United Nations Staff Engagement Survey

AGILITYStaff doubt UN’ ability toadapt to and plan forchange. Over half of staff doubt ordisagree that their group, or UNas a whole adapts well tochange. Staff are slightly morepositive in assessing theirimmediate groups than theSecretariate.Agility% Favorable: UN 2017; and Public Sector NormUN adapting tochange41% Staff express favorableopinions towards their team’sability to stay informed; the UNscores higher than the PublicSector Norm on this measure.Agility51%Agile organisations have agile staffthat,Group staysinformed48%68%Agility51%The people in my team stay informedabout issues affecting our work.18% 14%59% (9)48%25%27%58% (-10)47%24%30%52% (-5)31%50% (-9)In my Department, Office or Mission, wededicate adequate time to anticipating andplanning for future changes. are empowered and enabled sothat they can become activeparticipants in change.The UN Secretariat adapts well tochanges that affect how we operate. 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED55% (-4)The people in my Department, Office orMission adapt easily to new ways of doingthings.Process and react effectively tochange.Use their networks to share info.and ideas.Public Sector Norm25%24%68%Group planningfor change47%UN 2017(n 14,622)Item or Category Group adaptingto changeFavorableNeutral41%28%UnfavorableUN 2017 Significantly Above Public Sector NormUN 2017 Significantly Below Public Sector Norm13

ROAD MAP FOR THE PRESENTATIONSurvey Background and FrameworkResults: Key HighlightsResults: Engagement, Alignment, and AgilityResults: Critical Priorities. ContinuousImprovement and Gender & DiversityResults: Item-Level AnalysisResults: Demographic AnalysisConclusions: Recommendations for ActionAppendix 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED14

CONTINUOUS IMPROVEMENT UN exceeds the Public Sector Norm on most Continuous Improvement items. Staff recognize strong collaboration between co-workers, and feel empowered to solicit help when needed. Nearly half of staff disagree or are doubtful in their groups’ support for applying best practices, and orientation towardsimprovement.UN 2017(n 14,622)Item or CategoryContinuous Improvement63%The people I work with collaborate to get the job done.80%I feel comfortable asking for help when I am having difficulty with mywork.78%Public SectorNorm 201721% 16%12% 8%61% (2)75% (5)12% 9%77% (1)The people I work with keep an open mind when others arepresenting ideas.68%19% 13%61% (7)I can make decisions that enable me to do my job effectively.68%18% 14%66% (2)20% 16%69% (-5)The people I work with share information and ideas that they thinkwill help others succeed.64%Good ideas are adopted in my team regardless of who suggeststhem or where they come from.62%20%18%NAThe UN Secretariat has tools in place that enable staff to easilyshare information.60%23%18%59% (1)In my Department, Office or Mission, we use mistakes as anopportunity to learn and improve.56%23%21%63% (-7)Senior leadership in my Department, Office or Mission activelysupports applying best practices to our work.55%26%19%47% (8)In my Department, Office or Mission, we regularly try new ideas inorder to improve our services, processes or programmes.52%26%22%48% (4)In the UN Secretariat, we are open to new ideas.49%29%22%49% (0) 2017 Gartner. All rights favorableUN 2017 Significantly Above Public Sector Norm UN 2017 Significantly Below Public Sector Norm15

THREE IMPERATIVES FOR ENABLING STAFF TOENGAGE IN CONTINUOUS IMPROVEMENTProvide staff with knowledge,capabilities, and means to engage incontinuous improvementImperative 1Imperative 2Imperative 3Create an Environmentthat ValuesImprovementEmpower Staff to MakeDecisions to DriveImprovementEnable staffs to BuildStronger Networks toShare and LearnInspire drive tolearn and improveby helping staffunderstand thevalue of a cultureof improvement.Develop structureand processes thatdo not penalizerequests for helpor admissions ofmistakes.Balance structureguidelines withfreedom to departfrom the standardif needed.Enablecollaboration tohelp staff partnerto make decisionsin the midst ofchangingcircumstances.Institute a processfor staff to review,reflect and correctSource: Gartner research 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED16

