Switzerland’s JPO programme and findings of a recent study 11th meeting of national recruitment services and UN organisations on the JPO programmes Bonn, 26th April 2017 Patricia Barandun Swiss Federal Department of Foreign Affairs
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Switzerland’s JPO programme and
findings of a recent study
11th meeting of national recruitment services and UN
organisations on the JPO programmes
Bonn, 26th April 2017
Patricia Barandun
Swiss Federal Department of Foreign Affairs
Agenda
1. Presentation of Switzerland’s JPO programme
2. Findings of a recent study on reasons why Swiss Professionals
join, remain in or leave multilateral organisations, including
JPOs
Goals of the Swiss JPO Programme
• Opportunity for young professionals to enter the UN system to
gather experience and build a network
• Increase Switzerland’s presence in strategically important UN
organisations and entities
• Encourage and deepen the dialogue and exchange between
Switzerland and these organisations and entities
• Reinforce and increase Switzerland’s engagement towards priority
themes and regions
The Swiss JPO Programme – decentralised
management
State Secretariat for Economic
Affairs (SECO)
4-5 JPOs per annum in
International Financial Institutions
Swiss Agency for
Development and
Cooperation SDC
11 JPOs per annum
in focus organisations
(UNDP, UNICEF,
UNFPA, UN Women,
OCHA, UNHCR,
WFP, UNAIDS,
UNRWA, IFAD,
WHO)
United Nations and international
organisations’ Division UNIOD
2-3 JPOs per annum in strategic positions at the
UN Secretariat
Human Security Division HSD
6-10 JPOs per annum in positions related to
peacebuilding, human rights,
humanitarian/migration policy mainly at the UN
Secretariat
Directorate of Political Affairs
Federal Department of
Foreign Affairs
Federal Department of Economic
Affairs, Education and Research
The Swiss JPO Programme – central coordination
• Quarterly coordination meetings between the entities that fund and deploy
JPOs to discuss issues common interest/concern.
• Operational issues such as training
• Strategic questions/concerns such as retention and how to achieve it
• Monthly compilation and distribution of «List of currently serving Swiss
JPOs» to facilitate the flow of information between the JPOs and the
Government.
• Encourage regular formal and informal exchange between theJPOs and
the FDFA
The Swiss JPO Programme - Overview
Federal Department of Foreign Affairs FDFA
Directorate of Political Affairs
United Nations and international organisations Division
• Currently 52 JPOs in mission
• Of which 34 female and 18 male
• in 25 different UN and financial organisations (End February 2017)
• 28 in HQ offices, 7 in regional offices, 17 in country offices
• Switzerland funds 2 years fully and co-funds the 3rd year at 50%
Reasons why Swiss Professionals Join,
Remain in or Leave Multilateral
Organisations
1. Objective of Study
Federal Department of Foreign Affairs FDFA
Directorate of Political Affairs
United Nations and international organisations Division
Objective
Validate and understand known and unknown reasons
that influence decision-making of Swiss Professionals
to join, remain in or leave a career in Multilateral
Organisations
2. Survey Design
Federal Department of Foreign Affairs FDFA
Directorate of Political Affairs
United Nations and international organisations Division
Survey Design: Selection Criteria
Current or former employee of a
Multilateral Organisation
Employed within the last 7 years
Swiss National
Staff / JPO
Survey Design: Organisations
6 Areas & 5 Topics How important is/was the reason… when joining, remaining,
leaving
Job Conditions Financial
Aspects
Institutional
Framework Quality of Life Family Individual Reasons
Challenging
job
environment
Salary Personal
identification
Restrictions by
organisations Children
Non-conventional or
adventurous task
Multi-facetted
interesting job
content
Fringe benefits
/ allowances
Professional
developmen
t
perspectives
Social situation Career
aspects
Cultural
environment
Travelling for
the job
Pension
schemes Networking
Security situation
/ freedom of
movement
Social
situation
Opportunity to live
and work abroad
Management
responsibility
Tax
exemptions Prestige
Environmental
situation
Travelling
for the job
Personal career
perspective
Multicultural
environment
Currency
benefits
Contractual
framework Public services Parents Meaningful work
3. Response Rate and Analytical
Framework
Response Rate
CONTACTED: 468
RESPONSE RATE: 288 62%
COMPLETION RATE: 262 56% 242 Active
226 Inactive
147 Active (21 Target JPOs)
99 Inactive (24 Target JPOs)
16 Non-Target
Response Rate by selected criteria
4. Findings
5. Areas & 5 Reasons How important is/was the reason… when joining, remaining,
leaving
Job Conditions Financial
Aspects
Institutional
Framework Quality of Life Family Individual Reasons
Challenging
job
environment
Salary Personal
identification
Restrictions by
organisations Children
Non-conventional or
adventurous task
Multi-facetted
interesting job
content
Fringe benefits
/ allowances
Professional
developmen
t
perspectives
Social situation Career
aspects
Cultural
environment
Travelling for
the job
Pension
schemes Networking
Security situation
/ freedom of
movement
Social
situation
Opportunity to live
and work abroad
Management
responsibility
Tax
exemptions Prestige
Environmental
situation
Travelling
for the job
Personal career
perspective
Multicultural
environment
Currency
benefits
Contractual
framework Public services Parents Meaningful work
Most
important
Least
important
1.
7
>80% 77.2% 76.6% 72.9%
44.9
% 44.5%
n=202
85.4% 82.9% 70.7% 65%
54.8
% 48.7%
n=99
6. Conclusions
Conclusions
Key drivers for joining/remaining > ideological
driven reasons for individuals. Conviction, job and
career. (JPOs value those reasons higher when joining than staff)
Key drivers for leaving > missing professional
development perspectives, career aspects (e.g.
dual career) and contractual framework (JPOs value those reasons higher when leaving than staff)
Finances are not a driving force in any phase (JPOs value financial reasons less important when joining, and more important when
leaving)
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