RESTRICTED  
  
WT/BFA/W/553  
 
11 May 2021  
(21-3959) Page: 1/4 
Committee on Budget, Finance and Administration   
 
 
WTO SECRETARIAT'S LEARNING AND DEVELOPMENT PROGRAMME 2019  & 2020  
1  LEARNING & DEVELOPMENT METHODS 2019 & 2020  
1.1.  The Learning and Development methods employed in 2019 were vastly different to those of 
2020 as a result of COVID -19. In 2020 LinkedIn online learning was actively promoted and all 
existing in -person programmes were redesigned into webinars. New virtual pr ogrammes such as 
""Adapting to Work in Remote Teams" and Delivering Technical Assistance Virtually" were also made 
available to staff.  
1.2.  In addition  to workshops and webinars, tailored, sustained learning such as 1:1 executive 
coaching, peer coaching, mentor ing and learning networks proved to be of immense psychological 
support to staff and provided participants with a sense of community especially during the pandemic.  
1.3.  Over the period 2019 to 2020 the HR Leaning Service has greatly increased its portfolio of 
programmes with webinars being conducted by trainers worldwide. In addition, as a result of 
COVID -19 all staff and trainers alike have become familiar with the use of various virtual platforms 
and have had to acquire new skills such as the ability to host webinars, moderate "chats", organize 
break -out groups and share screens / presentations virtually.  
1.4.  A note of appreciation for the resilience demonstrated in 2020 by members of the HR Learning 
Service, one of whom was struck down by the pandemic.  
2  REVISED LE ARNING POLICIES (PERFORMANCE; LANGUAGE; LEARNING & 
DEVELOPMENT)  
2.1.  A revised Performance Policy with its focus on Performance Management and 
Underperformance Procedures was issued in October 2019. The policy introduced a simpler means 
of capturing performance  objectives via Divisional and Individual Work Plans at the beginning of the 
performance cycle. The accompanying online performance system was also configured to register 
ongoing performance discussions during the review cycle. Most noteworthy in the revis ed 
Performance Policy is the absence of a rating system with managers simply being requested to tick 
a box only if the staff member is not performing satisfactorily.  
2.2.  The Performance Policy also provides a comprehensive framework for addressing 
underperform ance. In -person briefing sessions were co -facilitated  by HR practitioners and actors in 
early 2020 to apprise staff of the key aspects of the policy and demonstrate the manner in which a 
performance discussion should be conducted. The use of drama -based t raining with scripted 
scenarios allows participants to adopt a different perspective on the work -related matters. This form 
of learning also creates a highly -interactive yet safe space for participants to debate challenging 
performance  issues and arrive a t workable solutions. One -to-one coaching and peer coaching in the 
form of facilitated Action Learning Sets, are also promoted to support managers address 
performance and interpersonal challenges.  
2.3.  The Language Policy was updated and also issued in October 2019. One of its aims is to ensure 
that language training is conducted by a limited number of reputable providers whose performance 
can be more closely monitored. To this end, the WTO undertook a tender exercise with some UN 
organizations and selected Bell  Language School as the language provider of choice. This institution 
along with the UNOG language school are currently the main providers of language training for staff.  WT/BFA/W/553  
 