GENDER & DIVERSITYSignificant disparitybetween Female andMale’s perceptions ofgender equality at UN. Female staff are -17 pointsless favorable than Males inassessing gender equality,and -15 points less favorablein assessing Femaleempowerment. Strong recognition by bothMale and Female staff thattheir groups are respectful ofracial, cultural, and religionsdifferences.Gender & DiversityGender & Diversity,% Favorable: UN 2017; and Public Sector NormUN 2017(n 14,622)Item or CategoryGender & Diversity75%Staff of diverse racial, cultural, andreligious backgrounds are respected inmy Department, Office or Mission.Women and men are treated equally inthe workplace.72%My manager actively empowers womenin the workplace.71%FavorableNeutralNA10%7%59% (24)14% 14%20%NANAUN 2017 Significantly Below Public Sector NormUN 2017(n 14,622)Female(n 5,897)Male(n 8,725)75%68%80%Staff of diverse racial, cultural, andreligious backgrounds are respected inmy Department, Office or Mission.83%80%85%Women and men are treated equally inthe workplace.72%62%79%My manager actively empowerswomen in the workplace.71%62%77%Item or Category 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED15% 10%UnfavorableUN 2017 Significantly Above Public Sector Norm75%83%Public Sector NormGender & DiversitySignificantly Above the Left ColumnSignificantly Below the Left Column17

ROAD MAP FOR THE PRESENTATIONSurvey Background and FrameworkResults: Key HighlightsResults: Engagement, Alignment, and AgilityResults: Critical Priorities. Continuous Improvementand Gender & DiversityResults: Item-Level AnalysisResults: Demographic AnalysisConclusions: Recommendations for ActionAppendix 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED18

STRENGTHS AND DEVELOPMENT OPPORTUNITIESStrengthsDevelopment Opportunities1. I understand the UN Secretariat goals and objectives.- AlignmentF8. The UN Secretariat adapts well to changes that affect howwe operate.- AgilityF6. I am proud to work for the UN Secretariat.- Engagement26. Staff are comfortable challenging the status quo in theUN Secretariat.- InnovationFFE38. Staff of diverse racial, cultural, and religious backgroundsare respected in my Department, Office or Mission.- Gender & DiversityE33. In the UN Secretariat, people are held accountable fortheir performance.- Performance ManagementE43. People at all levels are held accountable for ethicalbehavior.- Trust & Integrity/ Ethical BehaviorEF Favorable. Compares the percent favorable scores for all items withinUN against the average favorability score across items.E External. Compares UN’ score to the Public Sector Norm. 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED19

IDENTIFYING STRENGTHS Seven survey items exceed the 75% favorable “Excellent” mark.Pride in one’s work, support for diversity, co-worker collaboration, and acting ethically and with integrityare core cultural characteristics of UN.I understand the UN Secretariat goals and objectives.(Alignment)90%7%3%I am proud to work for the UN Secretariat. (Engagement)88%8% 3%Staff of diverse racial, cultural, and religious backgroundsare respected in my Department, Office or Mission. (Gender& Diversity)83%10% 7%The people I work with collaborate to get the job done.(Continuous Improvement/ Innovation/ Brand Excellence)80%12%8%I know what to do and whom to approach to report unethicalbehaviour or wrongdoing. (Trust & Integrity/ EthicalBehavior)79%12%9%I feel comfortable asking for help when I am having difficultywith my work. (Continuous Improvement/ Innovation)78%12%9%Acting ethically and with integrity is of great importance tomy Department, Office or Mission. (Trust & Integrity/ EthicalBehavior)77%14%8% 2017 Gartner. All rights ralUnfavorable40%60%80%100%20

IDENTIFYING DEVELOPMENT OPPORTUNITIES Eleven of the 49 survey items fall below the 50% favorable “Concern” mark.One third of staff do not feel comfortable challenging the status quo, and express a lack of accountabilityat UN.Three out of the four Agility measures fall below 50% favorable.Staff are comfortable challenging the status quo in the UN Secretariat.(Innovation)30%33%37%The UN Secretariat adapts well to changes that affect how we operate.(Agility)41%28%31%I see effective cooperation across different departments and groups.(Innovation/ Brand Excellence)42%28%30%Cross functional teamwork is common in the UN Secretariat. (Innovation/Brand Excellence)43%In the UN Secretariat, people are held accountable for theirperformance. (Performance Management)43%If I consistently perform well, I will have a successful career in the UNSecretariat. (Growth & Development)45%Confident that staff will be protected from retaliation for reportingmisconduct or cooperating with audit or investigation. (Trust & 45%The views of UN staff members are valued by the senior leadership.(Empowerment/ Brand Excellence)46%In my Department, Office or Mission, we dedicate adequate time toanticipating and planning for future changes. (Agility)47%The people in my Department, Office or Mission adapt easily to newways of doing things. (Agility)48%In the UN Secretariat, we are open to new ideas. (BusinessTransformation/ Continuous Improvement/ Innovation)49% 2017 Gartner. All rights 30%27%29%40%60%22%80%100%21

