DPI
Town Hall Meeting
Organizational
Integrity Initiative
Town Hall Meeting
RESPONSE RATE
 Number
 Total
 UN
of UN staff surveyed: 18,015
UN respondents: 6,086
response rate = 33%
Purpose
 Share
with you the results of the
Integrity Perception Survey
 Solicit
your reactions, concerns and
suggestions regarding the findings

E-mail hub created:
• Dpi-integrity@un.org
Where we started:

UN took the lead in framing the convention
against Fraud and Corruption in 2003

SG expressed desire that UN model high
standards of ethical conduct

SG requested OIOS to launch the
Organizational Integrity Initiative as one
component of reform

Survey of staff perceptions commissioned as
part of this initiative
Objectives of the Survey

Measure attitudes and perceptions about
integrity among UN Staff

Use results to help implement the
Organizational Integrity Initiative effectively

Use results to design improvement
strategies for the Organization and for
further staff development
What are some indicators of
Organizational Integrity?

Demonstrating UN values in daily activity

Acting without consideration of personal
gain

Resisting undue political pressure in
decision-making

Not abusing power or authority

Standing by decisions in the Organization’s
interest, even if they are not popular

Taking prompt action in cases of
unprofessional or unethical behavior
Organizational Integrity Indices:
Overall UN scores
INTEGRITY
52
SATISFACTION
74
49
TRUST
0
20
40
60
80
100
Overall Findings
Most staff
 Express a high level of satisfaction from
employment in the UN

Believe they know what is expected from
them in terms of behaving with integrity

Believe that existing policies, practices and
guidelines help define ethical behavior and
professional conduct

Do not believe there is wide scale corruption
in the UN
Overall Findings
However, many staff also:

Believe we do take not enough action to investigate
instances of unethical behavior

Fear reprisal or retaliation from management for
reporting perceived breaches of ethics

Believe that management applies the disciplinary
process unevenly and outcomes are little known

Believe that their immediate supervisor
demonstrates integrity, but the view of senior
leaders is less positive
Overall Findings
Some staff believe that:
 Management
does not take integrity
and ethical behavior sufficiently into
account in selection, promotion and
assessment processes
 There
is not enough dialogue on ethical
concerns in the Organization
Organizational Integrity Indices:
DPI scores compared to UN’s
Integrity
DPI
UN
Satisfaction
Trust
0
20
40
60
80
Four Key Priority Areas
1.
Tone at the Top
2.
Staff accountability
3.
Supervisory commitment
4.
Ethnocentrism
What are we doing?
# 1: Tone at the Top
 Concern:
 Perception of senior leaders
 What we are doing:
 SG has urged senior managers to make
greater efforts to maintain open and frank
communication with staff

Communication with staff to be element in
Department Head’s annual compact with
the Secretary-General
What are we doing?
#1: Tone at the Top (cont’d)
•
Development and realization of action plan
on integrity to consider issues raised by
survey including:
 Prompt and decisive action on breaches of
integrity
 Adequate disciplinary measures for those violating
ethical standards
 Communication of results, as appropriate
What are we doing?
# 2: Staff Accountability
 Concern:

Fear of reprisals against staff that report
violations
 What
we have:
• Office of Internal Oversight – confidential
• Office of the Ombudsman – confidential
Next steps:
• Better information to staff on avenues of
assistance
What are we doing?
#2: Staff Accountability (cont’d)
 Concern:

Belief that integrity is not adequately recognized
in selection, promotion and assessment
processes
 What



we are doing:
Core values and core competencies included in
staff selection process
Core values including integrity assessed in PAS
Component on Integrity included in training on
procurement, finance, HR management, senior
management programmes and others
What more do we need?
#3: Supervisory Commitment
 UN
Supervisory Commitment factor rated
high but…
 We


can do more:
Improve level of comfort for staff to freely
discuss these issues with their supervisors
Model the behavior we expect from staff
What are we doing?
#4: Ethnocentrism
 Concern:


Political pressures
Perception of cultural favoritism
 What



we are doing:
Need to examine perceptions vs. facts
Need for greater transparency
Diversity training
Follow-up to this Survey

Creation by SG of group of senior managers,
chaired by Deputy Secretary General to guide
the follow-up process

Senior managers will be supported by
consultative group consisting of a wide cross
section of staff

Departments to nominate two representatives
OPEN-ENDED QUESTION
DELOITTE & TOUCHE CATEGORIZATION OF OPEN-ENDED COMMENTS
SUB-CATEGORIES
C
A
T
E
G
O
R
I
E
S
1. Improve the
management
system
Make the
recruitment/sele
ction system
more objective
and fair
Leverage
PAS system to
assess integrity as
part of HR
evaluation; make
PAS a widely & fairly
used tool
Assess
performance
fairly &
transparently,
and link it to
career plans
Establish
accountability
as a value in the
organization
Reinforce
independent control
and punish, if
necessary
Rapidly punish
unethical
behavior
2. Supervisors &
managers should
be more
supervised
3. Accountability
should be
developed within
the Organization
4. Senior leaders
commitment to
integrity should
be more clearly
stated and
monitored
5. Regulations
Simplify rules,
train to
regulations
Manage
career
on a
merit
base
Develop
management
training
OPEN-ENDED QUESTION
PERCENTAGE OF COMMENTS BY CATEGORY
(101 DPI RESPONDENTS)
2. Supervisors and managers should
be more supervised
(9%)
3. Accountablility
(25%)
1. Improve the
management system
(34%)
4. Senior Leaders
commitment to integrity
(5%)
5. Regulations
(5%)
Other
(18%)
Mixed categories within
single comment
(5%)
Contact
 For
further comments and inquiries
DPI e-mail hub:
Dpi-integrity@un.org