RESTRICTED  
  
WT/BFA/W/430  
 
11 September 2017  
(17-4783) Page: 1/4 
Committee on Budget, Finance and Administration    
 
 WTO'S LEARNING AND D EVELOPMENT PROGRAMME  2016 & 2017  
 
1  LEARNING AND DEVELOP MENT PROGRAMME 2016  
1.1.  In 2016 the Learning Service provided a range of training and developmental initiatives to 
enhance the capability of staff and ultimately contribute to the organi zation's delivery of its 
strategic priorities.  
1.2.  The Learning and Development programme addressed the enhancement of knowledge and 
skills in areas such as (i) Organization Development (ii) Performance Management and Leadership 
Development (iii) Training of T echnical Assistance Trainers (iv) Personal Development 
(Interviewing Skills / Language Training / IT Training / Standards of Conduct) (v) Trade -related 
training (vi) Gender -related training .  
1.3.  Learning methods included not only courses but also a spectrum of bespoke, sustained 
learning initiatives such as executive coaching, peer coaching, learning networks and mentoring.  
2  ORGANIZATIONAL DEVEL OPMENT  
2.1.  The Learning Service continues to promote a significant shift in its approach to development 
from one which pr imarily addresses individual and team development to that which includes a 
more holistically focus on organizational development.  
2.2.  Organizational Development highlights the context in which the learning takes place and is 
aimed at ensuring that the appropri ate corporate culture, systems, processes are in place to assist 
staff to be more flexible and responsive to internal and external environmental changes. To this 
end, training initiatives were provided to assist divisions to clarify their divisional priori ties and in 
some instances, to also help them revisit their internal systems and processes.  
2.3.  The holistic nature of organizational development also encourages greater knowledge transfer 
between staff members. Such a culture promotes collaborative internal k nowledge sharing 
initiatives including peer -to-peer learning among practitioners, commonly referred to as 
Communities of Practice.  
2.4.  Indeed in 2016, the HR training programme placed great emphasis on knowledge transfer 
across the Secretariat via peer coachin g and learning networks. While previous learning networks 
have focused mainly on developing people and performance management capabilities, the learning 
networks established in 2016 also had a more technical focus – networks for Committee 
Secretaries and J unior Dispute Settlement lawyers.  
2.5.  Increasing emphasis was also placed on directors and managers sponsoring, co -designing 
and co -facilitating training programmes for staff in areas such as Staff Induction and Negotiation 
Skills. Various presentations by div isions (Community Forum sessions) were also conducted in 
order to transfer knowledge and update staff on topical issues.  
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  3  PERFORMANCE MANAGEME NT AND LEADERSHIP DE VELOPMENT  
3.1.  A review of the WTO's performance management process was undertaken in 2016 by a 
cross-organizational Strategic Review Group. The Group's recommendations included the need to 
focus on mangers having robust, on -going performance conversations rather than merely 
addressing the completion of the end -of-year Performance Evaluation Report (PER ).  
3.2.  On-going performance management support to managers and staff in the form of "drop -in 
centres" and executive coaching was provided in 2016. In addition, the Learning Service piloted a 
new two -day programme entitled "The Manager as Coach". The aim of th is programme is to 
enhance managers' questioning and listening skills and to develop their ability to provide 
motivational and constructive feedback to staff.  
3.3.  Other forms of leadership development training were provided to assist managers to enhance 
their people management skills. Internal leadership programmes were offered to junior managers. 
Some mid -level managers attended the OECD's "Emerging Leaders Programme" while a few senior 
leaders attended the LSE's "Achieving Leadership Excellence" workshop.  
3.4.  Support to mid -level and senior managers also continued to be provided in the form of 1:1 
executive coaching. While coaching for improvement is key, greater emphasis was placed in 2016 
on proactive coaching which allows managers to anticipate challenges and a ddress these before 
they become a cause for concern.  
4  PERSONAL DEVELOPMENT  - INTERVIEW SKILLS / L ANGUAGE TRAINING /IT  
TRAINING/ STANDARDS OF CONDUCT  
4.1.  The Secretariat requires staff who have highly developed expertise in their field but who also 
possess a bro ad perspective and an ability to adapt to the changing needs of the WTO. Life -long 
learning continues to be key to keeping staff skills up -to-date. In 2016, staff continued to be 
encouraged to identify their own learning needs within the context of their c urrent role and their 
career development aspirations.  
4.2.  Insofar as career development is concerned, in 2016 training in job interview skills was 
provided for staff with the aim of assisting them to better prepare for different positions in the 
Secretariat.  
4.3.  Of equal importance were the numerous training workshops provided for interview panel 
members. Almost 50 such workshops were conducted for panel members to enhance their ability 
to pose behavioural questions to candidates. Indeed, emphasis was placed on n ot just determining 
the technical competencies of potential employees but also behavioural competencies in areas 
such as people management skills; team work as well as the ability to establish and maintain 
sound working relationships with a variety of stak eholders.  
4.4.  Ongoing support in the area of training in the WTO's 3 official languages was offered to staff. 
This included examination courses conducted by UNOG and in -house "drop -in centres" which 
provided staff with an opportunity to have 30 minute "brush -up" sessions.  
4.5.  In 2016 the Learning Service worked in collaboration with the Information Technology 
Solutions division to undertake a survey of IT training needs in the Secretariat. The survey 
revealed a demand for training from beginner to advanced levels i n the areas of (i) Document 
formatting (ii) Microsoft Excel and (iii) PowerPoint. The majority of this IT training to be conducted 
in 2017.  
4.6.  Training in Standards of Conduct continued to be provided as part of the Staff Induction 
process. An E -learning prog ramme which addresses "Harassment in the Workplace" will be 
produced once the policy on harassment has been finalized.  
5  TRAINING OF (TECHNIC AL ASSISTANCE) TRAIN ERS 
5.1.  A revised training programme was implemented in 2016 for staff members who undertake 
technica l assistance training for Members. The new programme focuses as much on training design WT/BFA/W/430  
 
