84633 OMBUDS SERVICES and R E S P E C T F U L WO R K P L AC E ADVISORS PROGRAM Annual Report 2 0 1 3 Confidential, Impartial, Independent, Informal Explore Solutions… Ombuds Services Confidential, Impartial, Independent, Informal The World Bank Group’s Ombuds Services (OMB) office has three major functions: 1. To help staff and managers resolve workplace problems 2. To alert management to trends and issues that should be addressed to improve the working environment and make recommendations for change in policy or practice 3. To administer the Respectful Workplace Advisors (RWA) Program Key Characteristics Confidential Under Staff Rule 9.02 and the office’s professional standards, communications with Ombuds Services are private and absolutely confidential. An Ombudsman does not divulge any information told to him or her that might reveal a staff member’s identity, unless authorized by the staff member (except if there appears to be imminent risk of serious harm). It is a safe place for staff to discuss any conflict, concern or dispute outside formal communication channels, without fear of retaliation. Impartial An Ombudsman is impartial and does not serve as an advocate for a particular point of view or for any of the parties involved. The office strives for solutions that are consistent with fairness and respectful treatment. Independent Ombuds Services is not part of the formal organizational structure. Each Ombudsman is appointed by the President on the advice of staff selected by the Staff Association. An Ombudsman is not subject to annual performance reviews, receives a nominal salary increase, serves a five-year term which may be renewed one time and may not accept a position elsewhere in the World Bank Group for a period of two years after completing their term. Informal Ombuds Services is focused on problem-solving and encourages informal resolution of problems at the lowest level possible in a way that minimizes harm to relationships. Contacting Ombuds Services is not the same as reporting an issue to the organization and does not place the WBG “on notice”. The office does not register complaints, perform investigations, or keep formal records for the Bank Group, but an Ombudsman can provide advice about the Bank Group’s formal grievance system. How Can We Help? The office’s objective is to facilitate resolution to workplace issues. An Ombudsman does not make decisions or mandate actions, and the staff member remains in full control of any actions that would be specific to him/her. An Ombudsman can: • Hold confidential discussions to listen to staff’s concerns or inquiries • Analyze the facts of a given situation and provide an impartial perspective on the issue(s) • Help identify and evaluate options for the staff to consider • Help staff decide which option makes the most sense • Provide advice on how to implement the selected option(s) • Coach staff on how to deal with the problem directly • Provide informal intervention, only if requested by staff • Provide information on policies and procedures • Explain other available resources and refer staff to other units in the WBG that may help CRS  |   Conflict Resolution System O M B U D S S E R V I C E S and Respectful Workplace Advisors Program Annual Repor t FY 2013 This report reviews the work of the World Bank Group’s Ombuds Services office and the Respectful Workplace Advisors Program during the fiscal year 2013. TA B L E O F C O N T E N T S List of Acronyms & Abbreviations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Section 1: Ombuds Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 OMB Caseload and Visitor Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 OMB Caseload. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Ombuds Interventions and Resources Used. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Recent Developments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Issues, Trends, and OMB Observations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 OMB Visitor Issues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Change Initiatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Visitor Evaluations of OMB’s Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Feedback Survey Responses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Dimensions of Evaluation and Analysis of Reponses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Section 2: The Respectful Workplace Advisors (RWA) Program . . . . . . . . . . . . . . . . . . . . 21 Program Characteristics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 RWA Caseload, Visitor Demographics, and Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Characteristics of Staff Who Consult RWAs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Issue Types Reported to RWAs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Program Updates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Fiscal 2013 Program Achievements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Value Added/Impact of Program. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 RWA Program – Some Challenges Annexes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Annex 1: Definitions of Issue Categories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Annex 2: Issues Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Annex 3: Respectful Workplace Advisors (RWA) Program – Terms of Reference. . . . . . . . . 39 Annex 4: Respectful Workplace Advisors (RWA) Program – Program Objectives. . . . . . . . . 40 Annex 5: Standards of Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 iii OMBUDS SERVICES | ANNUAL REPORT 2013 List of Figures and Tables Figure 1: OMB Caseload, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Figure 2: New OMB Visitors Compared with WBG Staff, FY13 . . . . . . . . . . . . . . . . . . . . . 9 Figure 3: Employment Types of New OMB Visitors Compared with WBG Staff, FY13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Figure 4: OMB Utilization by Unit Type Compared with WBG Staff, FY13 . . . . . . . . . . . . 10 Figure 5: OMB Utilization by Unit Type and Location Compared with WBG Staff, FY12. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Figure 6: Management Skills and Behaviors Subcategories for Fiscal Years 2012 and 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Figure 7: RWA Contacts, FY06–FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Figure 8: Characteristics of WBG Staff and RWA Visitors, FY13 . . . . . . . . . . . . . . . . . . . . 23 Figure 9: Origination of RWA Contacts, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 10: Referrals from RWAs, FY13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Figure 11: Referrals from RWAs, FY12 and FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Table 1: Change in OMB Utilization from FY12 to FY13 by Demographic Category. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Table 2: Resource Utilization Frequency, FY12–13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Table 3: New OMB Visitors’ Issues, FY13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Table 4: Quality of Services Provided by Ombuds Services, FY13 . . . . . . . . . . . . . . . . . 18 Table 5: Utility of Consulting Ombuds Services, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Table 6: Likelihood of Consulting Ombuds Services Again or Recommending it to Others, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Table 7: New RWA Visitors’ Issues, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Table 8: Number of RWAs, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Table 9: RWA Demographics, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Table 10: RWA Training Sessions, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Table 11: RWA Training Feedback, FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Table 12: RWA Program Evaluation Recommendation Implementation. . . . . . . . . . . . . . . 29 Table 13: Outgoing RWAs, FY13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 iv L I S T O F A C R O N Y M S & A B B R E V I AT I O N S ACS Administrative and Client Support Staff AFR Africa CO Country Office CRS Conflict Resolution System DEC Development Economics EAP East Asia and Pacific EBC Office of Ethics and Business Conduct ECA Europe and Central Asia EXT External Affairs FAC Finance, Administrative, and Corporate Units EXT External Affairs FAC Finance, Administrative, and Corporate Units FY Fiscal Year GA–GD Grade A–D GE+ Grade E and above GEF Global Environment Facility GSD General Services Department HR Human Resources IBRD International Bank for Reconstruction and Development ICSID International Center for Settlement of Investment Disputes IFC International Finance Corporation IJS Internal Justice System LAC Latin America and Caribbean LEG Legal (Vice Presidency) MEF Office of Mediation Services MNA Middle East and North Africa MIGA Multilateral Investment Guarantee Agency OMB Ombuds Services OPCS Operations Policy and Country Services OPE Overall Performance Evaluation OPS Operations Policy and Strategy Group v OMBUDS SERVICES | ANNUAL REPORT 2013 PEP Performance Evaluation Plan PREM Poverty Reduction and Economic Management PRS Peer Review Services RWA Respectful Workplace Advisors SAR South Asia SB Sector Board SRI Salary Review Increase SSA/CR Sub-Saharan Africa/Caribbean STT/STC Short-Term Temporary/Consultant VP Vice President VPU Vice Presidential Unit vi EXECUTIVE SUMMARY Ombuds Services (OMB) and the Respectful contrary to expectations. Staff with term appoint- Workplace Advisors (RWA) Program aim to help ments showed the largest increase in usage com- any Bank Group employee address any kind of pared with last fiscal year, perhaps owing to the workplace issue, in a confidential and informal 17 percent increase in the number of staff with a way. The Ombuds office provides training, sup- term appointment. OMB data show that among port, and back-up to the RWAs, who are volunteer term staff visitors, contract renewal was the sin- staff chosen by peers and located primarily in the gle most frequently raised issue related to Human country offices (COs). This annual report summa- Resources (HR) processes. rizes usage patterns, issues raised and observed for both programs, and OMB exit survey data. Staff in different administrative locations may be more or less likely to use Ombuds services. For example, visits by staff from region, network, and OMBUDSMAN SERVICES Finance, Administrative, and Corporate (FAC) units decreased in fiscal 2013. Overall usage by IFC staff The main accomplishments for the OMB office in increased by 15 percent, although they continue to fiscal 2013 were a substantial increase in the partic- be slightly underrepresented. IFC CO-based usage ipation of CO staff, indicating successful outreach increased by 31 percent this year and accounted for efforts; strongly positive exit survey results; and 70 percent of IFC’s total usage. A possible reason timely response to the increased volume of staff for this rise may be greater awareness owing to the using Ombuds Services. increased number of IFC RWAs in the COs as well as the presence of an ombudsman in Bangkok. Service Usage. During fiscal 2013 reporting Little change was seen in usage by Washington- period, OMB saw 578 new visitors, a 28 percent based IFC staff. The higher usage by Washington- increase from the annual average of 452 new visi- based network and FAC units most likely occurs tors between fiscal 2009 and fiscal 2012. As in the because of the larger numbers of these staff groups past, certain groups—CO-based staff, men, Part in Washington. 2, and GA-GD staff—continue to be underrepre- sented among OMB visitors. For reasons that are Ombudsman Interventions. An ombudsman not clear, usage by staff from Sub-Saharan Africa may intervene when explicitly requested to do so and the Caribbean (SSA/CR) dropped by nearly by a visitor, if the ombudsman agrees that inter- half (48 percent). Historically, SSA/CR staff have vention is appropriate. An intervention does not been underrepresented, with fiscal 2011 and fiscal necessarily indicate that the management is in con- 2012 being outliers, so this decline may represent flict with an individual in its unit. OMB frequently a reversion to previous patterns. works in partnership with other units, especially HR, the Office of Ethics and Business Conduct Usage by type of employment remained roughly (EBC), and other Conflict Resolution System (CRS) similar to past trends. Open-ended and regu- units, to resolve problems. The most frequent type lar staff continued to be overrepresented in fis- of intervention is speaking with a visitor’s manager, cal 2013, while the remaining appointment types followed by communication with HR. The number were underrepresented. The exception was staff of interventions decreased from 191 in fiscal 2012 with term contracts, who were overrepresented, to 143 or about 26 percent of cases in fiscal 2013, 1 OMBUDS SERVICES | ANNUAL REPORT 2013 for reasons that are not entirely clear. One may be Staff complained about lack of feedback during that many visitors use the ombudsman as a sound- the year, early decisions on salary review increases ing board or information source, and prefer that no (SRIs) before feedback has been received and intervention take place. The trend may also reflect considered, and decisions to place a staff mem- somewhat greater concerns about retaliation for ber in an Opportunity to Improve program (OTI) using the service. without previous feedback on performance. Neg- ative feedback that is shrouded in confidential- Country Office Outreach. Outreach to CO staff ity was a source of frustration for a number of has been a priority for OMB for the past six to visitors. There was confusion