- 2 - 
 
  2.4.  The recently -updated Language Policy makes clear that staff members who fail on 
two consecutive occasions to successfully complete a language course and / or pass an examination 
financed by the WTO will cease to be eligible under the policy. This is aimed at having staff take 
greater responsibility for their learning and ensuring a lower d ropout rate. However, in 2020, as a 
result of the pandemic the HR Learning Service decided not to cease financing arrangements for 
staff who were unable to complete their language studies. A total number of 97 staff members 
(52 with UN and 45 with Bell) un dertook language taking in 2020. During the first term, 12 of the 
UN participants and 10 staff members attending classes at the Bell Language School were unable to 
complete their language training due to various personal issues arising from COVID -19. Durin g the 
2nd and 3rd terms the numbers improved - 6 UN participants either failed or did not complete their 
language training and there were no failures among staff who attend the Bell Language School. In 
2019, 106 staff members were financed by WTO to attend  language classes.  
2.5.  A revised Learning and Development Policy which entered into force in April 2020 highlights 
that learning and development priorities should be based on the Secretariat 's needs as well as 
Divisional and Individual Work Plans. It also make s mention that a Learning and Development 
Committee will be established to, among other issues, (i) oversee the administration of the revised 
policy; (ii) set priorities in line with the organizational needs and divisional learning priorities and 
(iii) rec ommend whether some learning activities should be mandatory for all staff members or for 
a category of staff members within the Secretariat. The Committee has since met to , among other 
issues, identify future learning needs for Secretariat staff.  
3  RESPECT &HARMONY@WTO ; ETHICS; GENDER, DIVERSITY & INCLUSION  
3.1.  The HR Learning Service worked in conjunction with an external learning provider to produce 
a four -part, Respect & Harmony e -learning course. To date, approximately 95% of staff members 
have undertaken t his e-learning programme which was launched in September 2019. To accompany 
the e-learning initiative, briefing sessions with actors were also conducted. The drama -based training 
proved to be instrumental in providing staff with a safe space to explore wor k-related issues 
pertaining to prohibited conduct. The briefing sessions with the accompanying catchphrase, "Never 
Turn a Blind Eye", featured the dramatization of scenarios on harassment & abuse of authority and 
an explanation of the reporting procedure w hich accompanies the policy.  
3.2.  An in-house Working Group was established in 2019 with a view to exploring a range of matters 
related to Ethics@WTO and to build the output of a previous Working Group established to review 
staff conduct rules. Webinars in Eng lish and French entitled "Conversations about Ethics" were 
conducted for all staff in November and December 2020 to include scenarios on every -day ethical 
dilemmas, qualities expected of ethical role models and sources of support for staff wanting to repor t 
an ethical dilemma. The HR Learning Service intends to work with the United Nations System Staff 
College to customise their recently -released online programme, "Introduction to Ethical Leadership" 
for use by Secretariat staff.  
3.3.  A conscious effort was made to include male Secretariat staff in discussions pertaining to 
Gender & Inclusion. A "Barbershop" workshop was conducted for men only in June 2019. This 
initiative surfaced issues such as the #MeToo Backlash - a survey by LeanIn.org revealed that 
60% of male managers said they were uncomfortable working closely with women. Other research 
findings were discussed such as the tendency for men to downplay the extent of their bias towards 
women in STEM professions (Science, Technology, Engineering & Mathema tics). A Male Forum was 
also conducted in November 2019. Those present spoke of the importance of having the courage to 
speak up and to raise awareness via the use of facts and statistics regarding any organizational 
shortcomings in the area of Gender & In clusion.  
3.4.  Webinars entitled "Thinking Differently about Diversity, Inclusion and Bias" were conducted in 
2020 the aim of which is to build an inclusive organization by consciously adapting the manner in 
which staff work and ensuring that all, regardless of  background, feel a sense of belonging, feel 
respected, valued, and seen for who they are. A personal perspective on Diversity & Inclusion in the 
workplace was provided to staff in mid -November 2020 by a prominent black, female specialist who 
has been inst rumental in establishing D&I strategies in a variety of organizations. The ultimate aim 
of this webinar was to create an awareness of unconscious biases and provide practical tips and 
suggestions for fostering an inclusive working environment.  WT/BFA/W/553  
 
