status of short-term employees, consultants, and holders of special service agreements for internal use on a bi-monthly basis.
Requested 225 Swiss Identity Cards (new cards, extensions, and cancellations) from the Swiss Authorities.
Administered tests, as necessary, including 196 speed typing tests for internal and external secretarial candidates.
The above recruitment activities enabled the Secretariat to cope with unforeseen work circumstances, particularly through the absence or incapacitation of regular staff members or an unexpected increase in workload.
Human Resources Development
Designed and provided adequate funding for a first program of staff development to facilitate and strengthen the management capacity of WIPO. The program emphasized not only language courses and computer training, but also training to deal with issues such as management development, change management, techniques, strategic thinking and objective setting, coaching, and team building.
Held a management training course for 30 staff in the PCT Department conducted by the Mannet Consulting firm. Similar training will be extended later to all organizational units of the Secretariat.
Conducted a survey to establish an overall training program for the biennium for the Secretariat (with form and guidelines) for the identification and planning of training needs.
Planned and carried out Lunchtime Learning sessions, consisting of video presentations on various subjects of interest to the staff, particularly in the management and communication fields. Eight sessions had taken place during the period under review with a most positive feedback.
Organized the Language Incentive Program in March 1998 with approximately 200 participants who had been attending language proficiency courses at the International Labour Office (ILO) and the United Nations Office in Geneva (UNOG), with training in German and Japanese—as well as tailor-made courses in English and French—foreseen for autumn 1998.
Ordered equipment and material to set up a “Self-Learning Center (SLC)” for encouraging individual learning among the staff. The SLC will initially be based in the Library. With the aim of disseminating information, a site on the Intranet was updated regularly and induction and exchange programs are being processed.
The above activities were the first steps which would lead to the development and implementation of a comprehensive yet tailor-made staff training program.
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