about the relation- seven years. Regular visits to COs give OMB impor- ship between the Overall Performance Evaluation tant opportunities to meet with management and (OPE) ratings and the SRI. Another concern that staff in person, inform staff about the resources was frequently mentioned was the transparency of available through the Internal Justice System (IJS), promotions, selections, assignments, and reassign- and gain a better sense of the challenges staff face ments. Visitors perceived these processes as often in different COs. To support this objective, in fis- unfair and unduly influenced by both personal cal 2013 David Talbot was relocated to the Bank’s relationships and the existence of unannounced CO in Bangkok, with the mandate of expand- preferred candidates. ing OMB’s reach to COs. These efforts have been largely successful, in that the representation of CO The second most frequently raised type of issue staff among visitors to OMB is almost 100 percent was management skills and behaviors, at 32 per- proportional to their share of all staff. cent. Respectful treatment ranks among the high- est overall concerns at 9 percent, followed by OMB Service Standards. To monitor perfor- supervisory effectiveness at 6 percent. Respect- mance and continue to improve services, OMB ful treatment was also an issue frequently raised uses an anonymous survey to gather feedback by CO-based visitors. In particular, visitors raised from visitors. To further improve internal pro- concerns about managers who are not consulta- cesses and services provided to visitors, in fis- tive and who are perceived to humiliate and ver- cal 2013 OMB developed service standards and bally abuse staff. Although respectful treatment criteria for tracking, measuring, reporting, and was the issue most frequently raised, supervisory evaluating the results. The service standards effectiveness and trust/integrity saw the largest include many process objectives that are not mea- increase since fiscal 2012. This development may sured by the anonymous exit survey—allowing have resulted in part from ongoing change pro- OMB to expand the process of internal review cesses which of necessity delay some decisions or and improvement. After the new data system is make it difficult for supervisors to meet expecta- adopted and the practicality of monitoring the ser- tions created earlier. vice standards assessed, OMB expects to moni- tor these standards electronically and publish data Change Initiatives. Fiscal 2013 saw senior man- about its performance relative to service standards agement initiate an intensive process of staff on its website. engagement and input across the WBG to bring about important and far-reaching changes needed OMB Visitor Issues. OMB tracks the type of to make the WBG more effective in its effort to issues that visitors raise in order to spot trends end extreme poverty and boost shared prosperity. and concerns of interest to the World Bank Group The implementation began early in fiscal 2014 as (WBG). In fiscal 2013, HR management issues the Senior Management Team made decisions that were the type raised most frequently, at 36 percent. involved more than 40 specific proposals associ- Within this type, performance evaluation was the ated with eight working groups: Operationalizing most commonly raised concern. Some examples: WBG Goals; One WBG; Client Impact & Results; 2 Executive SUMMARY Risk & Accountability; Knowledge & Solutions; ment’s commitment to expeditious, fair, and com- Global Footprint; People & Talent; and Leader- petence-based selection processes. ship, Values & Culture. The concerns raised by staff about performance Judging by the issues raised with the Ombuds management are quite consistent over time. office so far, staff appear to be in broad agree- Although no changes will produce uniform satis- ment with the objectives of the proposed reforms. faction with the fairness of the process, four main They have also provided positive feedback on the areas need to be improved: process approach, which enabled many staff to participate or give feedback in the working group 1. Confidential feedback by peers and managers, discussions. Some of the proposed changes are which tends to create confusion and under- likely to help address some concerns routinely mine team relationships. In general, IFC prac- raised by visitors to OMB, particularly those asso- tices tend to be more direct and transparent ciated with People & Talent and Leadership, and may provide a useful model for other parts Values & Culture. There remains some general of the Bank. confusion about the timing and implementation, 2. Lack of communication during the review year and uncertainties at the individual level regarding about performance issues, which results in sur- strategic focus and job security. OMB visitors have prises when OPEs and/or Performance Evalua- little understanding of the WBG’s overall finan- tion Plans (PEPs) are discussed. cial situation and its impact on the reform deci- 3. Clarification of the relationship between OPE sions. It would be difficult to overcommunicate ratings and SRIs. with staff about decisions and time lines. Because 4. Clarity about the role of the Opportunity to staff will first seek clarity from line managers, it is Improve (OTI), which staff now perceive as a especially important that line managers be well prelude to termination. informed and encouraged to communicate about the change process. OMB Feedback Survey Data. As part of OMB’s efforts to assess and enhance its performance, Recommendations. Many of the concerns raised visitors are asked to provide feedback by anony- by OMB visitors can be addressed through the mously completing a hard-copy or online survey change agenda that is emerging with regard to after their case is resolved or when they have not talent management. The agenda, which is based come back to the office for some time. To pro- on extensive benchmarking and informed by dis- tect visitors’ confidentiality, the survey with the cussions preceding the reform process, focuses web address is mailed to the individual’s home, on upping the WBG’s game with regard to tal- not sent through the WBG’s interoffice mail. Over ent recruitment and management. The thinking the last few years, OMB has been attempting to is to put the manager in the driver’s seat and to improve the timeliness, coverage, and response hold him or her accountable for talent acquisi- rate of these exit surveys with some success in tion. Streamlining selection, integrating talent timeliness and coverage; however, response rates review with strategic staffing, better career plan- continue to be disappointing. For fiscal 2013, of ning, and developing stronger pipeline processes the 307 feedback surveys mailed, 44 replies were are important elements. Because many staff have received by July 12, 2013—a response rate of lost confidence in the fairness and rationality of 14 percent. The office is continuing to explore selection for positions and promotions, commu- ways to improve the response rate. nication about management intentions regarding hiring and selection processes would be help- The questionnaire targets two key areas of OMB’s ful. In particular, transparency in the selection performance: process objectives (confidentiality, of global practice managers will signal manage- impartiality, respectful treatment, and so forth) 3 OMBUDS SERVICES | ANNUAL REPORT 2013 and the meeting of visitors’ needs. It also gathers for them. The most frequent write-in explanations data on whether visitors would consult OMB of these experiences included again and whether they would recommend the office to colleagues. OMB continues to receive ➤➤ Feeling bullied and retaliated against positive responses about its processes, in partic- ➤➤ Feeling that managers expressed displeasure ular for treating visitors respectfully and main- that OMB had been consulted taining confidentiality. The average percentage of ➤➤ Feeling viewed as a troublemaker positive responses for fiscal 2013 was 94 percent, an increase of two percentage points compared Whether a visitor is likely to consult OMB again or with the previous reporting period. Of particular recommend it to others provides a final indication note to this positive trend was a significant rise of satisfaction with its services. Visitors gave posi- in positive perceptions of ombudsman impartial- tive responses for both items, although somewhat ity, from 78 percent to 93 percent. This represents less so with regard to using the service again. a 15 percentage point increase from fiscal 2012 and a 6 percentage point increase from the 87 percent reported in fiscal 2011. RESPECTFUL WORKPLACE ADVISORS PROGRAM Exit survey respondents were asked about the utility of consulting OMB. The percentage of pos- The number of contacts with RWAs has been sta- itive responses increased this year for both areas: ble over the last three years, reaching 535 for fis- “fulfilling the reasons for using OMB” increased cal 2013. The majority of those who contact RWAs by one percentage point and “providing helpful (74 percent) are CO staff. Women, Part 2 staff, and information or advice” increased by nine percent- Grade A–D (GA–GD) staff are overrepresented. age points. OMB would like to see more prog- Forty-four percent of issues raised by staff who ress and will continue to educate staff and visitors consulted RWAs involved respectful workplace about OMB services. concerns, while 25 percent involved HR process issues. As in the past, for CO-based visitors the Respondents were asked if they experienced any issue most frequently raised was interpersonal benefits from using OMB’s services other than conflicts, while for Washington-based staff it was addressing their issues; they were also asked, management skills and behavior. “What worked best in OMB?” Sixty-three percent indicated that there were other benefits, including Nominations for new RWAs were conducted gaining peace of mind and confidence; feeling mainly in two Regions in fiscal 2013: Europe and supported and understood; and gaining insight Central Asia, and Latin America and Caribbean. into WBG policies and procedures. With regard They were followed by five training sessions, held to what worked best, the top three responses in Zagreb, Bangkok, and Washington. The total were number of RWAs as of June 30, 2013, was 209—a record high. Thirty-nine new RWAs attended the ➤➤ Having a confidential and professional place basic training, and 40 RWAs attended the midterm to turn for advice and knowledge about Bank training this year. The RWA training team contin- polices ues to receive very positive overall ratings; for the ➤➤ The character of the ombudsman fiscal 2013 sessions the average was 4.89 out of ➤➤ The accessibility of the service 5.00, which compares favorably with the WBG’s overall average rating of 4.45 for the 10 top learn- This year, 14 percent of the respondents indicated ing activities in the fiscal 2012 training evaluation. that consulting OMB had negative repercussions 4 Executive SUMMARY This year, the RWA Program achieved many objec- Following up on last year’s independent eval- tives. RWAs made 540 referrals to the IJS and uation of the RWA Program, most of the rec- other services, strengthening their status as criti- ommendations were accepted and have been cal local resources. The number of presentations implemented, such as increasing awareness of the that involve RWAs as one of the partners of the IJS program with HR staff and the Learning Board. continues to increase. RWAs are also increasingly We have also developed and implemented stan- included in new staff orientation in their locations. dards of practice for the RWAs. We expect to have In an effort to partner better with our stakeholders, addressed the rest of the accepted recommenda- the RWA team intentionally increased opportuni- tions by the end of fiscal 2015. ties to meet with HR teams, Learning Coordinators, the VP HR, and the change reform groups. The Some of the program’s challenges continue to be RWA Program has now become an integral part of the heavy administrative demands of the nomina- the Conflict Resolution System (CRS), and RWAs tion process and the inability to take full advan- are increasingly involved in CRS activities. tage of the rich data in the RWA Activity Forms. 