RESTRICTED  
  
WT/BFA/W/ 590 
9 May 2022 
(22-3341) Page: 1/4 
Committee on Budget, Finance and Administration   
 
  
WTO SECRETARIAT 'S STAFF LEARNING AND DEVELOPMENT  PROGRAMME 2021  
1   SECRETARIAT IN TRANSITION  
 2021 was a transition al year for Secretariat staff with the arrival of a new Administration. Given 
this corporate context and in anticipation of the people and process issues associated with any 
organization in transition, the Learning Service placed great emphasis on generating  all-staff 
conversations on organizational change as well as  on preparing all levels of management for the 
inevitable changes of the Secretariat.  
 Keeping staff engaged in corporate -level discussions , attending to the learning needs of 
homogenous teams, cross-organizational project groups / learning networks  and individual staff 
members while operating virtually, continued to require a valiant effort on the part of learning service 
colleagues. The latter rose to the challenge and co-designed and administered  approximately 
220  in-house  training activities in 2021 . Staff members also participated in just over 20 external 
on-line learning initiatives . 
 Synchronous  on-line learning continued to be the key form of development in 2021  in the light 
of the ongoing pandemic . Webinars, workshops, 1:1 executive coaching, peer coaching, mentoring 
and learning networks provide d staff with opportunities to connect, share best practice and 
ultimately establish cross -organizational virtual learning communit ies. 
 In order to keep abreast of fast-evolving, virtual learning techniques, Technical Assistance 
trainers were provided with advanced training in the use of software programmes such as Z oom. 
"Advancing Your Zoom  Skills" was conducted  in addition to foundation prog rammes on "Delivering 
Technical Assistance Virtually" with its focus on designing and delivering engaging virtual learning 
initiatives . 
2  LEADERSHIP AND CHANGE  - IN-HOUSE EXECUTIVE LEADERSHIP PROGRAMME & 
LEADERSHIP SPEAKERS SERIES  
 One of the flagship programmes for 2021  was a suite of learning initiatives entitled  "WTO 
Secretariat Leadership & Change Programme 2021" . The thinking behind this range of initiatives was 
that of better preparing managers and staff for the much -anticipated  future changes required to 
transform the Secretariat.  
 A key cornerstone of the  Leadership and Change programme was the first ever in -house 
Executive Leadership programme . The aim of this 5 -day modular executive programme  was to 
equip Secretariat leaders and  managers with the current thinking and skills in the field of change 
leadership . An alert and agile leadership community  would also be capable of quickly responding to 
the demands of an increasing complex and uncertain external environment.  
 A total of 24 participants attended two executive leadership programmes  in 2021 . 
 Regarding the programme content, WTO directors and senior colleagues address  issues such 
as (i) the or ganization's values and purpose as embodied in the "Preamble to the Marrakesh 
Agreement and (ii) Collective  / Cross -Sector Leadership as represented by the COVID -19 vaccine 
cross-Divisional  team. Senior external practi tioners also bring a different perspec tive on 
organizational change and innovation. For example, t he Head of Innovation, World Food programme 
(WFP) discusse d the WFP Innovation Accelerator which sources  and deploy s bold new tools and 
approaches across its global operations to end hunger worldw ide. WT/BFA/W/590  
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 Ashridge professor Colin Williams, co -author of "Agile Leadership for Turbulent Times " 
explore d, with participants , new leadership intelligences required in the 21st Century. Those present 
are introduced to the concept of EGO (make things happen with speed and focus), ECO (leverage 
interdependence between team s and create the forum for dialogue) and INTUITIVE Leadership 
(ability to work beyond boundaries and think holistically about the future).  
 Feedback from those who participated on the 2021 Executiv e Leadership programme s has been 
extremely positive and include  comments such as:  (i) "Really enjoyed the emergence of this dialogue 
with colleagues. Very inspiring choice of external guest speakers." ; (ii) "It was instructive to learn 
about initiatives in house and of other organizations designed to integrate diversity and standards 
of codes of conduct in the cultural fabric of an organization. Above all it made me reflect on the 
importance of creating a working environment where staff can sa fely speak out about issues that 
might affect their ability to perform." ; and (iii) "One of the biggest benefits of the course was 
stimulating novel ideas and catching up with what's evolving in cutting edge leadership thinking. As 
new generations come thr ough, and we adapt to lessons of past practice, the management of 
systems and structures evolves."  