PERFORMANCE RELATIVE TO PUBLIC SECTOR NORM UN scores above or equal to the Public Sector Norm on 66% of survey.Performance and ethical accountability are competitive opportunities for UN.In contrast to co-worker collaboration ( 5 points above Public Sector Norm), cross-group cooperationand teamwork are significantly below the Public Sector Norm.UN Above Public Sector Norm, % Favorable DifferenceI am proud to work for the UNSecretariat. (Engagement)Staff of diverse racial, cultural,and religious backgrounds arerespected in my Department,Office or Mission. (Gender &Diversity)I understand the UN Secretariatgoals and objectives. (Alignment)Acting ethically and with integrityis of great importance to myDepartment, Office or Mission.(Trust & Integrity/ EthicalBehavior)I can see a clear link between mywork and the UN Secretariat'sgoals and objectives. (Alignment/Brand Excellence)25%In the UN Secretariat, peopleare held accountable for theirperformance. (PerformanceManagement)-19%24%People at all levels are heldaccountable for ethicalbehavior. (Trust & Integrity/Ethical Behavior)-19%22%17%14%0% 5% 10% 15% 20% 25%UN 2017 (n 14,622) compared to Public Sector Norm 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTEDUN Below Public Sector Norm, % Favorable DifferenceCross functional teamwork iscommon in the UN Secretariat.(Innovation/ Brand Excellence)-18%I see effective cooperationacross different departmentsand groups. (Innovation/ BrandExcellence)-17%Staff are comfortablechallenging the status quo inthe UN Secretariat. (Innovation)-20%-16%-15%-10%-5%0%UN 2017 (n 14,622) compared to Public Sector Norm22

TRUST & INTEGRITY/ ETHICAL BEHAVIOUR Approximately half of UN staff, doubt that people are treated with respect, or held accountable for ethical behaviour, andlack confidence that they can report misconduct without retaliation.Professional and director level staff exhibit the greatest concern regarding UN’ support for ethical behaviour and itsfostering of a respectful work environment.Trust & Integrity/ Ethical Behavior% Favorable: UN 2017; and Public Sector NormUN 2017(n 14,622)Item or Category61%Trust & Integrity/ Ethical BehaviorPublic SectorNorm20% 19%NAI know what to do and whom to approach to report unethical behaviour orwrongdoing.79%12% 9%NAActing ethically and with integrity is of great importance to my Department,Office or Mission.77%14% 8%60% (17)64%I feel valued as a staff member of the UN Secretariat.People at all levels in the UN Secretariat are treated with respect.51%People at all levels are held accountable for ethical behaviour.50%I am confident that UN staff members will be protected from retaliation forreporting misconduct or cooperating with an authorized audit or investigation.21% 15%24%45%People at all levels in the UN Secretariat are treated51%with respect.People at all levels are held accountable for ethical50%behaviour.I am confident that UN staff members will be protectedfrom retaliation for reporting misconduct or45%cooperating with an authorized audit or investigation. 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED55% (-4)25%20%30%69% (-19)28%27%NAUN 2017 Significantly Above Public Sector NormUN201756% (8)UN 2017 Significantly Below Public Sector NormGeneralService andrelatedcategoriesField ServiceProfessionaland highercategoriesDirector levelUSG & %67%58%52%27%41%61%60%Significantly above UN 2017Significantly below UN 201723

COMMENT SUMMARY 11,191 comments provided to the solicitation of comments by theme; staff were asked to provide comments to nomore than two theme areas.Themes%Collaboration & Teamwork15%Growth & Development13%Communication10%Work/Life Balance10%Performance Management9%Manager Quality8%Senior Leadership7%Gender & Diversity7%Empowerment5%Trust & Integrity4%Core Values/ Culture4%Innovation3%Survey Design1%Other3% 6,496 staff provided comments to the question, “The Secretary-General and his team are actively engaged in efforts toimprove the Organisation. What do you think staff members can do to improve the Organisation?” 26 USG/ASG staff provided comments to the question, “As an USG/ASG, what are your expectations of your staffmembers' ability to anticipate and react to organisational change?” 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED24

