Respectful Workplace Advisors (RWA) Program Help Create a Respectful Work Environment in the World Bank Group Vol. 4 | October 2009 62530 IN THIS ISSUE Introducing Ombuds Services New Staff! 1 Introducing Ombuds Services M eet our new Ombudsman, Connie Bernard, who began her New Staff! term in January 2009. Connie was selected as the World Bank Group’s eleventh Ombudsman and joins Ombuds Ser- 1 Update on Reforms of the vices as one of two current Ombudsman. She has spent over 30 Conflict Resolution System years in World Bank operations and has worked in a number of re- gions. Most recently, she was Sector Director for Sustainable De- 2 Retiring Ombudsman’s velopment in South Asia, where she spent the last seven years of Reflections on the RWA Program her career. Other assignments have included Director of Quality Assurance in ECA, Adviser to the Quality Assurance Group, and a variety of assignments in the Latin 3 Book Review: Getting Past No American region. Please read Mr. Zoellick’s announcement welcoming Connie in the Kiosk 4 What Has Been Helpful from Announcement dated December 10, 2008. RWA Trainings? Look out for Connie’s reflections on her first year as Ombudsman in our next newsletter. 5 Ombuds Services 2008 Annual Continues on page 3 Report 8 HIV in the Workplace Update on Reforms of the Conflict 8 In Memory of Neta Mulenga Walima Resolution System Adam Shayne, Coordinator, Conflict Resolution System H aving finished my first few months as Coordinator of the CRS, a new position for the Bank Group, I would like to update you on the status of the reforms and our strategy for the current fiscal year. As of July 1, we have made substantial progress in the implementation of the reforms of the CRS and the other associated services that make up the broader In- ternal Justice System. To be clear, the CRS now consists of four services: the RWA program, Ombuds Services, Mediation Services, and Peer Review Services. The In- ternal Justice System includes the CRS services and the Administrative Tribunal, the Office of Ethics and Business Conduct (EBC), and the Integrity Vice Presiden- cy. The recently implemented reforms of the Internal Justice System include: • A major overhaul of the peer review process. The Appeals Committee has been renamed Peer Review Services. But this reform is much more substantive than a name change. The new peer review process no longer includes lawyers in the hearings; the process has been simplified and is easier to access, and line Vice Presidents, in consultation with the Human Resources Vice Presi- dent, are now the ones to act upon recommendations from peer review panels. Continues on page 7 2 RWA Network News and Views Retiring Ombudsman’s Reflections on the RWA Program By Fred Temple, Retired Ombudsman B efore becoming Om- in 2004, this was done on a continu- Offices Outside Washington The budsman in 2003, ous rolling basis from region to region. RWA program is a particularly important I spent about half of The mandatory basic training programs source of local support for country of- my twenty-six year career were planned on a multi-region hub ba- fice staff who face workplace issues. In- in operations in country of- sis. Since 2004, 373 RWAs (and a few formation about staff contacts indicates fices, so I have been par- others) have been trained in 14 basic that during 2007, staff outside Wash- ticularly concerned about training courses, while 116 RWAs have ington consulted RWAs more frequently the services available to participated in 8 mid-term workshops. than Ombuds Services (OMB), the Me- staff outside Washington. During my RWA training has been conducted in Jo- diation Services Office, or the Ethics and first year as Ombudsman I helped Swin- hannesburg, Costa Rica, Bangkok, Istan- Business Conduct Office. In Washington itha Osuri and former Ombudsman Ann bul, Dakar, Budapest, Annapolis, Cairo staff consulted the other services more Bensinger complete a review of the An- and Washington. In September 2009, 49 frequently than the RWAs. ti-harassment Advisor (AHA) Program. new RWAs were trained in Africa, and 11 Management decisions based on the re- RWAs participated in mid-term training. The Challenges view allowed us to launch a “renewal” of There are currently 177 RWAs (130 in the renamed Respectful Workplace Ad- IBRD Country Offices, 29 in IFC Field RWAs in Washington Following the visor (RWA) Program in January 2005. Offices and 18 at Headquarters). 