5 SECTION I: OMBUDS SERVICES 7 O M B C A S E LO A D A N D V I S I T O R P R O F I L E OMB Caseload high population of extended-term employment and extended-term consultants in these Regions During fiscal 2013, OMB saw 578 new visitors1 represents a higher percentage of staff who have (figure 1), a 28 percent increase over the annual not attended a New Staff Orientation (NSO) and average of 452 visitors between fiscal 2009 and may be unaware of OMB’s services.2 fiscal 2012. Usage based on type of employment also The profile of OMB’s new visitors in fiscal 2013 is remained roughly similar to past trends (figure 3). similar to that in fiscal 2012 (figure 2). As in the Open-ended and regular staff continued to be sig- past, CO-based staff, men, Part 2, and GA–GD staff nificantly overrepresented in fiscal 2013. Staff with remain underrepresented. One important change, term contracts were also overrepresented, con- however, is usage in SSA/CR, which dropped by trary to expectations, while the remaining appoint- nearly half (48 percent) compared with last year. ment types were underrepresented. Though this is Historically, SSA/CR staff have been an underrep- not the first time that term staff have been over- resented group, with fiscal 2011 and fiscal 2012 represented, it is the highest representation of being outliers, so this decline may represent a this group since 1999. This increase may reflect reversion to previous patterns. In addition, the that term staff are now better represented in IJS outreach platforms and are more aware of ser- vice eligibility. OMB data shows that among term Figure 1 OMB Caseload, FY13 staff visitors, renewal of contract was the single Number of visitors most frequently raised type of HR process issue. Term appointment types also showed the largest increase in usage compared with last fiscal year. 608 578 This could be due to the 17 percent increase in 484 the number of staff holding this appointment type. 374 341 The unit type may also affect the likelihood that staff will consult OMB (figure 4). Representa- tion of staff from region, network, and FAC units decreased this year. Overall usage by IFC staff increased by 15 percent, although IFC continues 2009 2010 2011 2012 2013 to be mildly underrepresented. Usage by IFC CO- based staff increased by 31 percent this year and Fiscal year accounted for over half (70 percent) of all usage by 1  “Visitor” is the term used by organizational ombuds offices to describe those who consult the service.HR process issues are not neces- sarily managed by HR. 2  Staff holding open-ended, term, and extended-term temporary or consultant appointments are eligible to attend the Human Resources Leadership and Staff Development three-day NSO, provided that they are new to the Bank or have been in the Bank for less than six months. This policy also applies to STC/STTs, even when they have been converted to a different appointment type. Because STC/STTs are not eligible to attend an NSO and many STC/STTs will have worked in the Bank six months or longer before converting to a differ- ent employment type, a good portion of staff will miss the opportunity to hear the information presented at the NSO on Bank operations, including the project cycle and the IJS services. 8 O M B Case l oa d a n d V i s i t or P ro f i l e Table 1 Change in OMB Utilization from FY12 to FY13 by Demographic Category Characteristic FY12 FY13 Change (%) Washington 1.08 1.05 –2.8 Country offices 0.89 0.94 5.6 Women 1.10 1.20 9.1 Men 0.89 0.78 –12.4 Part 1 1.10 1.22 10.9 Part 2 0.94 0.86 –8.5 GA–GD 0.89 0.81 –9.0 GE+ 1.04 1.07 2.9 SSA/CR 1.27 0.66 –48.0 Non SSA/CR 0.95 1.06 11.6 Open-ended 1.76 1.74 –1.1 Terma 0.93 1.53 64.5 Extended-term temporaries and consultants 0.75 0.88 17.3 Short-term temporaries and consultants (40+ days) 0.33 0.27 –18.2 Regions 1.11 1.11 0.0 Networks and Other Operational Units 1.08 1.08 0.0 Finance, Administrative, and Corporate Units (FAC)b 1.10 0.98 –10.9 IFC 0.69 0.80 15.9 Note: GA–GD = Grade A through D. GE+ = Grade E and above. SSA/CR = Sub-Saharan Africa/Caribbean. FAC = Finance, Administrative, and Corporate Units. The 2012 and 2013 values represent the ratio of the percentage of OMB visitors in each category to the percentage of WBG staff. A ratio of 1 indicates that the percentage of OMB visitors in a particular group is equal to the share of that group among all WBG staff. Groups with a ratio greater than 1 are overrepre- sented; groups with a ratio of less than 1 are underrepresented. a Includes coterminous staff. b Includes Multilateral Investment Guarantee Agency (MIGA) and Global Environment Facility (GEF) staff. Figure 2 New OMB Visitors Compared with WBG Staff, FY13 (ratio of OMB visitors to WBG staff, in percent) Ratio of OMB Visitors to WBG staff 1.50 1.00 0.50 0.00 SSA/CR SSA/CR Washington- based CO-based Women Men non Part 1 Part 2 GA-GD GE+ OMB Visitors Demographics Note: A ratio of 1 indicates that the percentage of OMB visitors in a particular group is equal to the percentage that group represents as a share of all WBG staff. Groups with a ratio greater than 1 are overrepresented; groups with a ratio of less than 1 are underrepresented. 9 OMBUDS SERVICES | ANNUAL REPORT 2013 IFC staff. This rise may be a result of greater aware- Ombuds Interventions and ness owing to the higher number of IFC RWAs in Resources Used the COs and to having an ombudsman in the field. Little change was seen in usage by Washington- An ombudsman may intervene when explicitly based IFC staff. The higher use by staff in Wash- requested to do so by a visitor, if the ombudsman ington-based network and FAC units is most likely agrees that intervention is appropriate. An inter- due to their larger numbers, given that nearly half vention does not necessarily indicate that the man- of IFC staff members are based in COs (figure 5). agement is in conflict with an individual in its unit. Employment Types of New OMB Visitors Compared with WBG Staff, FY13 Figure 3 (ratio of OMB visitors to WBG staff) 2.00 Ratio of OMB Visitors to WBG staff 1.50 1.00 0.50 0.00 Open-ended Term* Extended Term Other** STC/STT (40+ days) Appoinment type Note: A ratio of 1 indicates that the percentage of OMB visitors in a particular group is equal to the percentage that group represents as a share of all WBG staff. Groups with a ratio greater than 1 are overrepresented; groups with a ratio of less than 1 are underrepre- sented. STC/STT = short-term consultant or Temporary. * Includes coterminous staff. ** Includes Special Assignments, Executive Director advisors, and Junior Professional Associates. OMB Utilization by Unit Type Compared with WBG Staff, FY13 Figure 4 (ratio of OMB visitors to WBG staff) 1.50 Ratio of OMB Visitors to WBG staff 1.00 0.50 0.00 Regions Networks* FAC** IFC Unit type Note: A ratio of 1 indicates that the percentage of OMB visitors in a particular group is equal to the percentage that group represents as a share of all WBG staff. Groups with a ratio greater than 1 are overrepresented; groups with a ratio of less than 1 are underrepre- sented. * Includes other operational units. ** Includes MIGA and GEF. 10 O M B Case l oa d a n d V i s i t or P ro f i l e OMB Utilization by Unit Type and Location Compared with WBG Staff, FY12 Figure 5 (ratio of shares of staff to WBG staff) CO HQ 1.50 Ratio of CO and HQ OMB Visitors 1.00 0.50 0.00 Regions Networks* FAC** IFC Unit type by location Note: A ratio of 1 indicates that the percentage of OMB visitors in a particular group is equal to the percentage that group represents as a share of all WBG staff. Groups with a ratio greater than 1 are overrepresented; groups with a ratio of less than 1 are underrepre- sented. * Includes other operational units. ** Includes MIGA and GEF. OMB frequently works in partnership with other Table 2 Resource Utilization Frequency, FY12–13 units, especially HR, EBC, and other CRS units, to Unit FY12 FY13 resolve problems. The most frequent type of inter- vention is speaking with a visitor’s manager, fol- Ethics and Business Conduct 7 5 lowed by communication with HR. The number Human Resources 45 27 of interventions decreased from 191 in fiscal 2012 Integrity Vice Presidency 1 1 to 143, or about 26 percent of cases, in fiscal 2013 Legal 3 3 (table 2). The reasons for the decrease are not Manager 98 71 clear. It may indicate a trend such as greater reli- Medical Services 3 3 ance on coaching of staff to resolve issues, as well as visitors who seek guidance as a sounding board. Other 6 7 According to OMB’s feedback survey respondents, Other Conflict Resolution System services 10 5 having the opportunity to be heard ranked as one Party involved 3 5 of the top reasons visitors contacted the OMB. Personal and Work Stress Counseling Unit 1 3 Staff 2 2 Recent Developments Staff Association 10 6 Third party 2 5 Country Outreach. Outreach to CO staff has Total 191 143 always been a priority for OMB. Regular visits to COs give OMB important opportunities to meet with management and staff in person, give presentations to staff on the resources available raising workplace concerns either directly during through the IJS, and gain a better sense of the the CO visit or later over the phone. In keeping unique needs and challenges staff face in COs. with this objective, David Talbot was relocated to Meeting with staff in person during visits to COs the Bank’s CO in Bangkok in fiscal 2013, with the helps staff feel more comfortable and confident in mandate of expanding OMB’s reach to COs. 11 OMBUDS SERVICES | ANNUAL REPORT 2013 Talbot’s move to the field has increased the effi- two regions increased by 20 percent. The casel- ciency and frequency of OMB travel to COs partic- oad from EAP alone tripled in fiscal 2013. These ularly in the East Asia Pacific Region (EAP)—which increases likely reflect easier access to an ombuds- has the second highest percentage of Bank staff man and an increase in OMB outreach (visits in the based in COs, at 60 percent—and the South Asia EAP Region tripled in fiscal 2013), allowing staff to Region (SAR)—which has the highest percent- meet one on one with an ombudsman and learn age, at 62 percent. Talbot’s presence in Bangkok more about OMB and the IJS in general. also allows OMB to schedule telephone calls with CO staff at times more convenient for them. Staff OMB Service Standards. To monitor performance may prefer to speak about sensitive issues during and continue to improve services, OMB uses an a lunch break or from home. Being located in a anonymous survey to gather feedback from visitors. time zone that is 11 or 12 hours ahead of Wash- To further improve internal processes and services ington allow Talbot greater flexibility to meet staff provided to visitors, in fiscal 2013 OMB developed scheduling needs and makes it easier for CO staff service standards and criteria for tracking, measur- to reach out to OMB. ing, reporting, and evaluating the results of these surveys. The service standards include many pro- Fiscal 2013 statistics for SAR and EAP reflect the cess objectives that are not measured by the anon- benefits of this location. Approximately 16 percent ymous exit survey, allowing OMB to expand the of all cases and 42 percent of CO-based cases were process of internal review and improvement. After the result of the ombudsman’s mission travel. Of the new data system is adopted, OMB expects to those, EAP and SAR together are the source of 69 monitor these standards electronically and publish percent of this population and 29 percent of all CO- data on its performance relative to the service stan- based cases. The combined caseload from these dards on its website. 12 ISSUES, TRENDS, AND O M B O B S E R VAT I O N S OMB Visitor Issues ment, (2) communication/transparency, (3) equity of treatment, (4) respectful treatment, (5) supervi- OMB tracks the types of issues raised by visitors sory effectiveness, and (6) trust/integrity. Respect- in order to spot trends and concerns of interest to ful treatment ranks among the highest overall the World Bank Group. In fiscal 2013, HR man- concerns at 9 percent, followed by supervisory agement issues were the type most frequently effectiveness at 6 percent. Respectful treatment raised, at 36 percent.3 Within this group,4 perfor- was also an issue frequently raised by CO-based mance evaluation was the most commonly raised visitors (table 3). In particular, visitors raised con- concern. As indicated in last year’s report, some cerns about managers who are not consultative of the problems that staff reported include gaps and who are perceived to humiliate and verbally in communication, unclear criteria for measuring abuse staff. Although respectful treatment was the contributions, and lack of clarity about the OPE issue most frequently raised, supervisory effective- management review, OPE ratings, and SRI pro- ness and trust/integrity saw the largest increase cesses. Some examples: Staff complained about compared with fiscal 2012 (figure 6). This devel- lack of feedback during the year, early decisions opment may result in part from ongoing change on SRIs before they had received and considered processes which of necessity delay some decisions feedback, and sudden decisions to place a staff or make it difficult for supervisors to meet expecta- member on an OTI without previous discussion tions created earlier. of performance issues. Negative feedback that is shrouded in confidentiality was a source of frustra- There were no major differences in the types of tion for a number of visitors. There was confusion issues raised by Washington-based staff and coun- about the relationship between the OPE ratings try-based staff, with two exceptions. CO-based and the SRI. Another concern that was frequently staff were much more likely to raise concerns mentioned was the transparency of promotions, about interpersonal conflicts, which may reflect the selections, assignments, and reassignments. Staff fact that such staff often work for longer periods perceived that these processes are often unfair of time with smaller work groups. CO-based staff and are unduly influenced by both personal rela- are less likely to raise issues about promotion or tionships and the existence of unannounced pre- reassignment, which may reflect the more limited ferred candidates. opportunities available to staff based in COs. The second most frequently raised group was man- agement skills and behaviors, at 32 percent. In fis- Change Initiatives cal 2011, OMB looked at the types of issues most often bought forward and identified six subcatego- The past year saw senior management initiate ries that would help break down the group and an intensive process of staff engagement and provide a clearer sense of the types of behaviors input across the WBG to bring about important that are problematic and the skills that are lack- and far-reaching changes needed to make the ing. These subcategories are (1) career develop- WBG more effective in its effort to end extreme 3  HR process issues are not necessarily managed by HR. 4  “Group” refers to the five main issue categories: HR Process Issues, Respectful Workplace Issues, Management Skills and Behaviors, Con- flict of Interest, and Other Issues. 