EPS HR Officer (Policy), VA No. 2014/05/055 - Kabul

Crisis Prevention and RecoveryStarting Date :
(date when the selected candidate is expected to start)Duration of Initial Contract :One year with possibility of extensionExpected Duration of Assignment :One year with possibility of extension

UNDP Afghanistan is supporting the Government of Afghanistan (GIRoA) to find innovative solutions to its development challenges based on the on-going Country Programme Document (CPD) approved by the Executive Board for the period 2010 – 2013 and further extended until end of 2014. Key priority areas for UNDP assistance are in strengthening democratic governance, crisis prevention and recovery, and reducing poverty. UNDP is strengthening the institutional capacities of key national government and sub-national authorities which aim to enhance human security, human development, peace and stability in Afghanistan

Afghanistan is currently in a two-year transition period that will last until the departure of the international security forces by the end of 2014. This transition phase will be followed by a phase of transformation of 5 years, according to the Tokyo Conference. The Ministry of Interior (MoI) 10-Year Vision sets the strategic framework for ministerial reform and Afghan National Police (ANP) professionalization during the so-called decade of transformation. As part of the MoI-driven reform supported by the International Community, ministerial functions (policy-making, budgeting, goal-setting planning and controlling) shall be separated from the policing agencies resulting in a new architecture of the entire Ministry of Interior.

LOTFA Phase VI has consisted of three distinct pillars: (Pillar 1) police remuneration, infrastructure and equipment; (Pillar 2) capacity development and gender; and (Pillar 3) community policing (Police-e-Mardumi). The new strategic MoI context described above has generated fundamental changes in what and how LOTFA will further engage in the policing sector, and will affect each of the three pillars in substantial ways. Within this context, internal reorganization of the programme pillars began from April 2013 upon approval of LOTFA Steering Committee (20th March 2013): during 2013 LOTFA has evolved into a more substantive platform with an expanded capacity development component for consolidated sustainability of the established systems and processes, and a separate community policing component for decentralized support to the police towards more effective service delivery. Further, increased efforts have been made by LOTFA and MoI to strengthen joint planning, the intent of which is to help MoI to assume ownership of LOTFA-supported activities.

Late in 2013 the MoI and UNDP, in coordination with LOTFA donors, have agreed to extend Phase VI until 31 December 2014 with the main objective to fully operationalize LOTFA management changes and streamline elements of innovation taking into account current and perspective needs of the MoI.

In 2014 Pillar 1, while continuing to manage the remuneration to police and to uniformed guards of the Prisons Department, will transition its functions into a more streamlined service organized as a practice area. Anticipating the transition of payroll management to the MoI, Pillar 1 will focus on building MoI capacity to use, manage, and maintain the payroll system, while also ensuring that the software itself is made robust and professional. In the meantime, training and systems development will continue to be provided to the MoI and Ministry of Finance (MoF).

Similarly, Pillar 2 will structure its programmatic areas of work around ministerial reform. Within Pillar 2, ministerial reform will encompass: policy development and evaluation, including development of operational procedures; support to improve key ministerial processes essential to ensure efficient and effective allocation and management of MoI assets; technical assistance for structural change of MoI systems. Greater emphasis will be on policies associated to human resources planning and management, including policies and regulatory framework to guide and discipline police literacy and professionalization.

Pillar 3 focus will shift from a narrow emphasis on Police-e-Mardumi to civilian policing and police professionalization in all capacities of on-the-ground policing agencies. Expansion of community-police partnerships will be another feature of Pillar 3 work for 2014 by scaling-up Civil Society Organization (CSO)-based projects meant to build conditions of mutual trust and confidence between police and communities.

Pillar 2 will retain a focus on strategic gender aspects of ministerial reform, and priority areas for Pillar 2 work will include systems aspects of gender-based management, performance oversight and management, personnel planning and administration, and finance. Pillar 3 will expand gender portfolio, focusing on the operational aspects of gender policing including, but not limited to: capacity building and professionalization, improvement of safe working conditions for women police, and advocacy initiatives to address Gender-Based Violence and women police protection against all forms of harassment.

Given the nature of work and mandate, Pillars 2 and 3 will work interactively with an effort to reinforce their separate but closely linked mandates. All Pillars will shift from ad hoc programming and material support so as to align more directly with policies and strategies of the MoI. This will increase the likelihood that LOTFA support will meaningfully contribute to the achievement of mid- and long-term changes to policing, and will lay the foundation for much greater MoI involvement with and ownership of the LOTFA framework.

