Academia Forelor Terestre Nicolae Blcescu

Defence Resources Management

Cosiderations on Human Resource Management in N.A.T.O. countries.

Realizat, Stud.sg. Ene Cristian Grupa 38B

INTRODUCTION

Through its Human Resources policies, it is NATO's aim to maintain a work environment that is free from discrimination or harassment, providing equality of opportunity regardless of sex, race or ethnic origin, religion, nationality, disability, age or sexual orientation. Without setting quotas, NATO tries to ensure that its workforce reflects the diverse cultures and backgrounds of the nations it serves while maintaining an appropriate gender balance. The objective is an organization that flourishes in the natural diversity of its international employees.

Competencies at NATO

Achievement: The drive to work towards a standard of excellence. It may reflect individual performance, improvement, result orientation, competitiveness, challenging goals or innovation.
Analytical Thinking: Analytical thinking includes organizing the parts of a problem or a situation, making systematic comparisons of different aspects of it, understanding the implications, setting priorities on a rational basis, identifying time sequences and finding causal relationships. Change Leadership: Change leadership is about initiating or managing change. The ability to energize and alert groups to the need for specific changes in the way things are done. Organisational Awareness: Organizational awareness is the ability to understand the power relationships within the Organization or in other relevant organizations. This includes the ability to identify who the real decision-makers and stakeholders are; the individuals who can influence them; and to predict how new events or situations will affect individuals and groups within the Organization(s).

Recruitment Principles Employees of NATO International Staff are recruited from among the nationals of the member countries and selected on the basis of merit. The paramount aim is to secure the highest standards of diligence, competence and integrity. It is also important that those appointed constitute a diverse workforce characterized by different cultures and backgrounds, work styles, values and ways of thinking. The NATO International Staff welcomes applications from all suitably qualified candidates. They will be treated fairly, transparently and without discrimination, irrespective of the gender, disability, marital or parental status, racial, ethnic or social origin, colour, religion, belief or sexual orientation of applicants. The confidentiality of personal details provided will be protected and the privacy of applicants respected.

Employment Prerequisites Only nationals of the 28 member states may apply for vacancies at NATO. Member states are: Albania, Belgium, Bulgaria, Canada, Croatia, the Czech Republic, Denmark, Estonia, France, Germany, Greece, Hungary, Iceland, Italy, Latvia, Lithuania, Luxembourg, the Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Turkey, the United Kingdom, and the United States.

Recruitment and Selection Process

Advertisement: In order to attract a large number of suitable candidates, job vacancies are advertised to nationals of the member states, on the internet, and in all other NATO bodies and agencies.

Preselection: All applications received are screened on the basis of the information provided in the application form, taking into account qualifications, training, competencies and professional experience, and a preselection is made

Written test: Frequently candidates are asked to sit a written test to help the interviewers assess their drafting skills and/or technical or specialist knowledge.

Performance Management The performance management system applies to all NATO civilians at the

Headquarters. It follows a yearly cycle with three main phases:

1. 2. 3. Setting Objectives Mid-term Review Annual Review.

Performance management is concerned with progression in order to achieve Organization, team and individual effectiveness. It is a continuous and evolutionary process in which performance improves over time. It focuses on future performance planning and improvement rather than on retrospective performance appraisal.

The performance management system aligns individual objectives with broader Organization objectives; it provides for regular and frequent dialogue between managers and individuals about performance and development needs. It also fosters the enhancement of individual competencies through a training and development plan.

Conclusions Whole process of modernizing human resources management is significantly influenced by defense reform in the military and the need to harmonize the system with the principles, rules and regulations in this field existing in the armies of NATO member. In fact, between the military reform and modernization of its human resources management is a strong correlation, determined by bi-univocal relationship between these two processes. Reform is the modernization of human resources management premise of the army, and the latter accomplishment of the first foundation. In other words, without people trained, competent, motivated and committed military profession there is no real reform and not a viable human resource management in the military