SSA: Workflow Management Specialist
Guatemala City (Guatemala)
UN Women, grounded in the vision of equality enshrined in the Charter of the United Nations, works for the elimination of discrimination against women and girls; the empowerment of women; and the achievement of equality between women and men as partners and beneficiaries of development, human rights, humanitarian action and peace and security.
UN Women’s business processes are currently articulated in the Program and Operations Manual (POM). To implement its current and future Strategic Plan initiatives at country level, UN Women need to better understand its programmatic and operational business processes, to deliver results in an efficient and timely manner.
Duties and Responsibilities
The key objectives behind carrying out ‘workflow analysis’ is;
- to improve key to UNW Guatemala in business processes,
- to ensure optimized business process by applying different types of workflow management tools used by other Country Offices;
- to ensure the business process re-engineering exercise reflects the optimal organization of functions and leads to an improved and efficient interface between the Programme and Operations Division;
- to make sure the re-engineered business processes and workflow redistribution promote professionalization of staff, work-life balance, and overall good management practices.
RESPONSIBILITIES & DELIVERABLES
Under the overall guidance and direct supervision of Country Office Representative, the Workflow Management Specialist will:
- Undertake comprehensive functional/workflow business process analysis encapsulating key capacity gaps. This analysis will touch upon the basis of changes to country office at many levels as the organization strives to continuously adapt to the changing development reality and improve its effectiveness, based on annual work plans of the last three years and the strategic objectives of UNW office strategic plan 2014-2018 and taking into account the new strategic plan of UN Women.
- The Specialist will identify areas in need of strategic alignment (with the national priorities and UN Women corporate direction), and it will define a shared vision for the work ahead.
The Specialist will also interview UNW country office team to understand capacities and obstacles.The analysis will lead to improvement exercise in CO, how and what type of approach management should follow for the transitioning efforts. The analysis will also explore as to what are the significant changes in the way CO functions or at improving the current business processes while determining the rationale and readiness for change. If the core elements of this analysis point to the need for a systematic change effort, the management will rely on the Management specialist including involvement of key staff that represents the different business areas in the office, as well as other stakeholders when necessary for implementation of key changes if required.
- The Workflow Management Specialist will produce a comprehensive report with a set of specific and concrete recommendations/roadmap outlining gaps and steps required to be instituted within the office of UN Women Guatemala.
The scope of the analysis provided in the consultant’s report will include but not limited to the following essential elements:
- Review and determine the changes needed for improved business process;
- Determine the needs for re-aligning the structures;
- Determine the needs for improving business processes through an appropriate business-re-engineering model;
- Propose measures for optimal utilization resources and interface between Operations and Programme.
The visioning exercise goes beyond creating a vision in the sense that it prepares the ground for high performance and development results by helping us turn vision into reality. Specifically, the analysis will need to look at the CO vision (including mission and values), value propositions, demand for CO services and identify CO capacity strengths and gaps.
Based on the rationale for the realignment or improvement exercise, the report will identify potential benefits expected from change management initiatives. The report will provide answers to the following questions:
- Establish a fair idea of the scope and magnitude of the change effort? Can the key improvement areas be addressed with targeted efforts or is a comprehensive change effort needed?
- Will external expertise and support be necessary?
- if at all the CO has established priority areas for the change process?
Improving the Business Processes:
When discussing improvement exercises within any organization, business process re-engineering is a commonly used tool. Why? The reason is that alignment of business processes to eliminate duplicating or redundant steps can contribute significantly to improving organizational efficiency.
The report is expected to assess the key UN Women business processes, examine optimized business process examples, proposed improvements to reflect the Process Excellence Principles and performance management in business process re-engineering. Specifically, the analysis will find out as to what kind of business process re-engineering is required and what tools to be applied for enhanced and optimized key business processes for the Country Office
The report should address the following questions:
- Do the existing business processes reflect the optimal organization of functions?
- Whether the assignment of activities to roles in business processes is in compliance with the Internal Control Framework (ICF)?
- Do the business processes promote professionalization of staff, work-life balance, and overall good management practices?
Re-aligning the structures:
Structures describe the best way of organizing the office into teams, determining which functions can best be performed by those teams, and what governance structure is needed to support those teams. A successful functional structure will be aligned to the office vision and thereby reinforce the strength of CO’s position in the country development context. Changing the structure of office is not a magic bullet that will solve all problems. But it may bring clarity to who is responsible for what, facilitate work and information flow, and in this way help rid of bottlenecks and empower staff.
The report needs to provide a roadmap for re-aligning structures outlining how to change office structure, which structure is best for office. Specifically, the consultant needs to give understanding of why proposed new CO structure is important and how proposed structural changes will help deliver on the CO’s vision. In this context, it’s important to assess how CO structure might be improved, positioning and delivering on the vision, whether the proposed structure will be facilitating the re-engineered business processes and the information flow in the office, how new structure will be supported by funding environment, projects in pipeline, demand for services, and CO staff capacity and if the CO is making strategic use of your resources.