2004 review of the AHA program, man- The first cohort of RWAs—from the Af- This was a very challenging, demand- agement decided that in a budget-con- rica Region—selected in 2004 recent- ing process. Soliciting nominations, strained environment, the renewal of ly completed their four-year terms, and screening nominees and completing the RWA program should give priority to their replacements were selected in ear- the selection process, and then arrang- country offices, primarily because Wash- ly 2009. The coincidence of the end of ing training are very communications-in- ington-based staff have direct access to the renewal cycle and my retirement pro- tensive processes, requiring innumera- the IJS offices. Consequently it was de- vide a good opportunity to reflect on the ble exchanges with managers, HR staff, cided that the program would become program’s accomplishments and chal- nominees, newly selected RWAs, Learn- optional for VPUs in Washington. Cur- lenges. ing Coordinators, budget staff and ho- rently 11 of the 26 VPUs in Washington tels. Odile Rhéaume, who began func- are participating in the program. The Accomplishments tioning as RWA Program Administrator This situation has some drawbacks. in early 2005, deserves a lot of credit for Most importantly, it means that some Expansion of Program Scope Since maintaining the momentum of these pro- Washington-based staff lack a service the review found that colleagues were cesses. available to others. VPU managements consulting the advisors about a much are responsible for deciding whether to wider range of issues than harassment, IFC Participation in the Program participate in the program which could re- as reported in the RWA logs, new mod- Following the review in 2004, IFC de- sult in the program not being available in ules on ethics and HR issues were add- cided that its offices outside Washing- some units where staff feel it is needed. ed to the basic training required before ton should have RWAs. So far, 29 RWAs new RWAs can begin to play the role, as are performing in the RWA role in over RWA Nominations As with OMB, it ap- well to the mid-term training introduced 50% of the IFC country offices. This is pears that staff appreciate the RWA pro- to refresh and enhance RWAs’ skills and a promising start, but our sense is that gram when they need it, but otherwise allow them to exchange experiences. the program hasn’t “taken hold” in IFC don’t pay much attention to it. Respons- yet. The program needs more visibility es to submit nominations for RWAs are Rolling Selection and Training Pro- in IFC, in order to get stronger support sometimes quite weak, and often times cesses A major effort was undertaken from IFC management and more aware- a second round of communications is to invite nominations and select new ness among IFC staff. We plan to start a necessary to encourage staff to submit RWAs using more systematic proce- dialogue with IFC HR and management nominations. As a result of the challenge dures. Starting with the Africa Region to see how IFC’s participation can be strengthened. Continues on page 4 Back to Top Vol. 4 • October 2009 3 Book Review: Getting Past No By William Ury. Summarized by Fred Temple R oger Fisher and think through the following points in ad- and are superior to your and the William Ury’s Get- vance: other party’s BATNAs. Try to identi- ting To Yes was a fy three proposals that represent an breakthrough book that • Interests. Identify the underlying optimum outcome for you, a subopti- emphasized the impor- interests you want to satisfy. It’s im- mal but still satisfactory solution, and tance of focusing on un- portant to rank interests, to avoid the a less desirable outcome that you derlying interests, rather pitfall of trading off a major interest could still live with because it would than positions, in negotiations and ef- for a less important one. be better than your BATNA. forts to resolve conflicts. It taught us to • Options. Think of ways to achieve a separate the people from the problem, mutually satisfactory outcome. Try to Before negotiating or attending a work together to create options that will develop alternative options and avoid meeting to resolve a problem, rehearsing satisfy both parties, and suggested ways becoming stuck on only one option. what you plan to say with somebody else to negotiate successfully with people • Standards. Identify objective stan- can be helpful. who are more powerful, refuse to play by dards that can be used to evaluate Ury’s strategy involves five sequential the rules or resort to “dirty tricks.” options, to create a sense of fairness steps: William Ury’s Getting Past No takes rather than the imposition of either the analysis a step further by suggesting party’s will. 1) Go to the balcony By this Ury how to overcome resistance to reaching • Alternatives. Determine what your means suspending our natural ten- agreement. He observes that there are alternative would be if you can’t reach dency to react negatively when we five common barriers to cooperation: agreement. This is called your Best encounter resistance and instead Alternative to a Negotiated Agree- to maintain a detached, objective • Your reaction. When we encoun- ment (BATNA). Knowing your BATNA perspective on the situation. Typi- ter difficulties, we often feel like re- is essential to evaluating options dur- cal negative reactions include strik- sponding aggressively, or sometimes ing a negotiation. It also helps to try ing back, giving in or breaking off we give in quickly, to preserve a re- to figure out the other party’s BATNA. the engagement. Such reactions lationship. • Proposals. Formulate proposals cause us to lose sight of our inter- • Their emotion. The other party that embody your options, have a may experience a variety of nega- chance of being perceived as fair, Continues on page 