ROAD MAP FOR THE PRESENTATIONSurvey Background and FrameworkResults: Key HighlightsResults: Engagement, Alignment, and AgilityResults: Critical Priorities. Continuous Improvementand Gender & DiversityResults: Item-Level AnalysisResults: Demographic AnalysisConclusions: Recommendations for ActionAppendix 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED25

GENDER On average, Male staff’s favorable percentage is 11 points above Female staff. The largest difference is in the Trust &Integrity/ Ethical Behavior category – Males favorable percentage is 14 points above Females. The largest item differenceis in Males expressing 20 points stronger agreement that “People at all levels are held accountable for ethical behaviour.” Females are in line with Males on a single item, “I understand the UN Secretariat goals and objectives.” (90% favorable forboth groups). However, Females and Males are in alignment on those items that are higher and lower scoring for thepopulation group. For example, “challenging the status quo” is the lowest favorable item for both demographic groups.Difference between Females and MalesCategoryUN %43%56%Continuous Improvement63%57%67%Gender & Diversity75%68%80%Performance Management64%58%67%Trust & Integrity/ Ethical Behavior61%53%67%Work / Life Balance60%55%63%Brand Excellence59%53%63%Business nnovation57%51%61%Growth & Development54%47%58%All Category Average*62%56%66%Significantly above UN 2017 2017 Gartner. All rights 4%8%10%10%11%Males More FavorableSignificantly below UN 2017*No significance testing on All Category Average; not available within portal.26

MANAGER STATUS On average, Non-Managers’ favorable percentage is 7 point above Managers. The largest difference is in the Work / LifeBalance category – Non-Managers favorable percentage is 13 points above Managers. Non-managers expressing morefavorable opinions than Managers is an atypical trend across Gartner clients. The largest item difference is in Non-Managers expressing 22 points stronger agreement that “people are heldaccountable for their performance.” Managers are more favorable than Non-Managers on five survey items, including an 8 pt. lead on “Good ideas areadopted in my team regardless of who suggests them or where they come from.”CategoryUN 54%Continuous Improvement63%60%64%Gender & Diversity75%74%76%Performance Management64%58%66%8%Trust & Integrity/ Ethical Behavior61%55%63%8%Work / Life Balance60%50%63%Brand Excellence59%55%60%Business ion57%54%59%Growth & Development54%47%56%All Category Average*62%57%63%Significantly above UN 2017 2017 Gartner. All rights reserved.CONFIDENTIAL-RESTRICTED *NoDifference betweenManagers and Non-Managers4%8%4%11%4%2%13%5%4%1%5%9%Non-Managers More FavorableSignificantly below UN 2017significance testing on All Category Average; not available within portal.27

CATEGORY Significant variation in favorable perceptions across categories (on average, 27 point difference across groupings).General Service and National Officer staff express more favorable opinions across survey measures; whereas,Professional staff exhibit the weakest favorable perceptions.Director group critical of UN’ Agility, most pronounced is 81% of Directors doubting UN’ ability to adapt to operatingchanges.Elevated Retention risk among the Professional and Director groups.GeneralProfessionalService and Field Serviceand evelUSG & 9%65%51%61%58%36%40%49%64%49%Continuous Improvement63%70%67%53%63%68%72%60%Gender & Diversity75%79%76%69%82%87%83%80%Performance Management64%71%69%53%57%56%76%65%Trust & Integrity/ EthicalBehavior61%70%67%48%58%69%74%63%Work / Life Balance60%70%60%48%45%59%68%73%Brand Excellence59%66%62%48%58%66%69%60%Business %66%53%Growth & Development54%63%57%40%54%63%68%55%All Category Average*62%69%66%51%60%68%72%63%CategoryUN 2017N-Size14,6226,1221,776Engagement72%7

(n 14,622) Public Sector Norm Acting ethically and with integrity is of great importance to my Department, Office or Mission. 60% (17) I can see a clear link between my work and the UN Secretariat's goals and objectives. 60% (14) I feel valued as a staff member of the UN Secretariat. 56% (