Médecins Sans Frontières (MSF) is an international humanitarian aid organization that provides assistance in more than 60 countries to populations in distress, to victims of natural or manmade disasters and to victims of armed conflicts, without discrimination and irrespective of origin, religion, creed or political affiliation.
CONTEXT
As stated in the MSF OCB strategic objectives 2020-2023, the organizational culture and model we want for tomorrow is one with less hierarchy, reduce bureaucracy and increased subsidiarity. We want a learning organisation with a coaching and mentoring approach as the keys to successful team management. This change of culture will be achieved by defining and implementing a model of regular and qualitative feedback and feedforward, based on the competence model required for the operations and the organization.
In September 2014, a new process of performance management system has been implemented in our organisation. In 2020, we’ve had the opportunity to work with four students of the Vlerick Business School to analyze the trends of performance management systems and raise key concerns. Through this work, they came with some recommendations. The main conclusion coming from stated that our system was trying to answer to 6 objectives – and this scope was too vast to bring out a real added value for our teams. Moreover, the process was not adapted to the whole global workforce.
In addition, with today’s objective to move forward to a culture of feedback inside MSF OCB, the need to review the process came up and an initial consultation has already been done with fields and HR HQ staff.
RESPONSIBILITIES
The objective of the Project Manager Feedback process is therefore to initiate a new project that will define the new process for regular feedback and feedforward that is relevant, efficient, harmonized and used by everyone. In terms of methodology, he will use the OCB Agile project management methodology while respecting OCB key tools for project management ( project charter, monitoring tool,… )
As the contract is currently planned for 6 months, rather than tackling all aspects linked to the performance management system, the mission will hence focus around the following:
- Proposal a regular feedback and feedforward process used by all OCB staff that adheres to these key principles:
- Continuous process that is less formal yet more transparent;
- That includes multi-stakeholder;
- That takes into account the cross-cultural orientation;
- With a common core but adaptable by projects, positions etc…
- Simple and easy to use;
- Ensure link into the new HR tool but also an offline version.
- Ensure link with the Competency Framework project
Formalize the project documents and the methodology
Draft a proposal of a regular feedback and feedforward process used by all OCB staff
- Creation of a process that support the culture of regular feedback and feedforward and is adapted for the whole global workforce and MSF contexts – see key principles above
- Clarify the objectives of each steps of the process
- Creation of tools to help the users for each steps
- Mapping of the learning need for users both at the launch and after
- Definition of the support needed once the process is implemented
- Expected deliverables:
- New Evaluation / feedback and feedforward policy document with clarified objectives, scope, tools.
- An implementation strategy with communication and training plan.
Explore the options for implementation in a IT tool (wedoo or Tembo) tool but also an offline version.
Ensure the link with the Competency Framework project Analyse the current place that takes the competency framework into the performance management system
- Ensure the update of the revised competency inside the process
Communicate and seek acceptance of the main findings
- Maintain a transparent and clear participative process along the preparation, implementation and the follow-up of the project
- Ensure that main findings are communicated and agreed across the different stakeholders
- Design a communication plan for the changes and ensure proper communication around these changes.
- If time allow, accompany the change management process along the preparation and the implementation phases.
Deal with problem and risk management
- Identify the risks and the problem that might occur during the design and the implementation of the project and make sure the Line Manager and the different Department directors are aware of them.
For this, the project manager will be in contact with the following interlocutors:
Operational Centre Brussels
- Key people in the Operations Department (Middle Managers, HR officers, Operations Coordinators)
- Key people in HR department (HR PMO, Pool Managers, Development Advisors, HRIS, L&D Hub)
- Key people in other support departments (Technical Experts)
Partner sections
- HR Department (Development Advisors)
Field
- Country coordination team (Head of mission and HR Co)
- Field staff
The Project manager will report hierarchically to the People Development Hub Coordinator and functionally to the HR PMO Coordinator.
CONDITIONS
- Expected starting date: As soon as possible
- Contract type: Fixed-term contract (CDD) of 6 months, full-time
- Location: based in Brussels
- Salary according to MSF-OCB HQ grid – Hospital Insurance (DKV) – Pension Plan – 100% reimbursement for public transportation costs
- Adhere to the MSF principles and to our managerial values: Respect, Transparency, Integrity, Accountability, Trust and Empowerment
- Adhere to the MSF Behavioral Commitments
Deadline for applications: 11/06/2021
How to apply?
Please, send your CV and cover letter to Recruit-HQ-HR@brussels.msf.org and mention “Project Manager Feedback” in the subject of your email.
Only shortlisted candidates will be contacted.
MSF values diversity and is committed to create an inclusive working environment. We welcome applications from all qualified candidates regardless of disability, gender identity, marital or civil partnership status, race, color or ethnic and national origins, religion or belief, or sexual orientation.
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