13 OMBUDS SERVICES | ANNUAL REPORT 2013 Table 3 New OMB Visitors’ Issues, FY13   Washington-Based Visitors CO-Based Visitors Total Issue  Number Percent Number Percent Number HR Type Issues 206 41 92 27 298 Benefits 20 4 27 8 47 Ending employment 40 8 12 4 52 Entering employment 18 4 5 1 23 Performance 56 10 16 5 72 Promotion 15 3 8 2 23 Reassignment and selection process 43 9 11 3 54 Salaries 14 3 13 4 27 Respectful Workplace 77 15 49 15 126 Discrimination 14 3 0 14 Harassment 19 4 9 3 28 Interpersonal conflicts 21 3 25 7 46 Misconduct 13 3 9 3 22 Retaliation 10 2 6 2 16 Management Skills & Behaviors 159 32 105 31 264 Career development 20 4 24 7 44 Communication/transparency 17 3 19 6 36 Equity of treatment 26 5 4 1 30 Respectful treatment 7 1 33 10 40 Supervisory effectiveness 39 8 19 6 58 Trust/integrity 28 6 6 2 34 Other 22 4 0 0 22 Conflict of Interest 3 1 13 4 16 Conflict of interest 3 1 13 4 16 Other 52 11 77 23 129 Domestic issues 0 1 0 1 Other 43 9 45 13 88 Policy 8 2 25 7 33 Quality of operations 1 0 6 3 7 Total 497 100 336 100 833 Note: Twenty issues were from visitors from unknown locations and were not included in this table. poverty and boost shared prosperity. President began early in fiscal 2014 as the Senior Manage- Kim concluded, “It was clear from staff input that ment Team made decisions that involved more there are myriad obstacles—some cultural, some than 40 specific proposals associated with eight procedural—to doing our best work and achiev- working groups: Operationalizing WBG Goals; ing our full potential.” The implementation stage One WBG; Client Impact & Results; Risk & 14 Iss u es , Tre n d s , a n d O M B O bser v a t i o n s Figure 6 Management Skills anad Behaviors Subcategories for Fiscal Years 2012 and 2013 FY12 HQ FY12 CO FY13 HQ FY13 CO 32 23 39 Number of Issues 20 19 18 17 4 24 20 28 6 18 26 22 22 0 26 8 7 11 12 7 4 5 4 7 8 Development Other Treatment Treatment Effectiveness Communication/ Transparency Trust/Integrity Supervisory Career Equity of Respecmul Management Skills and Behaviors subcategories Accountability; Knowledge & Solutions; Global HR Integration. Integration of the IFC and World Footprint; People & Talent; and Leadership, Val- Bank HR teams was one of the first accomplish- ues & Culture. ments of the reform process and was largely com- pleted in fiscal 2013. Reasons for the integration Based on the issues raised with the Ombuds include leveraging resources more effectively to office so far, there appears to be broad under- support clients and stakeholders who are increas- standing and agreement with the objectives of the ingly engaging across institutional boundaries. proposed reforms. There is positive feedback on the process approach, which enabled many staff Seven WBG Centers of Expertise will design and to participate or provide feedback in the work- manage HR programs: ing group discussions. The proposed changes should help address some of the concerns rou- ➤➤ Compensation and Benefits tinely raised by visitors to OMB, particularly those ➤➤ Employment Policy and Employee Relations associated with People & Talent and Leadership, ➤➤ Leadership and Management Development Values & Culture. Some confusion remains about ➤➤ Performance and Rewards the timing and implementation, along with uncer- ➤➤ Staff Development and Learning tainties at the individual level regarding strategic ➤➤ Talent Acquisition focus and job security. Staff have little under- ➤➤ Talent Management and Mobility standing of the WBG’s overall financial situation and its impact on the reform decisions. It would Recommendations be difficult to overcommunicate with staff about decisions and time lines. Because staff will first Talent. Many of the concerns raised by visi- seek clarity from line managers, it is especially tors can be addressed by the change agenda important that line managers be well informed emerging from the People & Talent and Talent and encouraged to communicate about the Management & Mobility groups. The emerging change process. agenda, which is based on extensive bench- 15 OMBUDS SERVICES | ANNUAL REPORT 2013 marking and informed by discussions preced- 4. Clarity about the role of OTIs, which staff now ing the reform process, focuses on upping our perceive as a prelude to termination. game with regard to talent recruitment and man- agement. The thinking is to put the manager in the driver’s seat and to hold him/her account- Previously Raised Issues able for talent acquisition. Streamlining selection, integrating talent review with strategic staffing, The OMB Annual Report has raised a number better career planning, and developing stron- of issues in the past. Two bear mention again ger pipeline processes are important elements. because they continue to be a source of staff Because many staff have lost confidence in the concerns. For a summary of issues raised in past fairness and rationality of selection for positions reports, please see annex 2. and promotions, communication about manage- ment intentions regarding hiring and selection Short-Term Consultants, Junior Professional processes would be helpful. Officers, and Junior Professional Associates. STCs continue to be underrepresented among Performance Management. The concerns RWA and OMB visitors relative to their numbers; raised by staff with regard to performance man- many do not have information about the IJS. Situ- agement outlined in the first paragraph of this ations in which they are pressured to work with- section have been quite consistent over time. out a contract or without compensation continue Although no change will result in uniform satis- to arise, as do situations in which they perceive faction with the fairness of the process, four main they have not been given professional credit for areas need to be improved: their work. STCs also constitute a pool from which many term staff are recruited; practice is inconsis- 1. Confidential feedback on the part of peers and tent with regard to the selection processes. other managers, which tends to create confu- sion and undermine team relationships. In gen- Governance in Bank-Executed Trust Funds. eral, IFC practices tend to be more direct and Problems concerning the governance of some transparent and may provide a useful model Bank-executed Trust Funds continue to arise. for other parts of the WBG. The Ombuds office repeats the recommendation 2. Lack of communication during the review year that a working group should review the experi- about performance issues, resulting in a sur- ence to date on governance and draw conclu- prise OPE. sions on best practice with the aim of providing 3. Clarification of the relationship between OPE consistent approaches for the design of Trust ratings and SRIs. Funds in the future. 16 V I S I T O R E VA LU AT I O N S O F O M B ’ S SERVICES Feedback Survey Responses tem (which would require systematic gathering of personal email addresses), and enhancing current As part of OMB’s efforts to assess and enhance systems to provide more rigorous and standard- its performance, visitors are asked to provide ized monitoring of follow-up and case closing. feedback by anonymously completing a hard- Refinement of the survey design was completed copy or online feedback survey after their case last year, and the new survey continues to be sent is resolved or when they have not come back to to Ombuds Services visitors. Further work and sys- the office for some time. To protect visitors’ con- tem design in the other two areas are under way fidentiality, the survey with the web address is and the improvements are expected to be in place mailed to the individual’s home, not sent through by fiscal 2015. This combination of system and the WBG’s interoffice mail. Over the last few process changes should allow OMB to capture years, OMB has been attempting to improve the and monitor a broader array of data and trends. timeliness, coverage, and response rate of exit surveys with some success in timeliness and cov- erage; however, response rates continue to be Dimensions of Evaluation and Analysis disappointing. of Reponses For fiscal 2013, the response rate fell again. Of The questionnaire targets two key areas of OMB’s the 307 feedback surveys mailed, 44 replies were performance: process objectives (confidentiality, received by July 12, 2013—a response rate of impartiality, respectful treatment, and so forth) 14 percent, compared with 19 percent for the and the meeting of visitors’ needs. It also gath- 687 surveys sent during the 18 months ending ers data on whether visitors would consult OMB June 2012. The decline occurred despite success- again and whether they would recommend the ful efforts to send surveys more promptly and office to colleagues. despite the availability of the web-based alterna- tive. One contributing factor to consider is that Process Objectives. OMB continues to receive participation from COs has increased, and interna- positive responses about its processes, in par- tional mailing addresses are often incomplete and ticular in the areas of treating visitors respect- mail delivery unreliable. In fact, just 3 percent of fully and maintaining confidentiality (table 4). CO-based survey recipients responded to the sur- The average percentage of positive responses for vey. Only 10 percent of all respondents provided fiscal 2013 was 94 percent,5 an increase of two feedback online, all of them Washington-based, percentage points compared with the previous further supporting the theory that CO-based sur- reporting period. vey recipients may not receive the survey at all. Of particular note to this positive trend was a sig- Last year’s report identified three areas to improve nificant rise in positive perceptions of ombuds- OMB’s follow-up and case closure practices and to man impartiality, from 78 percent to 93 percent. address the low survey response rate. These areas This represents a 15 percentage point increase include refining the design of the survey, imple- from fiscal 2012 and a 6 percentage point increase menting an electronic-based feedback request sys- from the 87 percent recorded in fiscal 2011. 5  Most of the exit survey questions use a five-point scale for responses. Responses of 4 or 5 are considered positive. 17 OMBUDS SERVICES | ANNUAL REPORT 2013 Meeting Visitors’ Needs. Exit survey respon- ➤➤ Gaining peace of mind and confidence dents were asked about the utility of consult- ➤➤ Feeling supported and understood ing OMB. The percentage of positive responses ➤➤ Gaining insight into World Bank procedures increased for both areas: fulfilling the reasons for and policies using OMB increased by 1 percentage point and providing helpful information or advice increased Eighty-four percent of respondents provided writ- by 9 percentage points (table 5). Though there ten feedback on “what worked best.” The top was an increase in these areas, OMB would like three responses were as follows: to see more progress and will continue to explain and educate staff and visitors about the services ➤➤ Having a confidential and professional place and how the office operates. to turn for advice and knowledge about Bank polices Respondents were asked if they experienced any ➤➤ The character of the ombudsman additional benefits from using OMB’s services ➤➤ The accessibility of the service other than addressing their issues; they were also asked, “What worked best in OMB?” Sixty-three This year, 14 percent of respondents indicated that percent indicated that there were other benefits. consulting OMB had negative repercussions for Some of the write-in comments included them. This is an increase of eight percentage points Table 4 Quality of Services Provided by Ombuds Services, FY13 Percentages of Positive Responses FY12 FY13 Survey Questions N = 118 N = 44 Did the administrative staff in Ombuds Services treat you with respect? 100 98 Did the ombudsman treat you with respect? 99 98 To what extent do you feel that the ombudsman was impartial in the 78 93 handling of your case? Did the ombudsman maintain appropriate confidentiality? 97 98 Did the ombudsman appear to be knowledgeable about the issues 88 86 involved in your situation? Was the advice/information provided to you clear? 84 93 Was access to Ombuds Services easy and convenient? 97 93 Did Ombuds Services clearly explain its role and guiding principles? 89 93 Table 5 Utility of Consulting Ombuds Services, FY13 Percentages of Positive Responses FY12 FY13 Survey Questions N = 118 N = 44 Overall, did you feel your reasons for going to Ombuds Services were 72 73 fulfilled? Did the information or advice provided help you decide what you wanted 70 79 to do about your issue? 18 V i s i t or E v a l u a t i o n s o f O M B ’ s S er v i c es from last year despite a 1 percent decrease in the helping all staff, including managers, change their number of respondents. The most frequent write-in perspective on the IJS. comments explaining these repercussions included Whether a visitor is likely to consult OMB again ➤➤ Feeling bullied and retaliated against or recommend it to others provides a final indi- ➤➤ Feeling that managers expressed displeasure cation of satisfaction with its services. Visitors that OMB had been consulted were positive about recommending OMB to oth- ➤➤ Feeling of being viewed as a trouble maker ers but were less positive about using OMB again (table 6). Written comments on this topic were not These statistics may suggest that visitors were provided. Some possible reasons for those less dealing with more egregious issues and asked to positive responses include expectations that an have the involved parties brought in to resolve individual would not need the services because the issue. They may also suggest that the WBG he or she is leaving the WBG and disappointment has more work to do in addressing issues of retal- that the ombudsman did not take an advocate iation against those who use the IJS services and role in addressing their concerns. Table 6 Likelihood of Consulting Ombuds Services Again or Recommending It to Others, FY13 Percentages of Positive Responses FY12 FY13 Survey Questions N = 118 N = 44 Would you consider using Ombuds Services again? 