- 3 - 
 
  3.5.  The HR Learn ing Service has organized workshops on "Microaggressions" and "Courage and 
Speaking Up" to be conducted in May and June 2021. The aims of these workshops are to 
(i) recognise situations of discrimination within the work environment and the degrees of coura ge 
that it can take to challenge and change these ; (ii) acknowledge situations that can lead to 
unacceptable, aggressive behaviour towards team members ; (iii) increase understanding of methods 
to speak up or intervene ; and (iii) practise tools for speaking  up, offering feedback and taking 
responsibility when one's own behaviour or that of a team member is unacceptable or borders on 
abuse (microaggressions).  
4  COPING WITH THE PANDEMIC (LINKEDIN LEARNING; IT TRAINING; WEBINAR 
MASTER; MANAGING & WORKING REMOTEL Y; MOTIVATIONAL SPEAKERS SERIES)  
4.1.  Shortly after staff were requested to telecommute in mid -March 2020, the HR Learning Service 
worked feverishly with trainers in the existing Learning Framework Agreement to convert previously 
day-long workshops into 1.5/ 2 -hour webinars. Numerous contacts were also established with other 
external providers who specialize in virtual training. While these new virtual programmes were being 
customised for Secretariat staff, LinkedIn learning and IT training were made available.  
4.2.  In addition to half day workshops, one -to-one  IT coaching and 30 -minute IT "expresso" 
webinars (tips  or shortcuts to perform a task with any current application ) were actively promoted. 
Twelve Expresso Webinars were conducted in 2020, each with an averag e participant rate of 30 staff 
members. In addition, 99 staff members had one or two IT coaching sessions and 148 benefitted 
from attending various virtual IT training classes throughout 2020. In 2019 over 110 training places 
were offered for half -day sess ions in Excel Levels 1, 2 & 3; Outlook Tips & Tricks; PowerPoint; 
Managing Your Inbox and Pivot Tables.  
4.3.  Brief webinars as well as extended modular sessions on "How to be a Webinar Master" were 
conducted in 2020 along with webinars on "Adapting to Work in R emote Teams". The latter 
addressed topics such as (i) t he Five Stages of Transitioning to Remote  (based on Matt Mullenweg's 
Five Levels of Remote Work ); (ii) Adapting asynchronous communication ; (iii) Creating visible 
workflows /sharing learnin g; (iv) Plann ed spontaneity in teams / team visibility and staying up -to-
date with the rest of the organization; and (v) Communicating availability and building trust.  
4.4.  A Motivational Speakers Series was conducted from July to December 2020. The sessions 
featured a number of explorers who had endured the harshest of conditions. The speakers engaged 
in frank discussions with staff about the importance of courage, flexibili ty, resilience and teamwork 
in the face of adversity. In advertising the series, the Head, Learning Service stated, "Unprecedent 
change is upon us and there is no turning back. At times like these we look to individuals who have 
not only overcome seemingly  insurmountable hurdles but who, in so doing, have tapped into their 
innermost resources to release their potential. The ultimate aim of this Motivational Speaker Series 
is to serve as a rallying call for us to unite and forge ahead with renewed vigour and  purpose !"  
4.5.  The Motivational Speakers Series was complemented by webinars on Resilience and various 
sessions on Health & Wellbeing, organized by the Employee Network as well as virtual Meditation 
sessions on Tuesdays and Thursdays facilitated by the organi zation's psychologist.  
5  FUNCTIONAL TRAINING (TRAINING OF TRAINERS: DELIVERING TECHNICAL 
ASSISTANCE VIRTUALLY ; TRANSPARENCY NETWORK)  
5.1.  In-person training for Technical Assistance (TA) trainers was conducted in 2019. However, 
given the travel ban during the pa ndemic, TA providers had to quickly acquire various interactive, 
virtual training techniques to facilitate workshops for government officials. Workshops on "Delivering 
Technical Assistance Virtually" addressed topics such as (i) designing and adapting lear ning in a 
virtual environment; (ii) interactive tools and techniques in online training; and (iii) delivering TA 
virtually in an experiential learning environment  
5.2.  A Gender network as well as learning networks for managers, editors and research economists 
were conducted in 2019 and 2020. Most noteworthy, however, was the launch of a Transparency 
Network by Ms Serra Ayral, counsellor in the Trade and Environment Division. The Transparency 
Network serves as an incubator of ideas with a view to modernizing the WTO's transparency 
framework. Deliberations typically fall under three overarching themes related to transparency: WT/BFA/W/553  
 
- 4 - 
 
  (i) synergies in the collection, processing and dissemination of information, including via online tools; 
(ii) committee practices facilitati ng compliance ; and (iii) effective technical assistance and outreach. 
Since its launch in June 2020, approximately 75 staff members, at various grade levels and from 
15 Divisions have joined the network. Plenary meetings are comprised of presentations from  teams 
was well as dedicated "Teams" space to gain a panorama of current practices and challenges. Sub -
groups have also been established to delve deeper into practical subjects that merit cross -divisional 
cooperation.  
6  2019 & 2020 EXPENDITURE   
6.1.  The expendit ure rate under the Human Resources Training Program in 201 9 was 68% with a 
saving of CHF 437,000. Expenditure in 2020 was 49% with a saving of CHF 700,432. S aving s were 
mainly realized under consulting agencies/providers.   
6.2.  It should be noted that while the  HR Learning Service provided over 120 in -house training 
days, approximately one dozen one -to-one coaching and ten virtual team -building / divisional 
initiatives for Secretariat staff in 2020, the overall expenditure on training was greatly reduced when 
compared with previous years as the focus was on the delivery of 1.5 / 2 hour webinars as opposed 
to previously costlier day -long events. In addition, since March 2020 due to travel restrictions, in -
person external training programmes (to include the cost of  travel and daily subsistence allowance) 
have not been attended by Secretariat staff.  
__________