6 tive feelings, including anger, hostil- ity, fear or distrust. • Their position. The other party may refuse to budge from a position and Introducing Ombuds Services New Staff! Continued from page 1 try to get you to give in. • Their dissatisfaction. Especially if it comes from you, the other party Ombuds Services The office is also may not see how a proposed solu- would also like to wel- pleased to welcome tion will benefit them. come Tanisha McGill the addition of Meggy • Their power. If the other party sees who became OMB’s Savady who joined the engagement as a win-lose prop- Senior Program Assis- OMB in February 2009 osition, they may try to exercise pow- tant in July 2009. Tani- as a Program Assis- er to beat you. sha began her tenure at tant. Meggy joined the the World Bank in Treasury Finance in World Bank Group in 2000 as a mem- Ury’s five step strategy of break- 1998. Prior to joining the Ombuds Ser- ber of the administrative staff in the HR through negotiation is intended to over- vices office in July 2009, Tanisha moved Staff Services Department. In 2004 come each of these barriers. to the Africa Region where she held vari- she transferred to the IFC HR Learn- Before engaging, however, Ury em- ous positions, most recently working as ing Team and then worked in the IFC phasizes the importance of preparation. Office Administrator in the Poverty Re- HR VP’s Office in 2006 as a Team As- Well prepared negotiators are more likely duction and Economic Management 2 sistant before returning to the Learning to achieve their objectives. It’s helpful to (AFTP2) group. Team in 2007. ■ Back to Top 4 RWA Network News and Views Retiring Ombudsman’s In order to address this issue, OMB Conclusion has proposed that at the beginning of Reflections on the RWA the fiscal year, we would enter a con- The RWA program has made encour- tract with each participating VPU under Program Continued from page 2 which the VPU would agree to fund the aging progress under the renewal effort, and RWAs are recognized as the most estimated travel/subsistence expenses readily accessible source of support to to get staff involved in the nominations for the number of its RWAs expected to help country office staff deal with work- process, RWAs are sometimes selected be trained during the year and provide a place issues. The CRS/IJS reform effort on the basis of a relatively small number budget code. Additionally, a cancellation should provide an impetus to build on of nominations. fee would be introduced for drop-outs the accomplishments of the past several A video explaining the RWA program after commitment. years, to strengthen the RWA program has been prepared to stimulate interest This proposal was reviewed at a further. at staff meetings at which the nomina- 2008 meeting of the Bank operational On a personal note, I’d like to con- tion process can be launched. VPs chaired by MD Graeme Wheeler. clude by noting that meeting many of OMB hopes it can be adopted for imple- you and observing the RWA program’s Budgeting Procedures for Training mentation during FY10. In the meantime progress has been one of the most re- The RWA program is run as a partner- comments on the proposal and other warding aspects of my tenure as Om- ship between the Ombuds Services of- suggestions on how to improve the pro- budsman. You are doing great work, and fice (OMB) and the participating VPUs. gram or address any of the challenges I’m confident our program will continue The costs of training RWAs are shared mentioned would be welcome. to flourish. ■ as an element of this partnership. OMB funds the costs of delivering training, while the VPUs pay for their RWAs’ trav- el/subsistence costs. The current ar- rangements have proved to be very com- What Has Been Helpful from RWA plicated and burdensome for both OMB and the VPUs, for the following reasons: Trainings? By Vivi Alatas, Senior Economist & RWA. Jakarta, Indonesia I • Numerous meetings and a very ’ve been an RWA for is about finding your Best Alternative to large volume of e-mail exchanges over 2 years. I have a Negotiated Agreement (BATNA). As are needed for OMB to liaise with attended both intro- those who come to me are usually con- each of the participating VPUs to duction training in Bang- cerned with disputes and HR issues, secure funding and to prepare sep- kok and the intermedi- such as termination or OPE disagree- arate communications from OMB ate training in Budapest. ments, I share these two concepts with to the participants about the train- I can say that RWA train- them to help them help themselves. Fo- ing arrangements which reflect their ings are among the best trainings I’ve cusing on interests, not positions, helps VPUs’ policies and procedures (e.g. ever participated in at the Bank. My day them to better understand the essence separate VPU budget codes, differ- to day work activities rely primarily on of the problems they face and recognize ent expense eligibility criteria). the left brain in dealing with numbers, that there are human needs behind the • It is sometimes difficult to reach econometric modeling, and supporting position. The concept of BATNA opens