82 77 Would you recommend Ombuds Services to others? 84 80 19 SECTION 2: THE RESPECTFUL WORKPLACE ADVISORS PROGRAM 21 PROGRAM CHARACTERISTICS T he RWA Program is one of a range of infor- as per Staff Rule 9.02 (see RWA Program Terms of mal services available to staff within the Reference, annex 3). IJS of the World Bank Group. It supports the WBG’s commitment to fostering a positive The RWA Program, administered by OMB, is an workplace in which all staff can work together important source of support for staff who face with openness and trust, in ways that demonstrate workplace issues, especially in offices outside respect and value differences. Washington, DC. RWAs are peer volunteers nomi- nated to a four-year term by their colleagues (see The role of the RWAs is to provide an informal, the RWA Program objectives in annex 4). confidential, trustworthy, and readily accessi- ble source of early assistance for staff who have RWAs do not intervene directly to help resolve questions or concerns about a respectful work- issues, as this could affect others’ perceptions of place or who want information about where to their neutrality as well as working relationships seek assistance. Issues might include interper- with colleagues and managers (see the RWA Pro- sonal conflicts, unfair treatment, harassment, gram Standards of Practice in annex 5). disrespectful and unethical behaviors, perfor- mance, misconduct, and other The RWA Program is required in Bank and IFC offices workplace stresses. RWAs are outside Washington, DC, that have more than 15 staff The goal of the RWA is to expected to brief management members, but participation by Bank vice presidential help staff help themselves on general trends related to units (VPUs) in Washington, DC, is optional. Wash- by listening and providing a respectful workplace while ington, DC–based IFC units, ICSID, MIGA, and GEF problem-solving guidance. maintaining strict confidentiality do not currently participate in the program. 22 R WA C A S E LO A D , V I S I T O R DEMOGRAPHICS, AND ISSUES Characteristics of Staff Who Consult Figure 7 RWA Contacts, FY06–FY13 RWAs 600 564 535 The number of RWA contacts has held its current 517 tendency over the last three years, with the total 500 Number of Contacts number of contacts reaching 535 for fiscal 2013, a 408 slight decrease (5 percent) over the previous year 400 325 (figure 7), and a 65 percent increase over the past four years. The stability of the number of contacts 300 230 233 for the last three years is assumed to be caused by 200 the ongoing and steady effort by the RWA admin- istrative team to reach out to RWAs regularly and 97 100 more frequently. The increased support provided to RWAs helps them gain confidence and skills to 0 empower others, and in turn encourages a more 2006 2007 2008 2009 2010 2011 2012 2013 respectful workplace. Fiscal year Given that approximately 86 percent of RWAs are located in COs, the majority of contacts with of RWA contacts, compared with 62 percent for RWAs continue to be by staff located in those loca- OMB. In contrast to the OMB visitor profile, Part tions (figures 8 and 9). The share of visitors from 2 staff and GA-GD staff also continue to be over- COs remains much higher for RWAs (74 percent) represented among those who contact RWAs. The than for OMB (40 percent). As in previous years, overrepresentation among Part 2 staff is likely due women were proportionately overrepresented to the fact that 82 percent of country office staff among those who consulted RWAs, at 73 percent are from Part 2 countries. Figure 8 Characteristics of WBG Staff and RWA Visitors, FY13 WBG Staff RWA Visitors Percentage of RWA visitors to WBG staff 81% 74% 73% 75% 62% 57% 56% 52% 48% 43% 44% 38% 26% 27% 25% 19% Washington CO-based Women Men Part 1 Part 2 GA-GD GE+ -based RWA visitors demographics 23 OMBUDS SERVICES | ANNUAL REPORT 2013 Figure 9 Origination of RWA Contacts, FY13 (ratio of RWA visitors to WBG staff) Ratio of RWA Visitors % to WBG Staff % 1.74 1.75 1.41 1.32 0.74 0.56 0.45 0.48 Washington CO-based Women Men Part 1 Part 2 GA-GD GE+ -based RWA visitors demographics Note: Chart shows the ratio of the percentage of RWA visitors in each category to the percentage of WBG staff in each group. A ratio of 1 indicates that the percentage of RWA visitors in a particular group is equal to the percentage that group represents among all WBG staff. Groups with a ratio greater than 1 are overrepresented; groups with a ratio of less than 1 are underrepresented. Issue Types Reported to RWAs workplace category, while OMB may be seen as being more knowledgeable about HR processes, As shown in table 7, respectful workplace issues having greater access to HR policy information (44 percent)—which include issues of interper- and resources, and being able to intervene if sonal conflicts, alleged discrimination, alleged requested. harassment, alleged retaliation, and other mis- conduct—continue to be the most prominent concern among RWA visitors, with interper- Program Updates sonal conflicts being the single issue most fre- quently raised by CO-based staff (22 percent). Nominations and Program Scope. An increase For Washington-based staff, management skills in demand for the RWA Program has been evident and behaviors is the most frequently cited issue in Bank units in Washington, resulting in 30 RWAs (24 percent). Although the distribution of types there, the highest number so far for the program of issues shows similarities to the distribution in in Washington. As a result of staff movements in last year’s report, there is a slight increase in the fiscal 2013, 36 new RWAs were nominated (see Washington-based issue distribution resulting in table 8 for fiscal 2013 RWA numbers). Another 31 23 more issues of interpersonal conflicts (7 per- completed their four-year term or left the organi- cent), and a significant decrease in management zation and were replaced. Now that about 96 per- skills and behavior issues (16 percent). Compared cent of all eligible COs have RWAs, it is expected with the distribution at OMB, the distribution of that the program will continue to grow at much HR process and respectful workplace issues is slower rate for the next few years. vastly different—RWAs were contacted much more frequently (44 percent) about respectful Demographics of RWAs. GE+ staff and women workplace issues than was OMB (15 percent) were overrepresented in the RWA ranks (table 9). and less frequently about HR process issues (25 percent compared with 36 percent). A pos- Training. Newly selected RWAs are required to sible explanation for this is that RWAs are seen attend a four-day basic training before they can take as being more helpful as a sounding board for on the role. Roughly halfway through their four- relationship-type issues that fall in the respectful year term, RWAs are expected to attend a three- 24 R W A Case l oa d , V i s i t or Demograph i c s , a n d Iss u es Table 7 New RWA Visitors’ Issues, FY13 CO–Based Washington-Based Visitors Visitors Total Issue Type Number Percent Number Percent Number Percent HR process 40 29 95 24 135 25 Benefits 1 1 9 2 10 2 Compensation 4 3 13 3 17 3 Ending employment 3 2 22 6 25 5 Entering employment 3 2 3 1 6 1 Performance 15 11 28 7 43 8 Promotion 9 7 13 3 22 4 Reassignment and selection process 5 4 7 2 12 2 Management skills and behavior 33 24 55 14 88 16 Respectful workplace issues 49 36 184 46 233 44 Alleged discrimination 3 2 6 2 9 2 Alleged harassment 8 6 35 9 43 8 Alleged retaliation 0 0 4 1 4 1 Interpersonal conflicts 23 17 86 22 109 20 Other alleged misconduct 15 11 53 13 68 13 Conflict of interest 3 2 8 2 11 2 Other issues 13 9 55 14 68 13 Domestic issue 4 3 15 4 19 4 Other (try not to use) 5 4 19 5 24 4 Physical work environment 2 1 9 2 11 2 Policy 1 1 6 2 7 1 Quality of operations 1 1 6 2 7 1 Total 138 100 397 100 535 100 day training session. The basic training focuses on Five training sessions were held in fiscal 2013, the role of the RWA, the influence of behaviors on in Croatia, Thailand, and Washington (table 10). culture and values, WBG policies and procedures, Seventy-nine RWAs were trained: 39 attended the communication and helper skills, conflict dynam- ics, in-depth information about the IJS, and ave- Table 8 Number of RWAs, FY13 nues of assistance for staff. The midterm training provides more advanced helper skills and knowl-  Outside Washington    edge building, but more importantly, a chance for Dates Bank (Washington) Bank IFC Total RWAs to share experiences and work on more As of June 30, 2012 25 130 49 204 challenging conflict cases. Both training sessions Terms ended during FY12 9 13 9 31 concentrate on the opportunity for RWAs to prac- Selected during FY12 14 14 8 36 tice through role playing and case studies, expe- riential learning, and exchanges with other RWAs. As of June 30, 2013 30 131 48 209 25 OMBUDS SERVICES | ANNUAL REPORT 2013 basic training, and 40 fulfilled the required mid- the RWA Program trained 473 RWAs and 19 non- term training. Three IJS colleagues and one HR RWAs, an average of 82 per year. Business Partner also attended the basic train- ing sessions. Between fiscal 2008 and fiscal 2013, Feedback is requested from participants after each training session, and as in previous years, the training was rated very positively. Participants Table 9 RWA Demographics, FY13 evaluate the training on key areas of learning Gender Grade Group using a 1–5 rating scale, where 5 is the most posi-     Female Male ACS GE+ tive response (table 11). Bank 91 69 36 124 It is worth noting that the overall rating of all the IFC 31 18 9 40 face-to-face RWA training in fiscal 2013 averaged Total 122 87 45 164 4.89 for a second year, compared with the Staff Share (%) 58 42 22 78 Learning average rating in fiscal 2012 of 3.2, with Note: ACS = Administrative and Clerical Support Staff. the 10 top learning activities at 4.45. The RWA training team continues to see the ben- Table 10 RWA Training Sessions, FY1 efits of having RWAs complete the RWA Basic e-Learning. The RWAs are required to get a passing Location Type RWAs Non-RWAs Total score of 80 percent or higher. This exercise brings Zagreb, Croatia Basic 15 2 17 participants to a higher level of engagement, thus Midterm 15 0 15 allowing the RWA team to go more in-depth during Bangkok, Thailand Midterm 16 0 16 the face-to-face training. The RWA team also con- Annapolis, MD, USA Basic 20 2 22 tinues to partner closely with the offices of Ethics and Business Conduct, HR, and other services to Midterm 9 0 9 ensure that the training material is up-to-date and Total   75 4 79 the content validated by the subject matter experts. Table 11 RWA Training Feedback, FY13 Area of Evaluation Zagreb Bangkok Annapolis To what extent did the training help you achieve the fol- Basic Midterm Midterm Basic Midterm lowing learning objectives?  N = 17 N = 15 N = 16 N = 22 N=9 Identify the role and responsibilities of the RWA 5 4.86 5 4.9 4.89 Increase awareness of culture and personal values’ influence 4.75 4.33 4.73 4.65 4.56 on behavior Increase awareness of conflict dynamics and how to deal with 4.31 4.47 4.73 4.5 4.78 them more effectively Identify WBG policies and procedures on building ethical and 4.44 4.33 4.53 4.55 4.75 respectful work environment Identify people and resources to use to assist someone who 4.69 4.73 4.87 4.8 4.78 believes s/he has been the recipient of disrespectful behaviors Apply specific helping skills to assist a staff member who 4.56 4.6 4.6 4.65 4.89 believes s/he has been the recipient of disrespectful behaviors Average 4.63 4.55 4.74 4.68 4.78 Rate the overall quality of the training 4.75 4.87 4.93 4.7 4.89 26 FISCAL 2013 PROGRAM ACHIEVEMENTS Value Added/Impact of Program Figure 10 Referrals from RWAs, FY13 A number of developments occurred this year that Ethics & Business Peer Review Services, 4, 1% expanded the reach of the RWAs. Conduct, 21, 4% Staff Association, Tribunal, 1, 0% Critical Local Resource. RWAs are an essential 31, 6% gateway to the IJS services for staff, particularly in Medition the COs. Many staff in the COs feel very distant Services, 37, 7% Management, from Washington, DC (where the majority of con- 166, 31% Counseling, flict resolution resources are housed), may have 38, 7% little or no information on the services, and may Other, 44, 8% not know where to go with an issue. Having RWAs in their office addresses these needs. In fiscal 2013, Ombuds Services, RWAs made 540 referrals to IJS and other services 133, 24% (figure 10). The number of RWA referrals to other IJS services, HR, and management increased from Human Resources, 65, 12% fiscal 2012 to fiscal 2013 (figure 11). Outreach. In both Washington and the COs, RWAs RWA Program Integration into the IJS. In a have continued to participate in IJS Day activities. 