 The 2021 Leadership Speakers Series , another cornerstone of the Leadership and Change 
programme , consisted of  brief webinars with a diverse mix of academics and practitioners aimed at 
engag ing all Secretariat staff in conversations about various aspects of leadership and change 
management.  The underlying message of these webinars was that all Secretariat staff, not just 
senior leaders, are responsibl e for transformative change which require s engagement, innovation 
and shared leadership.  
 The Leadership Speakers series included webinars  by The Collective Leadership Institute 
(Germany) who addressed the importance of fostering a culture of dialogue acros s sectors in order 
to achieve the Sustainable Development Goals. Columbia Business School  (USA)  explore d the need 
for organizations to evolve and adapt to changing realities in technology, society, and their 
environment and highlighted that the skills needed to trigger evolution and adaptation differ from 
those to control processes during periods of stabilit y. The Chief Technology and Innovation Officer, 
Cognizant (Norway)  focused on what happens to organizations that talk but do not walk innovation. 
Janet Yung (Singapore), author of "Effective Asian Leadership" shared the perspectives of 
100 leaders across various cultures and industries in Asia. The importance of  values -based  
leadership e.g.  fostering respect and trust , not just knowledge -based leadership , was a recurring 
theme  in Ms Jung's research . 
3  ETHICS; DIVERSITY & INCLUSION ; GENDER & INCLUSION  
 The dire ctors, Legal Affairs and Language & Document Services divisions as  well of the Chief 
of Procurement co -facilitated all -staff webinars  on Open Dialogue s on Ethical Issues  and were 
also instrumental in the design of WTO -specific ethical scenarios for use during these events.  
 The aim of the 2021 Open Dialogues on Ethics was to deepen  the previous year's  discussions 
by addressing some of the practical, daily ethical dilemmas encountered by staff. The scenarios 
provided those present with an opportunity to reflect on the commonality and differences of thinking 
regarding the ethical  issues raised and to agree on the  Secretariat 's expectations of staff 
encountering similar  ethica l dilemmas . 
 The HR Learning Service also organized webinars on Microaggressions  and Courage and 
Speaking Up  aimed at (i) identifying situations of discrimination within the work environment and 
the degrees of courage that it can take to challenge and chang e these ; (ii) acknowledging situations 
that can lead to unacceptable, aggressive behaviour towards team members ; (iii) increasing one's 
understanding of methods to speak up or intervene ; and (i v) practising 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 (microag gressions).  
 Two short videos on , Challenging  & Courageous Conversations and Upstander / Bystander 
Intervention – 4 D Model (Direct, Delegate, Distract and Delay) were produced in WTO's 3 official 
languages to complement the webinars highlighted in the abov e-mentioned paragraph . WT/BFA/W/590  
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 With respect to Gender and Inclusion Laura Bates, founder of the Everyday Sexism  project  - 
a website where women and girls worldwide can anonymously document their experiences of sexism 
- provided staff with an overview of her work. Ms Bates highlighted issues pertaining to Gender and 
Intersectionality i.e., gender and race, gender and religion etc. She  explored how sexism connects 
with other forms of prejudice and the complex ways this can be manifested in the workplace e.g., 
microag gressions, sexual harassment and abuse. Ms Bates also flagged common challenges  
regarding reporting, the need for workplace procedures and the importance of making a bu siness 
case for gender and inclusion  in the light of research findings which indicate that diversity and 
equality improves an organization's performance and productivity.  
  The WTO / UN Female Director s' Network  which had been dorman t in 2020 was resuscitated 
in 2021 . Female Directors held virtual luncheon sessions with guest speakers such as 
Humberto  Carolo , Executive Director of White Ribbon , Canada, an organization where men and 
boys take a pledge never to commit, condone or remain silent about any form of violence or abuse 
against women.  Mr Carolo provided a history of the White Ribbon C ampaign  as well as the 
organization's gender -transformative approaches to engag e men and boys as gender equality allies 
in the workplace and in communities.  