Summary of Key Functions:

Working under the supervision of Pillar 1 International HR & Payroll Specialist and close collaboration of National and international Managers, the Electronic Payroll System (EPS) Human Resources Officer (Policy), will perform the following duties and responsibilities:

Develop policy pertinent to the needs of the Ministry of Interior in relation to the successful management and expansion of electronic payroll processes and their further integration with wider HR databases;Design and implement capacity building and training programmes with relevant MoI HR teams, which may include the design and implementation of partnership, mentoring or other capacity building models to ensure a clear understanding by staff of the systems and processes for which they are responsible, including a commitment to meeting stretching but attainable standards of work performance in terms of accuracy, quality and timeliness.Review existing processes and systems, including designing and undertaking training needs assessments at team and individual manager level, including the identification of missing skill-sets or capacity requirements for those actively engaged in the application of HR processes and systems, and those charged with the responsibility of supervising or verifying outputs of such processes and systems;Make prioritised recommendations regarding the improvement, overhaul or replacement of existing systems, with clear justifications where significant financial investment may be required;Establish indicators, milestones and targets for all aspects of the application of existing HR systems and processes as a contribution to team and individual work plans.For the purposes of this assignment, the EPS HR Officer (Policy) will be expected to engage with central, regional and provincial teams, including through travel to provincial offices.To support the work of the EPS HR Officer (Data Anaysis) in strengthening the implementation of HR system and policies focused on achieving the following results:Opportunities identified and implemented to convert manual HR processes into web-based system to strengthen transparency and efficiency; Internal controls, including analyses of parameters in support of the proper design and functioning of the HR management system, implemented effectively;Analyses and elaborations of personnel statistic reporting on the strategic approach to recruitment, and forecasts of the personnel needs and police capacity development, produced regularly and accurately;Successful participation in the planning and execution of tasks relating to the development of new human resource management system; Regular liaison undertaken with MoI ICT department on technical problems relating to network connectivity;Regular provision of accurate headcount reports by rank and grade on the active number of police in police force;

The EPS HR Officer (Policy) will closely work with EPS HR Officer (Data Analysis) for ensuring improved reporting and capacity development focused on achievement of the following results:

Payroll expenditures of MoI successfully monitored to reduce the value of funds disbursed to inactive police personnel in all provinces;Improved quality of EPS EFT and cash payment reporting and verification through coordination with the HR, Finance and Tashkil departments and in tandem with Pillar 1 team personnel;Improved capacity of the central, provincial, and district MoI staff in human resource management and improved accountability of recurrent expenditures related to police payroll and food allowance;Measurable and continuous improvements in HR data quality standards; Increased capability of the MoI HR Directorate to prepare accurate personnel statistic reports.To support knowledge building and knowledge sharing in the UNDP LOTFA project, focused on achieving the following results:Synthesis of lessons learned and best practices in HR collated and shared;Regular and informed contributions made to knowledge networks and communities of practice.

Key results will include:

Successful delivery against team and individual work plans as agreed with the MoI / Monitoring Agent Relations Officer and HR & Payroll Operations Team Manager;Regularity and quality of monthly reporting, including measurable gains as a result of recommendations made where implemented.
Knowledge Management and LearningShares knowledge and experience and provides helpful advice to others in the office;Ability to develop systems for structuring, codifying and providing access to information and knowledge.Development and Operational EffectivenessAbility to provide IT support services including IT hardware/ infrastructure support, other IT applications support;Good knowledge of PC/LAN operating systems, Microsoft Windows, corporate ICT security and viral protection systems, knowledge of Microsoft Windows network administration;Ability to provide input to business processes re-engineering, elaboration and implementation of new systems;Leadership and Self-ManagementFocuses on result for the client and responds positively to feedback;Consistently approaches work with energy and a positive, constructive attitude;Demonstrates openness to change and ability to manage complexity.Master’s or Bachelor’s degree, preferably in human resource management or a pertinent field.With Master 4 years and with Bachelor 6 years of work experience in human resource policy development, implementation and/or management with one or more international or government organisations or significant private sector organisations.Demonstrated ability to write clearly and accurately in English.Demonstrated ability to write clearly and accurately in Dari and/or Pashto would be an advantage.Fluency in written and spoken English is essential; knowledge of Dari/Pashto is desirable.

Interested and qualified national Afghan candidates should apply on-line through the UNDP Jobs site at http://www.undp.org.af/Jobs/index.htm and please ensure that to fill up and upload Personal History Form-P.11 which is available at http://www.undp.org.af/Jobs/index.htm in the relevant field of the on-line application.

Incomplete applications or applications received after the closing date will not be given consideration.

Please note that only applications that are short-listed will be contacted. The vacancy announcement is open only for Afghan national (s) applicants.

Female candidates are highly encouraged to apply.

UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence.

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