agreement on where to hold hub clients on poverty issues. RWA trainings up space in dealing with the disagree- training because OMB recommends provided guidance on balancing and ment by looking at and improving alter- locations intended to minimize the building the right brain capacity through natives so that the involved parties can total cost of delivering training to exercises on active listening respecting make the most of negotiations. I can see RWAs from several regions, while differences and understanding people. that when people do use these two con- the VPUs naturally wish to have the Particularly informative and useful as- cepts they are able to expedite the pro- training in their regions. pects of the RWA trainings which helped cess of coming to mutual agreement. • RWAs sometimes drop out of train- me personally and as an RWA are the Indeed, I also benefited personally from ing planned for their cohort, often two concepts derived from the well using these two concepts in my daily just prior to the course, because task known book “Getting to Yes”. The first is roles as mother, wife, sister and friend. team leaders schedule missions at the importance of focusing on interests Thank you for creating such wonderful the same time. rather than positions, while the second trainings. ■ Back to Top Vol. 4 • October 2009 5 Ombuds Services 2008 Annual Report Thomas Zgambo, Ombudsman O MB’s annual report geted at determining the utility of con- for 2008 was re- sulting OMB including visitors feeling leased in mid Sep- that their reasons for consulting the of- tember, and copies are fice had been fulfilled had an average being sent to all RWAs. 74% positive response rate. The report describes OMB also administers the Respect- O M B U D S S E R V I C E S 2 0 0 8 OMB’s services, provides ful Workplace Advisors (RWA) program, information about their use, and reports which has become a particularly impor- Annual Report on progress made on the main institu- tant source of locally available support tional issues discussed in OMB’s last for staff outside Washington. Informa- three annual reports. This article high- tion about staff contacts with RWAs, Confidential, Impartial, Independent, Explore Solutions lights some of the report’s main findings. OMB, and the Mediation Services Office The number and profile of the of- indicates that during 2008, staff out- fice’s 292 new visitors during 2008 was side Washington consulted RWAs more the same weight as managing results in similar to patterns observed in the of- frequently than any of these other re- managers’ evaluations. While this initia- fice’s periodic report for 2007. In terms sources. Comparison of the profiles of tive is particularly promising in focusing of demographics, the most proportion- staff who contacted RWAs and all Bank attention on managers’ people manage- ately under-represented groups among Group staff both in and outside Wash- ment skills, the adoption and funding of OMB visitors during 2008 were men, ington indicates that women and GA-GD a coherent management training program staff from Part 2 countries, and staff lo- staff consulted RWAs proportionately still requires further attention. cated outside Washington. More senior more than males and higher level staff. staff (grades GE+) were proportionate- Approximately two-thirds of the consul- Performance reviews. Staff and man- ly over-represented for both men and tations with RWAs outside Washington agement devote enormous amounts of women. Staff in open-ended positions involved respectful workplace issues, time and energy to the OPE/PEP and were much more likely to consult the of- while the largest single issue was inter- salary adjustment processes, but they fice than staff in less secure positions personal conflicts. are a source of continuing frustration (term, extended term or short term). Fi- The report discusses six issues that to both. Several improvements to the nally, staff in IFC consulted OMB propor- OMB has raised with senior manage- Bank’s OPE system have been made to tionately less than Bank staff, although ment based on its casework, visits to of- make it easier to use, increase the con- the degree of under-representation was fices outside Washington, and other in- fidentiality of input provided by feedback less than in the past. formation: providers and increase the transpar- Concerns categorized as respect- ency of the OPE process across units. ful workplace issues again constituted Managers’ People Management IFC also aligned its performance reviews the largest cluster of issues raised by Skills. This issue has been raised in the with the performance cycle in 2008, and visitors, followed by concerns about HR last few OMB reports and OMB continues the Bank is considering adopting this ini- processes affecting employment, perfor- to emphasize the importance of senior tiative as well. mance management and compensation. management championing effective peo- The most frequent single issues con- ple management and of making reforms Salary Adjustment Process. Many cerned management skills and behav- that would hold managers more explicit- staff and managers