1. Leaders at IICA

Human Talent DivisionResponses to the most frequently asked questions during the Annual Performance Map (APM) presentations / February 2019

1. Leaders at IICAWhat criteria are used to define who is a leader? What about team members who lead teams/projectswithout being supervisors, or those who are potential leaders?

A leader is anyone who has at least one direct report and/or whose duties require leadership skills. Teammembers who are identified as leaders in their respective areas, despite not having any direct reports,will be taken into account (the HTD is currently preparing a list of these team members with supportfrom the leaders in each area).

How will I know whether I will be evaluated as a team member or as a leader?

Each staff member will be assigned the role of leader or team member in the online APM system. Thisinformation will be displayed upon entering the system.

Who evaluates leaders? What will their evaluation be like?

Each leader will be evaluated by his or her immediate supervisor. The leader’s evaluation includes corecompetencies, leadership competencies and a final rating.

Will leaders participate in improvement plans?

An improvement plan will be implemented for any team member or leader who requires it.

Does the new APM system enable team members to evaluate their leaders?

Team members will not evaluate their leaders during this phase of the project, given that these types ofevaluations require a level of organizational maturity that we can only achieve by eliciting a culturalchange within the Institute. However, we will be conducting a survey of the organizational climate andculture, to provide all staff members with an opportunity to share their opinions. Leadership is one of theareas that will be addressed by the survey.

Which procedure will be followed to resolve conflicts between team members and their leaders?

The HTD will assist in resolving any issues, as requested. This year, in order to take on a more proactiverole, we will be organizing communication and conflict resolution workshops for all IICA staff members.

10 main topics


2. Annual Performance Map (APM) – General aspectsWill staff members in the Delegations and staff members contracted with external resources prepareAPMs?

Yes, the APM will apply to staff members in the Delegations as well as staff members contracted withexternal resources to whom IICA rules apply.

The previous system (IPES) automatically displayed the goals/results of each area that applied toeach staff member. Where will we find this information now?

The goals/results will be listed in each area’s ANSP/ASPH; however, “additional” goals/results that are apriority (but are not included in the plans) may also be included. The online APM system will not displayeach Unit’s goals/results; therefore, each team member must draft his or her goals/results with thecorresponding leader, using the templates included in the APM guide.

Will the goals/results include percentages or indicators? Could you provide concrete examples forthe technical and administrative areas?The system does not include weighted percentages for the goals/results, given that the evaluation has amore qualitative focus. The indicators are established together with the leaders at the beginning of theyear and during the check-ins. A few examples will be made available through the APM section of theIntranet.Can any activities implemented between January and March 2019 be included in the APM?

Yes, they may be included; the system allows for retroactively programming activities within the 2019period.

Will the APM be linked to compensation packages?

The APM will not be tied to compensation; instead, it will focus on boosting the professional/personalperformance and development of staff members. It will also foster dialogue between leaders and teammembers throughout the year.

What is the purpose of the “professional aspirations” section of the APM form?

This section enables the team member to share his or her professional aspirations, so that they may betaken into account in the Individual Development Plan (IDP).

What do you hope to achieve through the APM by the end of 2019?Our goal is to successfully implement the new performance management model, fostering a culture ofcontinuous learning and growth.

3. Evaluation processWhy are ratings only given to leaders? Shouldn’t this be the same for everyone?

Ratings are given to leaders due to their high level of responsibility in their positions, which has asignificant impact on their teams and the results achieved.

What would be the consequence of unsatisfactory performance?

A number of tools are available to improve performance as necessary, such as the IndividualDevelopment Plan (IDP), check-ins and the Performance Improvement Plan (PIP).

What if I do not agree with my leader’s comments or with my evaluation in general?

Team members may include comments on the APM form and contact the HTD, if necessary.

How will the evaluation be carried out if I have more than one leader or if a different leader isassigned to me later in the year?

If you have several leaders, the procedure will be coordinated together with the HTD. If you areassigned a different leader, the procedure will be as follows:

a) Leader for less than 3 months: Will not complete the evaluation.

b) Leader for more than 3 months but less than 9 months: Will complete the evaluation forthe corresponding period.

c) Leader for more than 9 months: Will complete the entire evaluation.

Given that the APM is not tied to any form of compensation, what kinds of incentives will therebe?

The Individual Development Plan will be the primary incentive of the APM, by providing staffmembers with opportunities for professional and personal growth. Not all incentives will depend onthe results of the APM.

Why not implement 360-degree feedback assessments, like in other organizations?

We have not programmed any 360-degree assessments in this phase of the project because thesetypes of evaluations require a level of organizational maturity that can only be achieved by eliciting acultural change. However, we will be conducting a survey of the organizational climate and culture,to provide all staff members with an opportunity to share their opinions.