2004 report of the evaluation of the Anti-Harass- The number of presentations to staff by RWAs has ment Advisors (AHA) Program, a predecessor of also increased. the RWA Program, a recommendation was made to “Regard and publicize the AHA Program as one More meetings with HR, Learning Coordina- of the core CRS services.” It is very clear today tors, VP HR, and Change Reform groups. The that full integration of the RWA Program into the RWA team has stepped up the frequency of meet- CRS/IJS has been realized. The following list of ings with corporate stakeholders. In fiscal 2013, a activities demonstrates the level of integration: meeting took place with the Bank’s HR SVP, Sean McGrath, and his leadership team. A meeting was ➤➤ RWAs are a critical part of the local (CO) also held with Dorothy Berry, the IFC’s HR and resources. Administration VP. The results of the 2012 RWA ➤➤ RWAs participate in NSO in the COs. Program Evaluation were discussed with the HR ➤➤ RWAs have periodic meetings with country client service teams and the Learning Board. A managers and directors and other CO heads. meeting was also held with the Leadership, Values ➤➤ RWAs are an integral part of IJS Day activities. & Culture change group to discuss how the eval- ➤➤ RWAs are a part of the CO outreach activi- uation results could inform the change process. ties with visiting staff from the Staff Associa- tion, Peer Review Services, Office of Ethics and Inclusion of RWAs’ Sector Managers. In an Business Conduct and OMB. effort to get more support for RWAs to attend ➤➤ The RWA Program partners with other IJS training or functions, the RWA team is now includ- offices to develop e-learning materials. ing the RWAs’ sector managers in announcements ➤➤ RWA Program networking efforts are being about their role and training opportunities. emulated by other IJS offices; examples 27 OMBUDS SERVICES | ANNUAL REPORT 2013 Figure 11 Referrals from RWAs, Difference from FY11 to FY12 FY13 FY12 Other 45 48 Staff Association 31 35 Counseling 38 38 WBG resources Management 166 147 197 Human Resources 65 57 Ethics and Business Conduct 21 24 Peer Review Services 4 8 37 Mediation Services 24 133 Ombuds Services 98 0 50 100 150 200 250 include case of the month, tips of the month, tional organizations. Among them were the World and newsletter format. Health Organization, the World Food Program, ➤➤ The RWA training program has been requested the Institutes of Medicine, the Food and Agricul- by management in some regions and by VPUs ture Organization, the World Intellectual Property in Washington. Organization, the United Nations Office for Proj- ➤➤ VPUs in Washington continue to request RWAs ect Services, and the African Development Bank. for their units. They requested both the program documents and ➤➤ As a program (office), the RWAs have more the training materials. Five of these organizations staff contacts than any other IJS resource patterned programs after the WBG’s RWA program. except OMB. ➤➤ The RWA Program submits annual program RWA Program Evaluation Follow-Up. The overview reports like other IJS offices. 2012 RWA Program evaluation report has several recommendations aimed at enhancing the pro- External Inquires about the RWA Program. gram. Table 12 lists the recommendations and the In fiscal 2013, requests for information on the actions taken to address them. Some of the activi- RWA Program were received from several interna- ties are ongoing. 28 Table 12 RWA Program Evaluation Recommendation Implementation Responsible Implementation Anticipated Recommendations by Evaluators Stakeholder(s) Decision Outcomes Activities Status Management should be more visible to the OMB, Management OMB has set up • Increased Meet with all HR Met with Sean staff in their support of the RWA Program and and Human regular meetings awareness of RWA teams McGrath, 3/28/13; their encouragement of staff to use it. Resources with all HR teams Program Meet with Learning Dorothy Berry, to disseminate • Staff use RWAs Board 5/10/13; evaluation findings, • Staff are more IJC, 6/18/13; recommendations, knowledgeable ECA/MNA, 6/20/13; and general trends. • Managers ensure HRNW, 7/9/13; RWAs attend Learning Board, training 7/9/13 • Nominations are Pending: EAP/SAR easier and faster • More Activity Forms from RWAs Explore with HR and management why OMB, Management Discuss findings • Better Same as Discussed at a lower percentage of HR staff surveyed & Human Resources with each VP HR, understanding above—discussed at meetings above indicated that the work environment was HR teams, and IJS of HR Business each meeting good or excellent. colleagues, plus Partners’ views Focus Group. of the work environment (where RWAs are present) • Increased morale Find a way of communicating the program’s OMB • Analyze • Better To be determined Not started benefits to staff and the organization. evaluation to find understanding of benefits. program’s benefits • Conduct Staff • Greater use of Association survey. RWAs by staff • Survey RWAs • Greater support about benefits. for the program • Collect anecdotes and testimonies from RWAs. (continued on next page) 29 F i s c a l 2 0 1 3 P rogram A c h i e v eme n t s 30 Table 12 RWA Program Evaluation Recommendation Implementation (continued) Responsible Implementation Anticipated Recommendations by Evaluators Stakeholder(s) Decision Outcomes Activities Status Encourage the RWAs to be more proactive OMB, RWAs, and • Monitor and • Increased Email to heads Ongoing in briefing heads of offices about the heads of offices encourage RWAs outreach and of offices during program and its benefits to the staff and the to brief heads of understanding of current ongoing organization.a offices at training the program communications and in regular • Managers are Add regular communication. knowledgeable reminders to heads • OMB will about the RWA of offices encourage Program heads of offices • Increased to schedule communication meetings with between RWAs RWAs. and heads of offices Design and implement a monitoring and OMB • Send periodic • More accurate Needs to be FY15–FY16 OMBUDS SERVICES | ANNUAL REPORT 2013 evaluation plan that captures yearly survey to all assessment of assessed 1. stakeholder satisfaction data on a regular stakeholders (10 program impact basis questions). • Needs of users 2. the program’s effectiveness and utility • Consider using exit identified survey for users. • Ability to measure • Periodically progress over time evaluate the using the current program. evaluation as a benchmark Increase the program’s engagement with HR OMB Set up regular • Greater One or two HR staff to improve awareness in this group. meetings with the awareness of and Business Partners are HR Team, and invite support for the invited to attend one or two HR staff to program, and the basic training. attend each basic partnership with In FY12 and FY13, training session. RWAs a total of 8 HR Get increased • Effective Staff attended. For support for the nomination FY14, 6 HR Staff are nomination process. process expected to attend. • Positive impression of the program (continued on next page) Table 12 RWA Program Evaluation Recommendation Implementation (continued) Responsible Implementation Anticipated Recommendations by Evaluators Stakeholder(s) Decision Outcomes Activities Status Increase overall communication and OMB, RWAs, IJS staff Increase outreach • Better Ongoing outreach education about the RWA’s role and communication understanding by all OMB, RWA, responsibilities. to help staff better of RWA and IJS staff during understand the responsibilities and presentations about RWA role and the reasons of the the RWA Program responsibilities, limitations and IJS services specifically • Recognition that addressing what the RWAs are a good responsibilities do not resource include (mediation, • Increased trust intervention, etc.). • Managers expresses support Review frequency and modalities of RWA OMB Partner with Learning • More skills for OMB will assess FY15 in-service training opportunities and invite Coordinators to RWAs, HR, and IJS resources availability. management and HR staff to attend training. address additional Staff training (virtual) and • More effective skills needs for RWAs. management of Invite non-RWAs to conflict across all attend (HR, IJS). groups Examine and reconsider the role and RWA Program OMB will not N/A N/A N/A responsibilities of the RWAs with respect to implement this being proactive. recommendation as other IJS services fulfill this function. The RWA role should remain the same. Adopt standards of practice for the program RWA Program, RWAs Adopt standards of Increased Written and Completed to illuminate the principles on which it practice. understanding published on website operates and as a set of performance of the role and indicators for future evaluations. responsibilities of RWAs Note: IJC = Internal Justice Council and HRNW = Human Resources Network. a Heads of offices includes vice presidents, country directors, regional directors, country managers, general managers, HR Network vice-presidencies, and Internal Justice Council and head leaders of a CO or vice presidency. 31 F i s c a l 2 0 1 3 P rogram A c h i e v eme n t s OMBUDS SERVICES | ANNUAL REPORT 2013 RWA PROGRAM – SOME CHALLENGES In 2005, the RWA Program streamlined and tions with HR. The RWA team then checks with strengthened the RWA nomination process in an the selected staff for their willingness to serve as effort to nominate RWAs who have the right char- RWAs before requesting final clearance by their acteristics for the role and avoid conflicts of inter- country manager or vice president. The selection ests with their professional functions. The RWA of RWAs is then announced by the country man- team designed a confidential voting system that ager or vice president. is independent from management to ensure that nominations are sent directly to the team. In addi- Adding to the administrative burden of the nom- tion, the team started to partner with HR Busi- ination process is the challenge of bringing the ness Partners to ensure that the top nominees are RWAs to training. Because the trainee population indeed the right people to serve as RWAs. With is very small, the program offers training twice a a stronger system came increased administra- year and rotates between WBG Regions to mitigate tion. Currently, nominating RWAs is a lengthy and travel costs. Funding of training is done through administratively burdensome process. Sometimes, a partnership between the Regions and OMB: the because of high administrative overhead, it can Regions cover the cost of transportation, hotel, and take two to six months, and a thousand emails to subsistence for their RWAs while the RWA Program nominate 30 RWAs. covers the delivery of the training (conference fees) and many meals. Note that for Washington The current nomination process consists of sev- IBRD RWAs, because the program is optional, the eral steps, starting with email exchanges with the VPU is charged a training fee of $1,800 for each CO/VPU management team to evaluate needs attendee to help defray administrative costs. after which the RWA team initiates a selection pro- cess. The team works with HR to create a list of Each step in the nomination takes time as the eligible staff to populate the candidates’ slate for Team works with different stakeholders through that office. Staff who hold managerial, resources/ the process. Missions and other work pressures finance management, Staff Association, or HR often delay the process further, and multiple responsibilities are not eligible as their roles may reminders must be sent out by the country man- cause a conflict of interest. When the list is final- ager or vice president. The nominees must attend ized, the team provides the CO/VPU management training before they can serve in the role. The team with a draft communication to launch the RWA team strives to match the nomination cycle process. Staff is asked to nominate up to three with the training cycle but is not always able to do people they trust and respect, people they would so because the nomination cycle tends to be elas- go to if they wanted to discuss a workplace issue tic and is not always in sync with training cycles confidentially. This is done through a secure, in the Region. Often, the Region is unable to allo- electronic, secret ballot. The RWA team moni- cate extra funds for an RWA to attend training in tors the progress of the nominations and iden- another Region, which leaves the office without tifies the staff members who received the most a RWA. votes. The team follows up with a basic back- ground check to ensure their suitability for the In the hope of accelerating the selection process, role; this includes vetting the proposed selec- the program is considering a pilot of a hybrid pro- 32 R W A P rogra M – S ome Cha l l e n ges cess, eliminating the need for the country man- ➤➤ Discuss general trends and issues with senior ager to launch the nomination process. The RWA management team would send the launch email directly to ➤➤ Enhance training for all RWAs staff, monitor the responses and progress, and ➤➤ Determine the effectiveness of the RWA Program send the reminders. The rest of the nomination process would still involve all stakeholders. We Unfortunately, because the administration of the hope that this change will help us select RWAs program is labor intensive and administratively more quickly while maintaining the integrity of burdensome, the rich data from the RWA Activ- the process. We plan to start this pilot for the EAP ity Forms do not get sufficient attention. The time and SAR Regions at the end of 2013. available for analysis, evaluation of the program’s impact, program outreach, and other communica- The characteristics of an RWA remain the same: tions has been constrained by the time required someone who provides an informal, confidential, to run the program. Putting better technology sys- trustworthy, and accessible source staff can come tems in place would give us a tool to better ana- to with questions or concerns about a respect- lyze the data we collect. That would enable us to ful workplace or to get information about where provide the organization with invaluable informa- to seek assistance. An RWA does not