are confused about iors, interpersonal conflicts, and perfor- ly accountable and provide incentives for the relationship among OPE/PEP rat- mance evaluation. managing staff well. In FY 2009, 360-de- ings, SRI ratings and salary adjustment. Visitors who completed exit surveys gree evaluations were reintroduced for all Almost all of the Bank’s VPUs now use continued to express a high level of sat- Bank Group managers, and the results the “OPE/SRI tool” which can be used to isfaction with the office’s services with a are to be reflected in managers’ OPEs/ make a crude link between OPE and SRI 94% average positive response rate for PEPs and taken into account in manage- ratings. However, the use of SRI ratings questions pertaining to the quality of ser- rial rotations and promotions. For the first vices provided by OMB. Questions tar- time ever, managing people will be given Continued on page 7 Back to Top 6 RWA Network News and Views gotiating tactics the other party may Book Review: Getting adopt. The objective in this stage is Past No Continued from page 3 to make the transition from positional bargaining to joint problem-solving. ests. It can be useful to buy time to 4) Build them a golden bridge A think by slowing down the process. golden bridge is a solution that al- Techniques to do this include paus- lows the other party to meet his or ing and saying nothing, reviewing her tangible and intangible interests what has already been said, or taking (along with yours, of course). The a break. Ury emphasizes the impor- process is critical to reaching agree- tance of not making important deci- ment on such a solution. It requires sions on the spot—make sure you’ve actively involving the other party in assessed the proposal dispassion- devising the solution so it becomes ately first. He concludes his discus- their idea, not just yours; satisfying sion of this step by stating that the unmet interests; helping the other need is not to control the other par- party justify the outcome (sometimes ty’s behavior but to control your own. to save face), especially to constitu- 2) Step to their side In order to over- ents; and making the process of ne- come the other party’s resistance gotiation as easy as possible. Ask- promote negotiation. In pursuing (possibly including hostility), this step ing the other party for ideas, offering this step, it is important to use pow- involves disarming them by actively choices and inviting constructive er (rather than persuasion) as little listening, acknowledging their point criticism of possible solutions can in- as possible and to keep focusing on of view, feelings and competence and crease the other party’s ownership the benefits of agreement, remem- status, and agreeing with them when- of and commitment to the solution. bering that the goal is mutual satis- ever possible. It’s important to main- Giving the other party credit—or even faction rather than victory. tain a positive environment by project- letting him or her take credit—can ing confidence that an agreement can help solidify a solution. In addition to the book’s many rich be reached, saying “yes” whenever 5) Use power to educate Even af- ideas, practical suggestions, illustra- possible, and using supportive words ter the previous four steps, the oth- tive stories and nice quotes which can’t and body language. It’s preferable to er party may still refuse to come to be captured in a brief summary, per- use “both/and” and “yes/and” rather agreement and try to use power to haps Getting Past No’s most impor- than “either/or “or” but,” and to ex- gain acceptance of their position. tant message for RWAs is to help their press your own views (“I” statements) The strategy in this step is to edu- visitors approach conflict resolution in rather than attribute views to the oth- cate the other party to understand an indirect, non-confrontational man- er party (“you” statements). This strat- the costs of no agreement as well as ner, to engage in joint problem-solving egy can be followed without making the benefits of reaching agreement. to reach mutually satisfactory outcomes. concessions, and sometimes it’s nec- Questions can be used to encour- “The theme throughout,” Ury says, “is to essary to stand up for oneself. The age the other party to consider the treat your opponent with respect—not as goal is to create a favorable climate impact of not reaching agreement an object to be pushed, but as a person for communication or negotiation. (“what do you think will happen if to be persuaded. Rather than trying to 3) Reframe “Reframing,” Ury explains, we don’t agree?”; “what do you think change the other side’s thinking by di- “means redirecting the other side’s I will do?”). If this doesn’t work, a rect pressure, you change the environ- attention away from positions and to- description of the consequences ment in which they make decisions. You ward the task of identifying interests, (framed as a warning rather than a let them draw their own conclusions and inventing creative options, and dis- threat) could be the next step. Even- choose for themselves. Your goal is not cussing fair standards for selecting