Optimizing Resources is about effectively managing resource that can strengthen CO. It is about ensuring that the job of each staff is interesting and aligned with business processes and structure in a way that supports CO vision and ensures efficient delivery and development results. The report should guide as to how to align job descriptions to improvements in the business processes and office structure, and support CO staff in adjusting to changes in their jobs.
Specifically, the report will offer guidance on designing jobs, aligned to UN women Generic Job Descriptions, Classifying jobs both at the CO level as well as classification guidelines at HQ and Considering different staffing model scenarios (position management) in line with a sustainable financing strategy.
These themes need to be introduced in the report backed up by information related to the following aspects of change management approach:
- How to populate new structure in a way that makes sense in terms of workload and divisions of functions?
- Provide an accurate sense of how much staffing model ‘costs’ and the proposed staffing model is financially feasible and sustainable.
- The report should have a proposed organigramme with proposed structural changes?
In the main, the report should focus on the big picture of restructuring plans for the office to respond to what drives structure, the principles that have been agreed to (e.g. more team work), the office vision and the positioning. This will include analysis related to job design, such as defining the roles, jobs, and competencies needed to support vision and consider the financial feasibility of introducing a specific staffing model. Assessing the work and information flow, establish a few parameters for selecting a structure.
Remuneration and Payment:
The Consultant shall submit a request for payment to UN Women covering the services provided during the chronogram of activities and payments to be approved and UN Women shall pay the Consultant upon the approval of partial and final technical reports to be presented together with the correspondent invoice in accordance with the fee schedule agreed.
- Chronogram of activities Deadline: One week after signing the contract
- Analysis report encapsulating key capacity gaps. This analysis will touch upon the basis of changes to country office at many levels as the organization strives to continuously adapt to the changing development reality and improve its effectiveness, based on annual work plans of the last three years and the strategic objectives of UN Women Guatemala strategic plan for 2015-2019 and taking into account, the new strategic plan of UN Women. Deadline: Three weeks after the initial date of contract
- Technical report identifying the areas in need of strategic alignment (with the national priorities and UN Women corporate direction), and it will define a shared vision for the work ahead. This report will include the interviews of UNW country office team. The analysis will lead to improvement exercise in CO, how and what type of approach management should follow for the transitioning efforts. The analysis will also explore as to what are the significant changes in the way CO functions or at improving the current business processes while determining the rationale and readiness for change. If the core elements of this analysis point to the need for a systematic change effort, the management will rely on the Management specialist, including involvement of key staff that represents the different business areas in the office, as well as other stakeholders when necessary for implementation of key changes if required. Deadline: 8 weeks after the initial date of contract
- Report with a set of specific and concrete recommendations/roadmap outlining gaps and steps required to be instituted within the office of UN Women Guatemala. The report will also offer guidance on designing jobs, defining the roles, jobs, and competencies needed to support vision and consider the financial feasibility of introducing a specific staffing model. Assessing the work and information flow, establish a few parameters for selecting a structure. Deadline: 10 weeks after the initial date of contract
Schedule of Payment
- First Payment : 30% of the total contract amount after deliverable1 and 2.
- Second Payment: 30% of the total contract amount after deliverable of product 3
- Final payment: 40% of the total contract amount after delivery of product 4
Inputs to be provided by UN Women
Access to UN Women Intranet SharePoint through the approval of an UN Women official email account so the consultant can search and study the required rules, regulations, procedures, guidelines and other relevant documents that may apply to work to be performed. The internet email account will also allow the consultant to establish permanent communication with the supervisor at RO and with focal points to be assigned for each office involved in the exercise.
Management and Leadership
- Focuses on impact and result for the client and responds positively to feedback
- Leads teams effectively and shows conflict resolution skills
- Consistently approaches work with energy and a positive, constructive attitude
- Demonstrates strong oral and written communication skills
- Builds strong relationships with clients and external actors
- Remains calm, in control and composed even under pressure
- Demonstrates openness to change and ability to manage complexities
- Demonstrates strong oral and written communication skills
- Communicates effectively with staff at all levels of the organization
- Acts with tact and diplomacy.
- Proves outgoing and comfortable in handling external relations at all levels.
- Builds strong relationships with clients and external actors.
- Demonstrates openness to change and ability to manage complexities.
- Demonstrates compelling communication skills and cross-cultural effectiveness.
- Demonstrates excellent political / conflict analysis, experience in bilateral and/or multilateral negotiations, and negotiating and training / facilitation skills.
- Possesses the ability to convey difficult issues and positions to senior officials, proven political judgment, sensitivity to local cultures.
Required Skills and Experience
- Master’s Degree or equivalent in Business Administration, Public Administration, Social Sciences or related field.
- 3 years of work experience in the area of Organizational restructuring, Transition management, Business process reengineering initiatives is required at the national or international level.
- Experience in the usage of computers and office software packages (MS Word, Excel, etc) and advance knowledge of spreadsheet and database packages, experience in handling of web based management systems.
Fluency in English and Spanish
Interested applicants are invited to submit the following information latest by 16 October 2017. This documents should be send to firstname.lastname@example.org