as a distinct, system-wide, knowledge-management and learning institution. Its mission is to contribute to a more effective, results-oriented and agile United Nations through learning, training and knowledge dissemination.

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With the adoption of Agenda 2030, the College has further channelled its energy towards enabling the UN system to achieve the vision of universality and interconnectedness by establishing the following: • The Knowledge Centre for Sustainable Development in Bonn (Germany) which builds substantial knowledge around Agenda 2030 • The UN Lab for Organizational Change and Knowledge (UNLOCK) — a programme entirely devoted to organizational change and transformation For further information and to download the case studies, please visit: www.unssc.org, or contact: Sabine Bhanot Organizational Change & Learning Specialist UNLOCK [email protected]

Mads Svendsen Coordinator of Advisory Services UNLOCK [email protected]

UNLOCK Case Studies have been prepared as part of a range of initiatives designed to foster necessary change throughout the UN system. Subjects have been chosen because of their relevance to agencies and staff across the system, as well as the potential to stimulate learning and knowledge sharing that leads to the practical steps required to build a stronger UN. The opinions and statements presented here do not necessarily represent those of the UNSSC.

TABLE OF CONTENTS

04/62 Introduction

Case Study Series #1/2018

06/62 Section 1: Five case studies on UNAIDS, UN CARES, UNDP, UNDSS, UNHCR

42/62 Section 2: 12 change management principles and practices contributing to successful change on diversity and inclusion in the UN

Conclusion

56/62 Appendix

58/62 Acknowledgement

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INTRODUCTION In 2017 the UN Laboratory for Organizational Change and Knowledge (UNLOCK) - a programme of the United Nations System Staff College that promotes a culture of change and innovation in the UN system, in partnership with UNDP’s Management Consulting Team – began a study of successful change on diversity and inclusion in the UN. There is plenty of guidance already available within the UN system on the steps that organisations and individuals can take towards gender equity, diversity and inclusion1.

Case Study Series #1/2018

The intention of this new inquiry is not to replicate what’s already available. Instead, the aim is to add new insight, by focusing specifically on the ‘change’ part of what it takes to make progress on diversity and inclusion. What does a ‘change management’ approach on diversity and inclusion mean? How are individuals and organisations interpreting and applying change management principles and practices to action on diversity and inclusion? What is it that leaders, managers and staff in the UN need to know about how to approach change on diversity and inclusion, in order to maximise the chances of making progress? To help explore these questions, five UN entities agreed to take part in an in-depth study of successful change on diversity and inclusion. They are: UNAIDS, UN Cares, UNDP, UNDSS and UNHCR. The five entities were identified by word-of-mouth, by reference to pre-existing performance data on diversity and inclusion in the UN2, and because between them they illustrate a range of different approaches to change.

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The study took place between July and Dec