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  as it does delivery and is aimed at equipping staff with interactive training design methods and 
techniques to enhance retention of learning.  
5.2.  Given the focus on trainin g design and that of producing highly tailored programmes for 
Members, the Learning Service arranged for technical assistance trainers to be trained by division 
rather than via cross -Secretariat programmes. This divisional approach to training has resulted  in 
staff being afforded the opportunity to revisit and redesign their technical assistance programmes 
for Members in greater detail.  
5.3.  Programmes for technical assistance trainers continue to be provided for staff in 2017, on a 
divisional basis.  
6  GENDER -RELA TED TRAINING  
6.1.  As a Geneva Gender Champion the Director -General committed, in 2016, to providing 
leadership training and coaching for female staff. To this end, one female director attended the 
IMD's Strategies for Leadership – a programme which, among other  issues, assists female 
executives to explore various leadership styles. In -house leadership workshops focusing on Power, 
Gender and Organizational Culture were conducted for staff. 1:1 career coaching support was 
offered to female staff while meetings wer e held with senior management and gender advisors 
from various international organizations to discuss matters pertaining to gender and inclusion.  
6.2.  A revised leadership programme as a well as a pilot mentoring programme for female staff 
will be on offer in 2017. Ongoing work to incorporate gender dimensions into trade -related issues 
will also continue in 2017.  
7  2016 EXPENDITURE   
7.1.  In 2016, 40% of the budget was spent on trade -related / substantive training. This included 
not only development for trade lawyers and trade economists but also training in   areas such as 
Media Skills, Statistics and Advanced Speechwriting. Expenditure on leadership and performance 
management training amounted to approximately 15% of the budget.  
7.2.  The overall expenditure rate under the  Human Resources Training Programme in 2016 was 
77% with a saving of CHF 322,758. The saving was mainly realised under consulting agencies / 
providers.  
8  LEARNING AND DEVELOP MENT PROGRAMME 2017 - REVISED / NEW INITIA TIVES  
8.1.  The 2017 Learning and Development pr ogramme continued to reflect the theme of 
Organisational Development to include specific emphasis on performance management and peer -
to-peer learning among practitioners.  
8.2.  In addition to the programmes highlighted in 2016, a number of revised / new learnin g 
initiatives have been / will be conducted in 2017:  
a. Of particular note is the modular training on "Powerful Performance Conversations"  
organized by the Learning Service in conjunction with the Strategic Working Group on 
Performance Management.  This perfo rmance management initiative was conducted for 
approximately 100 managers and directors. Focus was placed on the importance of (i) 
articulating clear performance expectations and (ii) providing on -going feedback and 
coaching to staff.  These practical sess ions revolved around the role play method which 
is key to embedding skills -based learning.  
b. With respect to peer -to-peer learning, a new "Learning Network for Research 
Economists" was launched in February 2017. WTO research economists have met on 
several oc casions with their counterparts in UNCTAD; ITC; UNECE; WEF and ILO with a 
view to identifying opportunities for collaboration and better leveraging of each other's 
work. Network members have also engaged IO leaders such as the Director -General, 
WTO and the  Secretary -General, UNCTAD on topics pertaining to corporate priorities and 
the contribution of economic research to said priorities.  WT/BFA/W/430  
 
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  c. Other new 2017 learning initiatives included a two -day workshop on "Mastering Trade 
Policy". The aim of this course is to explore the economics and political economy of 
trade.  Participants address the links between environmental and trade policies, the 
trading rules and economic development, strategies that have advanced the interests of 
developing countries and the future o f the trading system.  
d. Various divisional "Workshops for Technical Assistance Trainers" have been conducted 
with specific emphasis on understanding the range of training methods to assist 
participants to embed and retain learning.  
e. Based on the 2016 survey, over 300 staff members have attended a revised  IT 
programme which addresses all aspects of Microsoft Office.  
f. An induction video showcasing the role of the WTO and the functions of the various 
divisions in the Secretariat is currently being produced to hel p newcomers integrate 
more quickly into the organization. Over 30 interviews were conducted with Secretariat 
staff members. The interviews focused on the principles and functioning of the WTO; the 
Secretariat's mission, structure and processes; career oppo rtunities and development 
support on offer to staff. The video also aims to foster a sense of corporate citizenship 
among all staff members.  
g. A new, in -house, "Women in Leadership Workshop" will be conducted in Q3 of 2017 to 
raise awareness of gender dynami cs in leadership and to address personal leadership 
styles. The programme will also provide female staff with the necessary influencing skills 
to better assert themselves in the workplace.  
h. A town hall session on "Standards of Conduct" will be held in early  November 2017. The 
session will be co -facilitated by the WTO Head of Internal Oversight and the ITU & WMO 
Ethics Officer. The town hall session will focus on best practice as obtained in other 
international organizations.  A key issue for organization rem ains that of ensuring that 
the expected behaviours as highlighted in the Secretariat's Standards of Conduct 
document remain uppermost in the minds of staff as they undertake their daily tasks.  
9  2017 EXPENDITURE TO DATE  
9.1.  To date the major expenditure has bee n in the areas of trade -related training, performance 
management and leadership development.  
 
 
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