intervene, tion that would help in understanding the issues investigate, mediate, or participate in resolving and situations so that they can be addressed. issues. The RWA is not an advocate for staff or management. Although RWAs are required to send their Activity Forms on a quarterly basis, about 20–25 percent of RWA Activity Forms. RWAs are a vital part of the them do not comply because of their travel and/ WBG’s CRS. They are often the first point of con- or heavy workload. Given that the RWA role is a tact for staff, especially in COs. To take advantage volunteer one, it is difficult to impose compliance. of this information source, OMB collects confiden- Having a system that would remind RWAs to send tial and anonymous data on the workplace issues in their Activity Forms could improve submis- that the RWAs observe. The data are aggregated at sion rates and demonstrate RWAs’ real contribu- a very high level (HQ and CO), and shared only tion to the CRS. In addition, although the Activity in the aggregate or thematically so as to protect Forms’ data are anonymous, RWAs have indicated the identities of the RWAs’ visitors. that they underreport issues because of the strong emphasis on the informality and anonymity of the The RWAs’ Activity Forms demonstrate the value process. Staff do not always feel comfortable with RWAs provide and allows the organization to RWA “reporting” the types of issues they discuss understand and address issues that staff struggle with them. with. For the program, the Activity Forms are the quantitative “performance indicators” to verify Acknowledgment of outgoing RWAs. This year, that the RWAs were utilized and to keep infor- 31 RWAs completed their terms, moved to other mation on the kind of issues that staff are deal- jobs, or left the organization. The RWA team wants ing with. to thank them for having served as a Respect- ful Workplace Advisor. The time and effort they Keeping track of RWA activities has four objec- put into this important role is much appreciated. tives: We want to express our thanks and gratitude for their role in making the work environment more ➤➤ Understand the types of issues coming to an respectful and for helping staff address issues they RWA were facing. 33 OMBUDS SERVICES | ANNUAL REPORT 2013 Table 13 Outgoing RWAs, FY13 VPU Name Country IBRD – AFR Dixon N. Wlehbo Liberia IBRD – AFR Patrice Joachim Nirina Rakotoniaina Madagascar IBRD – AFR Lungiswa Thandiwe Gxaba South Africa IBRD – AFR Patricia Palale Zambia IBRD – CSR Cidalia Brocca Brazil IBRD – ECA Marina Bakanova Belarus IBRD – ECA Iaroslav Baclajanschi Moldova IBRD – EXT Diana Ya-Wai Chung United States IBRD – EXT Valerie Hufbauer United States IBRD – IAD Archana Gupta Gregersen United States IBRD – IAD Elizabeth A. Logan United States IBRD – INT Maria Constancia Mallo United States IBRD – INT Simon Robertson United States IBRD – LAC Susana I. Perez Bolivia IBRD – LAC David Tuchschneider Bolivia IBRD – LAC Cesar Armando Leon Juarez Guatemala IBRD – LAC Michael J. Goldberg United States IBRD – LAC Monique Pelloux Patron United States IBRD – MNA Abdulla Omar Haroon Yemen, Rep. IBRD – MNA Samra Shaibani Yemen, Rep. IBRD – OPC Jeanette Murry United States IBRD – SAR Preeti Kudesia India IFC – IAL Carlos Augusto Klink Brazil IFC – IAL Farida Lasida Adji Indonesia IFC – IAL Hernan Pareja Peru IFC – IAL Malavika Pillai India IFC – IAP Sayed Tarek Kamal Bangladesh IFC – IAP Patricia C. Wycoco Philippines IFC – IBA Mehita Sylla South Africa IFC – IFF Eugenia Vargas Torres Colombia IFC – IFF Clara Ugarte Perrin Peru Outgoing RWAs wrote: It added a lot to my knowledge and enriched my personal skills. I remain indebted to the team for “It was a real honor to be part of the Ombuds the continuous advice and support. It had a great Service and CRS. During my assignment as RWA impact on my capabilities in this field.” for my office, I benefited a lot from the carefully designed training programs and the exchange of “Working as an RWA was ‘payback’ for me. I have experience with the colleagues from other offices. benefited from support from very good people in 34 R W A P rogra M – S ome Cha l l e n ges various challenging aspects of my life, so I am “It was a pleasure having served as RWA during really glad that I could also impact on the lives of these four last years and I really learned a lot from others. However, more importantly, I really appre- this experience. Thank you also for your availabil- ciate the confidence placed in me by the staff as ity each time I need your support.” their RWA. It has been an exciting experience. Thanks also to the Ombuds family for the usual “Working as a RWA was one of the greatest plea- guidance, inputs and support, and also, to the sures I had in the Bank.” CMU for listening to the advice as necessary.” “It was very nice to be able to support staff and “Serving as an RWA has been quite interesting, ful- make a contribution to the nice working environ- filling, and pleasurable. The opportunity to just lis- ment that we enjoy at the [blank] office.” ten and guide staff to assess their situations and think through their options has been awesome, “It was a wonderful learning experience and I especially when the process leads to amicable solu- hope I contributed in a sense to build a safer work- tions. It was humbling to imagine the level of trust place in country office.” staff placed in me that made them to keep coming for guidance. One staff member who used a RWA wrote: I have learned a great deal in the process. My lis- “I would like to thank you for your time and energy tening skills have been sharpened; I have gained helping us addressing any concerns about the work- conflict resolution skills and considerable knowl- place in your role as RWA. It was not easy to give us edge of institutional sources of information and priority to listen to our problems on top of your busy support, including the Internal Justice System. I schedule and assignment in your sector. You were am glad to have played a role in support of the able to show your real self, while serving as RWA Bank’s policy that ensures that staff work in a and assist so many of us during our difficult time. I respectful workplace free of harassment, discrimi- really appreciate it very much. I hope you will keep nation, and intimidation.” on advising informally the new RWAs on board.” 35 ANNEXES Annex 1 Definitions of Issue Categories Issue Category Definition Entering Employment Used to capture information regarding terms of a “contract” and interpretation of those terms Reassignment and Selection Re-entry and external assignment/leave without pay concerns; job Process posting, short-listing, interview process, and selection Performance Includes performance evaluations, Opportunity to Improve programs, or any issue concerning performance emanating from staff member or supervisor Promotion Clearance by Sector Board, management recommendation/approval Salaries Including salary review increase (SRI) and job grading/description Benefits Application of benefits policies including medical, home leave, education, disability, relocation, pension, and other benefits issues Ending Employment Historically referred to as “termination,” redundancies, mutually agreed separation, or separation for cause Policy Criticism of existing policy, recommendation for new or changed policy Interpersonal Conflicts Cultural misunderstandings and any other communication problems Management Skills and Behaviors Includes a supervisor’s deficiencies in people management skills and behavior that is perceived to be destructive, disrespectful, or otherwise problematic Harassment Any unwelcome verbal or physical behavior that interferes with work or creates an intimidating, hostile, or offensive work environment Discrimination The unjustifiable differentiation between individuals or groups within staff: Discrimination can be based on one or more characteristics, including but not limited to race, caste, color, culture, ethnic background, religion, age, gender, disability, marital status, political views, and sexual orientation. Retaliation Harm done to an individual in retribution for raising good faith concerns in the workplace Conflict of Interest A situation in which an individual faces conflicting or dual loyalties: It can arise when personal best interests are, or appear to be, in conflict with the person’s duties to another party, such as the WBG. Quality of Operations Application of WBG quality standards regarding professional decisions Domestic Issues Child support, domestic abuse, divorce, G-5 domestic employees Compliance Issues Personal legal obligations, investigation, personnel record ANNEXES Annex 2 Issues Matrix Issue Recommendation Update Recruitment, Reassignment, and Promotion Processes • Confusion about the role of the • SBs should harmonize and communicate • Confusion about the role of SBs in HR matters Sector Boards (SBs). processes and criteria used for decision still exists. • Lack of consistency and making. • Feedback is still often perfunctory or transparency about selection • SBs and interview panels should clearly nonexistent. This is a particular problem for and promotion criteria and identify who will provide feedback to short-list panels and a challenge for managers decisions unsuccessful candidates. when faced with a large number of applicants. • Lack of feedback to unsuccessful • Managers should avoid sudden changes candidates in direction in selection processes (for • Perception of arbitrary or unfair example, from competitive to strategic processes and decisions assignment, or downgrading of positions). • Frequent perception of pro forma processes where candidate has already been selected Treatment of Contractor Employees in COs • Contractor employees have • Improve contract design and supervision • GSD has established a hotline for contract few or no options if they feel (General Services Department, GSD). employees who have concerns about possible they are mistreated or wish to • Provide information on WBG including contract violations. However, most contract report a perceived contract RWA and OMB role for contractor employees in fragile states do not have access violation—many of their employees (managers, GSD). to a telephone, nor do they have English employers do not have a CRS • Guide COs on managing contractor language skills. and they are often unaware of employees so as to take into account • The reputational risk that WBG will not hear the WBG CRS. the Bank’s reputational risk as well as legal about contract violations or mistreatment of • Compensation and benefits risks. staff is particularly high in postconflict countries. packages are set according to No action yet on this matter. local labor market conditions, leaving contractors in some countries without adequate insurance coverage. Guidelines for Authorship and Attribution • A number of junior staff or • Provide guidelines to staff that clarify Bank • A task force consisting of representatives from consultants complain each year policy on claiming authorship and on DEC, PREM, EXT, OPCS, LEG, and EBC has about more senior staff taking attribution. recommended appropriate language (see credit for their work. • Untagged managers should go through annex 3). Still pending. • There is a lack of training and leadership development programs management skills for untagged before being permitted to hire or managers who supervise manage staff and consultants. vulnerable junior staff, ACS staff, • Use already developed IFC courses and consultants. as a basis to develop a cost effective e-learning course for untagged managers. (continued on next page) 37 OMBUDS SERVICES | ANNUAL REPORT 2013 Annex 2 Issues Matrix (continued) Issue Recommendation Update Terms of Employment • Increased use of shorter-term • Continue monitoring the impact of the • Six-month notice policy for nonrenewal of contracts is leading to a greater increased use of shorter-term contracts contract initiated FY14. sense of job insecurity among on recruitment competitiveness. • The new HR website has relevant information staff and consultants. • A more specific definition of “reasonable (emergency, CRS, values, health services, etc.) • Increased number of concerns notice” should be included if a contract is for new staff, by appointment type. raised this year about nonrenewal to be interrupted or not renewed. • No action taken to date. of contracts. • All consultants should receive orientation • STCs and some CO ETCs are information (on Bank values/mission not eligible for orientation and and the CRS/IJS) as well as access to do not have access to Bank necessary Bank systems. systems they need in order to be • Training and sanctions for TTLs, managers effective. who permit individuals to work without a • STCs asked to work without contract. contract; afraid to complain because they are seeking future employment. Retaliation • Among staff, there is a general • OMB needs to emphasize to • This will always remain a concern to a fear of retaliation for using the management the importance of certain extent. Managers need to provide CRS/IJS. encouraging staff to use CRS services. more leadership; CRS can do a better job • Several staff have dropped • Orientation and training segments on by emphasizing the role of CRS services in pursuit of an issue after being CRS should explain how these services management training and other opportunities. warned by managers or other can be useful to management and • Recommendations stand. staff that using the services could communicate that the institution sees the damage their career. CRS as a recommended and legitimate • Exit survey data suggest resource. that some staff believe they • Training in conflict competency should have experienced retaliatory be mainstreamed to staff and managers. measures. Note: DEC = Development Economics. PREM = Poverty Reduction and Economic Management. EXT = External Affairs. OPCS = Operations Policy and Country Services. LEG = Legal. EBC = Ethics and Business Conduct. 