tually, it may be necessary to reveal to win over them, but to win them over.” an option.” Asking questions, espe- your BATNA and even to prepare to As a quotation from Italian diplomat Dan- cially open-ended questions, is par- implement it. Another alternative is iele Vare cited at the beginning of the ticularly useful (why, why not, what to involve a third party (e.g. a coali- book says, “Diplomacy is the art of let- if, what’s your advice, what makes tion, affected parties, constituents) ting someone else have your way.” that fair?). This section includes ad- to demonstrate support for or le- A copy of Getting Past No is being vice for dealing with a number of ne- gitimize a solution, deter attacks or sent to each RWA. ■ Back to Top Vol. 4 • October 2009 7 nutrition, fighting malaria, and increasing to provide them with the appropriate in- Update on Reforms of the access to education. formation and assurances. We cannot Conflict Resolution System As the Bank Group continues the de- guarantee that every staff member will Continued from page 1 centralization of its staff, no one can play be fully satisfied with the end result if a more important role in educating coun- they make use of a CRS service, but we Furthermore, there will be a signifi- try office staff about the CRS than the do need to ensure that every staff mem- cant increase in the number of Peer RWAs. RWAs are the first point of contact ber has a fair opportunity to address Review Members who are eligible to for the CRS, especially in the field. We are their concerns in an appropriate manner, serve on panels, including more staff working to ensure that all of the CRS ser- whether that is through the less formal in the field. vices are accessible to staff in the country avenues (Ombuds and Mediation) or the • The Staff Rules for Ombuds Services offices, but we can only do that if there is more formal channels (Peer Review and and Mediation Services have been sufficient information available to country Tribunal). revised to provide for greater inde- office staff about our services. I hope to meet many of you in my pendence in the appointments to We have plans to update our CRS travels and participation in some of the those offices. Importantly, the RWA brochure and the CRS video, and to co- RWA training programs. If you are in program has been formally recog- ordinate mission travel to reach as many Washington for any reason, please feel nized in the Staff Rules to ensure countries as possible in order to promote free to contact me to discuss how the that RWAs can provide the same the CRS services to staff in the field. CRS is working in the country offices or confidentiality protections currently But we are not there everyday; only the send me an email sharing your thoughts afforded by the Ombudsman. The RWAs are. So we will rely heavily on you on the issue. I am looking forward to our rules for mediation have also been to point staff in the right direction and collaboration. ■ revised to require both parties to at- tend at least one mediation session. • The Executive Directors and Board of Governors have approved a num- Ombuds Services 2008 Annual Report ber of reforms to the Administra- Continued from page 5 tive Tribunal Statute and procedures to increase its independence and 3.1, 3.2 and 3.3 still lacks transparency, able to adopt a policy of giving fixed term strengthen its credibility as an inde- and the Bank should publish definitions staff at least three months notice if their pendent judicial body. for these ratings. OMB continues to be- contract is not to be renewed. • The Ethics Office has taken over re- lieve that issuing individual electronic no- sponsibility for handling almost all tices to all staff to inform them of both Country Office Issues. The Bank staff misconduct matters, except for their SRI rating and salary increase with Group’s dramatic decentralization has those dealing with significant fraud links to explanations of the processes significantly changed the composition of or corruption, which will remain with would also improve transparency. its workforce and posed the challenge INT. of creating respectful, ethical environ- Terms of Employment. Over the last ments in 162 offices outside Washing- I am also happy to report that for the few years a trend toward a greater re- ton, which now account for forty percent first time in several years, managers to liance on shorter term employment of all Bank staff. The environments in head all of the CRS and Internal Justice contracts has been observed. Several these offices are often challenging, and offices have been appointed. With these changes were introduced in mid 2008 their small size and limited geographic appointments and the reforms men- to address this issue including: removing coverage limit career options for locally tioned above, the Bank Group has taken the four-year cap on term employment, recruited staff. a big step in investing in its conflict reso- extending the possible length of fixed To reach out to these offices, OMB lution mechanisms. This is not a superfi- term contracts from four to five years has visited 70 cities over the last