Adjust Institutional Incentives to Promote Learning and Development Outcomes:
- Take steps to ensure that the staff's Overall Performance Evaluation and salary ratings, the Bank's career development and promotion system, and the system for time and budget allocations in Work Program Agreements, give sufficient weightin practiceto learning and knowledge sharing for the purpose of improving development outcomes, so that the pressure to lend does not compromise development outcomes.
- Strengthen the technical stream by consistently promoting suitably qualified technical experts to higher level positions.
- Provide better guidance to operational staff about the evidentiary standards needed to assess project outcomes and to establish attribution with due regard for factors outside the project that may have influenced outcomes.
Under the reorganization, the approach to performance rewards and recognition is being overhauled, but so far staff remain doubtful that this will increase the incentive for learning and knowledge sharing. The Overall Performance Evaluation has, in the past, given insufficient weight to learning and knowledge sharing and it remains to be seen how much this will change.
Past attempts to create a technical career stream have met with limited success and the newly-created post of global solution leads may be a way to rectify this lack.
The Bank is overhauling its approach to performance rewards and recognition but it is too early to say whether this will increase the focus on development outcomes.
The evidence that the Bank uses to evaluate projects at completion is typically insufficient to demonstrate that the results observed are attributable to the project.
WB: Partially Agree. Management notes that "Create, Apply and Share Knowledge" is already one of the WBG Core Competencies. During the end-year evaluation, staff's absolute performance against both the business and professional development objectives set at the beginning of the year are evaluated. This process also includes an assessment against the WBG core competencies (http://myhr.worldbank.org/hronline/l4/view?cid=23526755).
Management also notes that the criteria used for assessing staff eligibility or promotion readiness is based on business needs and other factors (e.g., number of positions, budget implications). When a business need exists, any staff with a demonstrated strong track record of high performance (evidenced in performance rating history and performance evaluations) and meeting all competency criteria for their job stream in the current and next levels (based on the competency framework) can potentially be promoted. Systematically promoting staff to the next level, only based on technical expertise and with abstraction of business needs and resource implications, would not be feasible.
Management also notes that the generalization that evidence is insufficient to demonstrate attributable results is not substantiated by the report. However, Management does agree that there is a need to improve guidance to staff. Management commits to review the existing guidance for preparing Implementation Completion Reports and training for staff.
Action 3a: Strengthen mobility of staff as a key driver of the organizationï¾s global reach, knowledge and expertise, and provide clarity around the experience needed to maintain the WBGï¾s comparative advantage in delivering solutions for clients.
Indicator: Set the direction of and adopt the career development framework principles.
Baseline: Lack of a career development framework
Target: 1) build a more robust career and talent governance approach; 2) determine protocols for succession planning for key roles across Bank operations; 3) develop career paths for key roles across Bank operations.
Action 3b: Improve guidance to staff on assessment of project outcomes
Indicator: New ICR guidance note developed and published
Baseline: 2006 ICR guidance note on OPCS website
Target: Staff use the revised ICR guidance note to assess project outcomes.
Timeline: Q4 FY17
Action 3c: Strengthen M&E skills for staff
Indicator: Number of staff trained.
Baseline: No coordinated global M&E training program in place for staff.
Target: M&E training in in HQ and the field is incorporated into the core operational learning program; 200 staff are trained in FY16 and FY17
Timeline: FY17 Q4
Efforts by the Bank such as the Career Advisory Panel (CAP), or the new Global Mobility support Framework (GMSF), or the FY16 Talent Review, or the ICR reform, while important, will not bring about the recommended culture shift and transformation of institutional incentives such that learning becomes an integral part of Bank operations. Missing are actions to: (i) make the Create, Apply and Share Knowledgecore competency count in the OPE and salary ratings; (ii) make promotions contingent upon demonstrated learning and knowledge sharing behavior (including for senior Bank management); (iii) ensure that suitably qualified staff in the technical stream have opportunities for promotion; and (iv) ensure sufficient budgets and time for learning and knowledge sharing in the WPAs. Also helpful would be actions that ensure that senior management statements and questions at review meetings emphasize the importance of learning and knowledge sharing, that senior management leads by example and reacts constructively when faced with unfavorable news, and that senior management creates an environment in which Bank staff feel the psychological safety to take risks, recognize mistakes, and learn from them.
On Action 3A, a number of important initiatives have been taken to strengthen career and talent governance and planning since the start of FY16. In July 2015, HR established a dedicated Center of Expertise to be the fulcrum for "all things careers." To get things grounded in operational reality by drawing on real practitioners' experiences, a Career Advisory Panel (CAP) was formed and sponsored by the MDO, SVPOP, and HRSVP. In October, the GE Ready program launched, and already almost 40 percent of its first GE ready-now cohort have taken GE roles. To simplify and harmonize the compensation and benefits programs that support globally mobile staff, the Board recently approved a new Global Mobility Support Framework (GMSF), became effective January 1, 2016. The new GMSF will ensure that globally mobile staff are treated equitably, based on the purpose and duration of their assignment, rather than their origin of hire. Under the current approach, there are seven types of assignments, based on multiple criteria. The new Framework reduces this to three, which will be used for all staff on assignment. In addition, IFC will continue to use the Localization Plus package to support its decentralized business model. In March 2016, the CAP for career management for A-D staff was launched.
A new Career Framework, the umbrella for all these initiatives, was piloted in WB Operations and is being rolled out in FY17. The Career Framework for WB Operations emphasizes Country Office Staff Career Development (recommendations endorsed and implementation underway); Career Tools (career tools were validated for the following roles: CM, PL, PM, CD ; PD; and readiness criteria for these roles piloted in the FY16 Talent Review to develop talent pools as source of selection for these roles); and Career ; Talent Governance (Career ; Talent Boards and Councils set up by professional families, and under implementation in FY17).
The Career Framework for WB Operations emphasizes Country Office Staff Career Development (recommendations endorsed and implementation underway); Career Tools (career tools were validated for the following roles: CM, PL, PM, CD ; PD; and readiness criteria for these roles piloted in the FY16 Talent Review to develop talent pools as source of selection for these roles); and Career ; Talent Governance (Career ; Talent Boards and Councils set up by professional families, and under implementation in FY17 guided by freshly developed with starter kits). The Career Framework recognizes depth and breadth of experience and encourages lateral opportunities that enrich and broaden job skills for future roles. It advocates more managed careers in which staff and managers get the training and guidance they need to support more meaningful career planning. On Action 3b, Management is advancing a broad reform of the World Bank's self-evaluation approach, including the ICR process, with a view to enhancing strategic as well as task-level learning and adaptive management. An approach paper is under preparation in close collaboration with IEG. New ICR guidance and training will be developed once the reform options are agreed. On Action 3c, the core operational learning program currently offers M;E clinics (webinars and face-to-face) and Results/M;E workshops at HQ and in the field. In FY16, a total of 261 staff participated in the various learning sessions.