4  MENTORING  AND COACHING  
 The ongoing pandemic coupled with a Secretariat in transition resulted in st aff requiring tailored 
1:1 coaching and mentoring support. Mentors  were identified for new recruits who invariably were 
attempting to orient themselves in an unfamiliar virtual  work environment . The use of  mentors to 
help employees navigate the Secretariat and connect with colleagues outside of their division, 
continues to be key to ensuring that new staff member s quickly understand the corporate context 
in which they are expected  to perform.  
 Coaching  support from both external and i nternal  (i.e. Secretariat) coaches was provided for 
managers and staff needing to address issues relating primarily to performance, change 
management and career development.  Of the 62 staff members coached in 2021, 45 were supported 
by internal professiona l accredited coaches.  
 A year -long professional coaching programme was undertaken by eight staff mem bers in 2021. 
These included HR staff, the Secretariat's mediator, alternate internal mediator and the Staff 
Assistance Officer.  The modular coaching program me, accredited by the International Coaching 
Federation , provide d training in areas such as (i) Being "Present"; (ii) Use of Metaphors, Visioning 
and other coaching techniques; (iii) Values; (iv) Addressing Resistance;  and (v) Addressing Failure.  
 In additi on to the skills -based modules, the internal coaches had to undergo a rigorous 
certification process comprising of 40 hours of coaching practice; 10 hours of mentoring by a 
qualified coach  as well as written and oral examinations.  
5  PERSONAL DEVELOPMENT (IT TRAINING , LANGUAGE TRAINING , STORY TELLING FOR 
POLICY MAKERS ) 
 Demand for IT training  in 2021  was extremely high . Programmes included (i) 12 x one -hour 
sessions on MS TEAMS;  (ii) 18 x forty five -minute IT "Expresso" webinars on various aspects of 
Microsoft  365 Suite Office ; and (iii) 4 x thirty -minute  IT " Ristretto " summer sessions on subjects 
such as the use  of Autocorrect and Creating & Customizing email templates in MS Outlook . A total 
of 244 participants  attended session s conducted in English and French. F eedback provided  was 
extremely positive  – "Congratulations to the Learning Service for these IT Expresso sessions, not 
only those on the mail merge, but all of them!" ; "Excellente formation: claire, pratique et très bien 
préparée. Bravo à la forma trice!". 
 Language train ing in the organization's three official languages (English, French and Spanish) 
continued to be provided for Secretariat staff . As a reminder, the revised language policy which 
entered into  force in January 2020, placed a limit on t he number of language training providers to 
be engaged  by the Secretariat. UNOG 's Centre for Learning and Multilingualism remains a key 
provider given the  high standard of training they provide International Organizations . The WTO 
eventually identified BEL L Switzerland SA as its second language provider.  WT/BFA/W/590  
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 Despite the ongoing pandemic, the examination results for both UNOG and Bell were greatly 
improved in 2021 when compared with the previous year . The pass rate for staff attending UNOG 
language winter term in 2021 was 93 % while the  pass rate for Bell Switzerland SA  in 2021 for the 
winter term was 87%.  
 In addition to providing personal development training in areas such as Perfomance 
Management, Presentation Skills and Effective Writing, new virtual workshops on Moderating Panels 
and Storytelling for Policy Specialists  were also piloted in 2021. The la tter programme conducted 
by the University of Oxford, Department for Continuing Education, focused on  storytelling  as an 
effective communication technique ; the narrative components of a good story and how to apply 
these narrative techniques to policy work.  
6  REQUEST FOR PROPOSALS (2022 -2028)  
 A Request for Proposals was launched in June 2021 to identify external trainers and coaches 
for the period 2022 -2028. The Learning Service worked closely with the newly created Learning and 
Development Management Committee to identify key areas for future staff development such a s 
Strategic Planning; Agile Leadership & Managing Change; Digital Transformation; Visioning & 
Corporate Storytelling; and Talent Review & Succession Planning.  
 
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