five cial commitment. The CRS services are and limiting the number of one year ex- years. Among the issues raised during here for staff to use; they are not window tensions a VPU could make. The chal- these visits, concerns about career de- dressing. The more that we can help pre- lenge is to utilize term contracts to meet velopment are most prominent. The most vent conflict and help facilitate conflict business needs while mitigating the neg- significant changes in the employment resolution, the more time our staff can ative consequences of lower job security conditions of country office staff are spend working on the important issues that often come with shorter term con- such as poverty alleviation, reducing mal- tracts. OMB believes it would be reason- Continued on page 8 Back to Top 8 RWA Network News and Views Ombuds Services 2008 HIV in the Workplace Annual Report By Ivena K. John Continued from page 7 H IV and AIDS pro- likely to come from fundamental chang- foundly disrupts es in the current employment and com- the economic and pensation models. Both Bank and IFC social basis of families managements have concluded that the by threatening the liveli- current models have reached the limit of hoods of many workers than many countries in Africa—the conti- their effectiveness. The proposed new and those who depend nent hardest hit by HIV. arrangements being developed in con- on them. It mainly affects people in their HIV challenges each of us to look at sultation with the Board would eliminate most productive ages of between 20 and our own lives to see where we can make the distinction between internationally 49 years. Companies have felt the loss a difference, and one powerful way we recruited staff and locally recruited staff of tremendous talent since the epidem- can do that is by keeping this momentum at levels GF+. The most significant de- ic began. Coworkers have grieved the going, and by contributing to a respectful velopments in Bank Group offices out- loss of many colleagues, family mem- workplace free from HIV-related stigma side Washington over the last few years bers and friends. Unwarranted fear and and discrimination. have been IFC initiatives to integrate its ignorance of the disease have caused Ask yourself the following: decentralized advisory services staff bet- discrimination against people living with ter into the Corporation and strengthen and affected by HIV and AIDS and dis- • how can I contribute to this positive its field office management. rupted work and employee productivity momentum and to keeping this con- at a time when the competitive global versation going; Reform of the Conflict Resolution market-place demands total efficiency • what can I do to contribute to a re- System/Internal Justice System and outstanding performance. spectful, inviting work environment (CRS/IJS). Previous OMB reports re- The World Bank Group is not immune where Bank staff feel safe in coming viewed the state of the CRS and ob- to the realities of HIV. forward to get the help they need for served that the prolonged review of the HSD has estimated that at least HIV-related issues; CRS, the slow progress in adopting and 600 staff/dependents worldwide are • how can we create an environment implementing reforms, and the absence HIV-positive, but only a small fraction where there is a balance between of visible management support for the of those are currently using WBG re- openness and confidentiality? system had “caused a hiatus which has sources or available health care bene- affected the system’s effectiveness.” Im- fits to fight the disease. The perception For more information please visit plementation of reforms has accelerated of many is that HIV is only an issue for http://hivworkplace since 2008 and the main achievements those living and working in developing For general inquiries please send an include filling senior vacancies, creat- countries, when in fact, the HIV preva- email to AIDSWORKPLACE-ADMIN in ing an Internal Justice System Coun- lence rate in Washington DC is higher lotus notes. ■ cil chaired by MD Graeme Wheeler, re- placing the Appeals Committee by Peer Review Services, transferring most mis- conduct investigations from the Insti- In Memory of Neta Mulenga Walima tutional Integrity Vice Presidency (INT) to the Office of Ethics and Business We were saddened to hear about the death of Neta Mulenga Conduct(EBC), and enhancing the in- Walima, RWA in the Zambia office, in September. Neta joined dependence of the World Bank Admin- the Bank Group in 2002 and was selected as RWA in June istrative Tribunal(WBAT). The reformed 2004. Her service as RWA is greatly appreciated and is a reflec- system is called the Internal Justice tion of her kind, gentle spirit. Neta was known for her welcoming System(IJS). A new whistleblower poli- nature and willingness to always help others. Our thoughts and cy was also introduced last year under sympathy are with her family, friends and colleagues. She will be Staff Rule 8.02 specifying the protec- remembered and missed by all who knew her. tions against retaliation for those wish- ing to utilize any IJS service. ■ Back to Top