HEADS OF DEPARTMENTS
PM Roles and Responsibilities
Heads of Departments/Offices/Missions play a crucial role in supporting staff and managers in the performance management process by providing guidance, communicating standards and ensuring timely departmental compliance for all stages of ePerformance.
The main PM roles and responsibilities for Heads of Departments/Offices/Missions (HOD) are below:
- Heads of Department (HOD) have the primary responsibility for timely, consistent and fair implementation of the performance management process. As such, they need to oversee departmental communications about, inter alia, best practices in PM for their contexts, the PM policy and system and ePerformance deadlines.
Strong communications about performance management - for example through town hall meetings or email broadcasts – can increase overall productivity along with staff awareness of and compliance with PM requirements.
- Heads of Department are responsible for ensuring that all staff in their entities comply with ePerformance deadlines at the work plan, mid-point review and end-of-cycle stages. They do this in part through their senior management team who must ensure divisional-level compliance. Final accountability on implementation, however, rests with Heads of Departments.
These leaders must also ensure that SROs and FROs comply with guidelines on addressing underperformance. They do this through communicating with their direct reports about performance issues, including cases that warrant special attention or escalation and staying aware of the status of cases that have advanced to the internal justice system.
- A Head of Department must develop an annual work plan for his/her entity and oversee its distribution to all staff. He/she should ensure that the senior management team aligns the work plan with divisional, sectional and unit work plans. If this alignment is in place, then every staff member can reflect team goals in their individual work-plans.
This technique ensures maximum productivity toward delivering on UN mandates. It can also help to motivate staff because they can see in their work plans how their projects or tasks affect larger-level goals.
- Per the performance management policy (ST/AI/2010/5), a Head of Department may
“establish performance standards for the department of office as the basis for individual success criteria.”
In practice, this can take the form of a series of meetings between a HOD and a senior managementratings guidelines are discussed and decisions are made about how ratings will be applied in their entity.
team in which the
When such a standard is set, and all managers know what kind of performance constitutes, for example, the
“exceeds expectations” or “meets expectations” ratings, then the application of ratings department-wide is more likely to be consistent and fair.
Guidance and Tips
Check out the Manager’s Toolkit for resources on the following topics and more:
Mandatory Training for newly appointed Senior Leaders in Peacekeeping Operations at D2, ASG & USG levels
|Course Name||Direct Link /Contact||Modality/ Mandate|
|Senior leadership Programme (SLP)7||Contact Mr. Ettore di Benedetto at firstname.lastname@example.org for information||5-day residential programme.
Refer to note of 4 February 2005 from DSG to ASG DPKO
7 To be taken within the first 6 months of employment
See other mandatory programme information here.