38 ANNEXES Annex 3: Respectful Workplace ➤➤ Help colleagues help themselves by listening Advisors (RWA) Program – Terms of and providing problem-solving guidance in Reference confidence ➤➤ Coach colleagues in conflict resolution skills, The World Bank Group recognizes the right of when appropriate, to enable them to help every staff member to be treated fairly, with respect themselves in the future and dignity, and to work in a respectful workplace ➤➤ Guide colleagues to appropriate institutional free of harassment, discrimination, and intimida- sources of information and support, including tion. To support this policy, the Bank Group has the IJS set up several avenues through which individuals ➤➤ Provide colleagues with information about rel- can seek advice and assistance or to register a com- evant policies and procedures plaint. One of the informal avenues of assistance is ➤➤ Model the WBG Code of Conduct and other the Respectful Workplace Advisors (RWA) Program. organizational statements of standards and values RWAs are a network of peer volunteers in World ➤➤ Ensure colleagues understand how to contact Bank Group country offices and in some work them confidentially units in Washington, DC. RWAs are nominated by ➤➤ Respond to requests for assistance promptly staff members in their offices and serve four-year ➤➤ Meet with the country manager, country direc- terms. The goal of the RWA is to help colleagues tor, or vice president periodically to discuss help themselves by listening and providing prob- trends and the general office environment lem-solving guidance in confidence. The program without providing information about specific is administered by the Ombuds Services. cases or divulging the names of staff involved ➤➤ Give periodic presentations to all staff in the The role of the RWA is to provide office or unit as well as briefings to new staff on their RWA role 1. An informal, confidential, trustworthy, and ➤➤ Send quarterly confidential Activity Forms readily accessible source of early assistance to Ombuds Services on the types of issues for staff who have questions or concerns regard- brought to their attention, with no information ing a respectful workplace or who want infor- that could identify a staff member, in order to mation about where to seek assistance. Issues safeguard absolute confidentiality might include interpersonal conflicts, unfair treatment, harassment, disrespectful and uneth- RWAs DO NOT intervene, investigate, medi- ical behaviors, employment or performance, ate, or participate in resolving issues. They misconduct, and other workplace stresses do not represent staff or carry a staff member’s issue to a higher authority. They do not choose a 2. Briefs to management about general respect- course of action for staff members. ful workplace trends while maintaining con- fidentiality. At all times RWAs must follow the RWA In fulfilling this role, the Standards of Practice, by being confiden- responsibilities of RWAs are to tial, respectful, ethical, informal, trust- worthy, independent, impartial, and ➤➤ Serve as a confidential sounding board for staff competent. (The RWA Standards of Practice ➤➤ Listen and help colleagues assess their situa- and RWA contact details can be found on the tions and think through their options RWA website.) 39 OMBUDS SERVICES | ANNUAL REPORT 2013 Annex 4: Respectful Workplace a. WBG staff nominated to be an RWA do not Advisors Program – Program have other commitments that might lead to Objectives a conflict of interest b. Nomination and selection processes are fair The RWA Program is one of a range of informal and understood by staff services available to staff within the IJS of the 4. Training nominated colleagues to an effec- World Bank Group. This program supports the tive standard to meet their RWA responsibili- World Bank Group’s commitment to fostering a ties so that all RWAs have positive and motivating workplace environment a. A basic understanding of the dynamics of in which all staff can work together with openness a culturally diverse environment and work- and trust, in ways that demonstrate respect and place problems, including various forms of value differences. All workplace issues regarding disrespectful and unethical behaviors respectful and ethical behaviors and other sources b. A comprehensive awareness of the World of stress at work will be taken seriously. Bank Group’s policies and procedures on appropriate behaviors and for addressing RWA Program Responsibilities conflict c. Familiarity with the services of the different The responsibilities of the RWA Program are to units within the IJS build capacity within the WBG by the following: d. The ability to perform basic helping func- tions such as active listening 1. Raising awareness about respectful and e. An understanding of their roles and respon- ethical behaviors at the World Bank Group sibilities, including how to handle and through respond to workplace problems and how to a. Regular program communications refer staff members to appropriate resources b. Updated presentations to staff and manage- in the Bank Group ment 5. Adhering to the RWA Standards of Practice c. Regular reports on RWA Program activities by ensuring the program is organized, effi- 2. Contributing to the informal resources cient, visible, accessible, competent, of high available to staff by ensuring that quality, coordinated, effective, and impactful. a. All staff have information available to (The RWA Standards of Practice can be found enable easy and early access to RWAs on the RWA website.) b. All eligible COs have RWAs 6. Ensuring that the process of providing 3. Facilitating the nomination and selec- assistance through the program is also tion of appropriate staff to the RWA role by voluntary, accessible, informal, effective, ensuring that empowering, and satisfactory. 40 ANNEXES Annex 5: Standards of Practice ➤➤ Informal • Does not make decisions, mandate policies, The Respectful Workplace Advisors or adjudicate issues for the organization in Program: Standard of Practices his or her RWA role • Does not participate in any investigations as These are standards of practice for the RWA Pro- an RWA gram. The standards include • Functions on an informal basis by such means as listening, providing information about 1. Standards of Conduct for RWAs resources, identifying and reframing issues, 2. Standards for the process by which RWA assis- helping to develop a range of responsible tance is provided options and, when possible, helps people 3. Standards for the RWA Program itself develop ways to solve problems themselves ➤➤ Exemplary and Trustworthy I. RWA Standards • Models the appropriate management and The RWA shall be: resolution of their own disputes, and treats colleagues with respect and integrity ➤➤ Confidential • Adheres to the parameters of their role and • Holds all communication with those who responsibilities consult him or her in strict confidence as • Is honest, reliable, and honorable in his or per Staff Rule 9.02 her dealings with colleagues • Keeps no official records that identify indi- ➤➤ Competent viduals who may have consulted him or her • Participates in all appropriate program train- • Prepares informal Activity Forms in a man- ing ner that protects the confidentiality and • Seeks to learn relevant knowledge and skills anonymity of individuals in order to provide quality service • Provides feedback, such as trends, to man- • Understands the role and responsibilities agement in a way that protects the ano- of the RWA in order to effectively help col- nymity of staff who use the service leagues address conflict and encourage a • Does not provide notice to nor accept respectful work environment notice on behalf of the organization ➤➤ Respectful and Ethical II. Process Standards • Acts in a professional, dignified, and The process of providing RWA assistance shall be respectful manner to all, particularly to col- leagues who consult with him or her ➤➤ Voluntary • Acts with integrity and honesty • Use of the program is voluntary. ➤➤ Neutral and Independent • Staff must be able to understand the RWA • Does not take sides; is equitable, unbiased, process and the options available to them, fair, and just in the performance of RWA and give voluntary and informed consent to responsibilities any resolution reached. • Does not have an interest in or advocate • Staff who consult RWAs are informed of for a particular outcome or resolution other available options and are free to • Does not make decisions, intervene in dis- choose those that best meet their needs. putes, advocate for individuals, investigate, ➤➤ Accessible and Informal adjudicate, mediate, or represent individu- • The program is available to all staff. als or issues • Assistance is available when needed. • Holds no position that might compromise • RWAs are easy to contact and respond in a his or her impartiality and neutrality timely manner to requests for assistance. • Does not report to line management in his or • Assistance is provided in an open and acces- her RWA role sible manner. 41 OMBUDS SERVICES | ANNUAL REPORT 2013 ➤➤ Effective • The program’s budget is managed prudently. • Staff who consult RWAs are enabled to • The costs of dispute resolution to the orga- resolve their disputes themselves. nization and to the individual are minimized. • Staff who consult RWAs are enabled to ➤➤ Visible and Accessible resolve their disputes informally whenever • Staff are aware of the program, understand appropriate. the program’s purpose, and have at least a • Staff are enabled to consider and select basic understanding of the RWA’s role. options that meet their interests. • Program operations, accomplishments, and • Staff who consult RWAs are enabled to progress are regularly communicated. resolve their disputes early and at the most • Staff know how to access the program. appropriate level. • It is easy to access the program. • Staff who consult RWAs are enabled to reach ➤➤ Competent resolutions that suit their individual circum- • The RWAs have sufficient skills and training stances and with which they are satisfied. to fulfill their role. ➤➤ Empowering and Satisfactory • OMB staff develop, guide, and support the • Staff who consult RWAs have the opportu- RWAs. nity to acquire useful information. ➤➤ High-Quality • Staff who consult RWAs have the opportu- • Standards are set for the program, services, nity to learn basic dispute resolution and and any training program. communication skills. • Evaluation is periodically conducted to main- • Staff who consult RWAs are satisfied with the tain program quality. RWA process. ➤➤ Coordinated • Staff who consult RWAs recommend the pro- • The program coordinates its efforts with gram to others. other staff resources, particularly the IJS, ➤➤ Non-Retaliatory management, and HR staff. • Retaliation by a staff member against any • Participants are informed of other resources person who uses the services of a RWA is and referred as appropriate. expressly prohibited and shall result in pro- • The program strives for an optimum num- ceedings under Staff Rules 03.00. ber of participants by ensuring that staff are aware of and understand the program and III. Program Standards trust and respect the RWAs. The RWA Program shall be • Systemic issues are identified and brought to management’s attention. ➤➤ Organized and Efficient • Compliance with the organization’s standards • The program’s design and process are con- of behavior is heightened. sistent with the program’s objectives and • The program models best practices and con- WBG’s code of conduct. tinues to be a leader in the field of dispute • The program complements other WBG dis- resolution. pute resolution avenues. • Retaliation for use of the program is pre- • There is sufficient staff to effectively admin- vented when possible and addressed if ister the program and RWAs to provide assis- needed. tance to staff who need the services. • Management support at all levels is built and • The responsibilities of the program’s admin- sustained. istrator are clearly delineated and are consis- • Staff support is cultivated and sustained. tent with the program’s mission. • The program contributes to the overall well- • Staff have an opportunity to provide feed- being of the organization and individual staff back regarding program operations. members. 42 THE OMBUDS SERVICES TEAM Thomas Zgambo Constance Bernard David Talbot Ombudsman Ombudsman Ombudsman Odile Rheaume Tanisha McGill Meggy Savady Christian Bergara RWA Program Administrator Sr. Program Assistant Program Assistant ET Temporary Contacts: Internal Web Page: http://ombudsman Internal Email: Ombudsman@worldbank.org External Email: wbgombuds@gmail.com Appointments: Call 202-458-1056 (collect calls accepted) An Ombudsman can call staff at home, at night or during the weekend, providing added assurance of confidentiality and privacy. Offsite visits are also possible. Ombudsman: Thomas Zgambo 202-473-3043 Ombudsman: Constance Bernard 202-458-5175 Ombudsman: David Talbot 66-2-686-8338 (Bangkok, Thailand) All categories of current and former WBG staff and consultants—including those from International Finance Corporation (IFC), Multilateral Investment Guarantee Agency (MIGA), Global Environment Facility (GEF) and International Centre for Settlement of Investment Disputes (ICSID)—are welcome to consult OMB regarding any work related issue. THE WORLD BANK GROUP 1818 H Street, NW, Washington, DC 20433, USA T: 202.458.1056 E: Ombudsman@worldbank.org