4. Individual Development Plan (IDP)What method will be implemented to improve my growth?

The Individual Development Plan is the tool that will be implemented to improve the performance and development of staff members. It will allow for identifying gaps with respect to the knowledge and skills required for a position. Staff members willbe provided with the necessary training resources and support.

Should I tailor my growth expectations to the responsibilities of my current position?

The IDP focuses on growth opportunities related to the current position, but it also allows for considering other relevant skills approved by the leader.

Will employee retention and career plans be prepared at the Institute?

The APM represents the first step towards improving performance management and, in turn, employee retention and professional growth.

What if a leader does not foster the team member’s development out of fear that he or she will transfer to a different area, or for other reasons?

This would be a topic of discussion with the leader during check-ins or other opportunities for dialogue. If necessary, you may contact the HTD to discuss the situation.

Who receives the Individual Development Plan (IDP) and the team member’s comments?

The leader is responsible for following up on the IDP and the team member’s comments.

Do all staff members have access to resources to fund training opportunities, or are these available to LPP only? What will happen with the $500 financial aid for studies?

Resources to fund training opportunities are available to all staff members. This type of financial assistance will continue to be provided. We are currently assessing various options in order to increase the amount of resources available for this purpose.


5. Check-InsAre check-ins conducted individually or as a group? What happens afterwards?

Check-ins are conducted individually. They are recorded in the APM system and serve as input for the staff member’s development and capacity-building opportunities.

Does the leader need to wait until a check-in takes place to follow up on matters related to the team member?

Check-ins are just one of the many opportunities available to discuss performance. Leaders may create other follow-up opportunities throughout the year.

What happens if a leader does not carry out the check-ins?

The APM system records progress with respect to check-ins, which enables the HTD to generate notifications regarding the status of check-ins in each area.

6. Job descriptions – CompetenciesIs there an institutional competency framework?

An IICA Competency Framework has been developed and is available in the APM section of the Intranet.

How can I know what my job description is, and the competencies on which I will be evaluated, if we do not have an updated manual of job descriptions?

We will be working on creating an updated manual of job descriptions in the medium term. During this phase of the APM, leaders and team members will work together to identify relevant competencies based on the responsibilities of the current role as well as the IICA Competency Framework.

7. CommunicationVery little information about the ANSP/ASPH and the organizational structure has been shared. Where can I find more information?

You must ask your leader about the corresponding ANSP/ASPH, in order to establish the goals/results in the APM. With respect to the organizational structure, it is currently being adjusted by the institutional authorities.

Most of us are fearful of sharing our opinions regarding the performance of our leaders or other members of our teams. Could we share our opinions or needs by means of a “confidential comments” box?

The HTD will provide other tools to foster effective communication. We will be conducting a survey of the organizational climate and culture, to provide all staff members with an opportunity to share their opinions.

8. Leadership School

Who will participate in the leadership school?

Several groups that include IICA leaders will be created. A leader is anyone who has at least one direct report and/or whose duties require leadership skills. Team members who are identified as leaders in their respective areas, despite not having any direct reports, will be taken into account (the HTD is currently preparing a list of these team members with support from the leaders in each area).

Contact us: [email protected]


9. Human talent managementWill the APM allow for adequately placing staff members within the organizational structure and improving salary scales?

The APM provides input on the performance and competencies of staff members. The manual of job descriptions is the resource that is directly related to the organizational structure and salary scales. We are currently working to complete this manual before the end of the year.

What if I am assigned new duties without prior analysis of my job description or any adjustment to my salary?

An analysis of the job description must be conducted whenever new duties are assigned, in order to assess the extent to which the position or its degree of difficulty will vary, and whether this requires an adjustment to the salary. A change in the duties of a position will not always imply an increase in salary.

Can a staff member with the required competencies and experience, but no academic degrees, apply for a high-level position?

Academic degrees are required for high-level positions; the only aspects that vary are the areas of specialization and the academic levels required for the various positions. Experience and competencies may complement an academic degree that is lower than thatrequired for a position.

Will succession and mentoring plans be developed at IICA?

The development of succession and mentoring plans will form part of the HTD’s strategy in the medium term.

How can we foster the retention of younger staff members, who feel they have few opportunities for promotion?

The development of retention and succession plans will form part of the HTD’s strategy in the medium term.

10. Organizational climateHow will behaviors that affect teamwork, as well as incentives to motivate staff members, be identified?

The APM is a tool that allows for identifying individual behaviors while fostering professional and personal development. This information will be complemented by the results of the survey on the organizational climate and culture, which will be sent out to all IICA personnel shortly.

Your voice matters!

Documents

1. Leaders at IICA