Enhancing skills, supporting careers

GIZ supports its staff in their professional development and career planning. In 2022, we also expanded what was already a well-used range of services for the partners of staff seconded abroad.

Photo: A woman sitting in front of a laptop. A man sits next to her, looking at her. — © Copyright: GIZ / Tristan Vostry

Our staff are the crucial component in the success of our work. Promoting their potential and building and developing skills is therefore at the heart of our HR development policy; it is also the cornerstone for people’s lasting employability.

The training courses offered by GIZ are reviewed and adapted to meet changing needs in an annual company-wide process. With the digital transformation in full swing, self-directed, on-the-job training is becoming increasingly important, which is why GIZ’s Academy for International Cooperation has incorporated support for self-directed learning processes into its vision and why GIZ continued to expand the digital learning opportunities it offers in 2022. Learners can find support in numerous networks and from designated contact persons in Germany and abroad, who share practical digital knowledge and answer questions.

From self-directed learner
to digital pioneer

We developed our staff’s digital skills on the basis of our Digital Literacy Action Plan (2019–2022). Depending on their position, staff are also entitled to between five and 25 study days to consolidate their knowledge further. A self-assessment tool provides recommendations on areas to focus on. If a staff member already has considerable expertise, they have the option of acting as a ‘digital pioneer’ and sharing their knowledge with their colleagues within a self-directed network.

Photo: A tablet showing a Digital Pioneers video conference. The slide of the presentation being displayed is entitled: ‘Achieved results & other success stories from our log book.’ — Digital pioneers were introduced three and a half years ago (as of 2022). ‘Digital coffee breaks’ provide opportunities for discussion and learning. © GIZ und Dan Nelson

An assignment abroad – a rung on the career ladder; the MAP Desk provides support for accompanying partners

The prospects of accompanying partners are often a crucial factor in making the decision for or against an assignment abroad. We created the MAP Desk as a central contact point to address questions that staff and their partners might have before, during and after an assignment abroad. After a two-year pilot phase, the Management Board decided in June 2022 to put this support programme for accompanying partners on a permanent footing and expand it. An internal evaluation showed that the programme helps to fill positions abroad more quickly and with better candidates.

Successful pilot in Togo

Togo is one of 21 pilot countries to date where designated contact persons provide country-specific advisory services for accompanying partners. They offer guidance on topics such as work permits and employment opportunities in the destination country. Togo also has an agreement with an international organisation based locally, under which they inform each other about job vacancies.

»The MAP Desk supports accompanying partners directly and individually. In this way, we take some of the pressure off the staff members and help to create a working environment in which it is easier to reconcile the needs of family, health and performance at work.«

Kim Stoffel,
specialist for accompanying partners in the HR Department.
© Kim Stoffel

Below you will find information about the Global Reporting Initiative’s (GRI) sustainability standards:

Material topic 13: Staff development

GRI			UNGC	SDG	DNK
3-3	Management approach disclosures	Principles To ensure our continued viability as a company, we must fill key posts with individuals who have the relevant expertise, as well as unlock potential and enhancing skills. Our policy on employability requires GIZ staff members to ensure their long-term employability. Our managers must support them in this regard. The GIZ employer/staff council agreement and the policy on national staff require annual staff assessment and development talks at which measures to ensure long-term employability are discussed (See also 404-3). Measures The Tailored Expertise focus project, which is firmly anchored in the Corporate Strategy 2020–2022, ensures that staff assignments are strategically planned at GIZ. GIZ identifies specific HR requirements as part of a company needs assessment. GIZ’s own Academy for International Cooperation offers a wide portfolio of internal training services. In addition, staff can also take part in training offered by external providers by agreement (See also 404-2). In 2022, digital capacity development requirements were identified as part of the evaluation of the Digital Literacy Action Plan. The findings are used to determine measures to promote digital literacy within the company (See also 404-2). Progress For selected positions, GIZ drew up skill profiles and career paths during the 2020–2022 strategy cycle; these can be used by line managers and staff for HR development purposes. They are being developed and supplemented on a continuous basis. Further information Enhancing skills, supporting careers		3	14

GRI

UNGC

SDG

DNK

3-3

Management approach disclosures

Principles

To ensure our continued viability as a company, we must fill key posts with individuals who have the relevant expertise, as well as unlock potential and enhancing skills.
Our policy on employability requires GIZ staff members to ensure their long-term employability. Our managers must support them in this regard.
The GIZ employer/staff council agreement and the policy on national staff require annual staff assessment and development talks at which measures to ensure long-term employability are discussed (See also 404-3).

Measures

The Tailored Expertise focus project, which is firmly anchored in the Corporate Strategy 2020–2022, ensures that staff assignments are strategically planned at GIZ.
GIZ identifies specific HR requirements as part of a company needs assessment.
GIZ’s own Academy for International Cooperation offers a wide portfolio of internal training services. In addition, staff can also take part in training offered by external providers by agreement (See also 404-2).
In 2022, digital capacity development requirements were identified as part of the evaluation of the Digital Literacy Action Plan. The findings are used to determine measures to promote digital literacy within the company (See also 404-2).

Progress

For selected positions, GIZ drew up skill profiles and career paths during the 2020–2022 strategy cycle; these can be used by line managers and staff for HR development purposes. They are being developed and supplemented on a continuous basis.

Further information
Enhancing skills, supporting careers

GRI

UNGC

SDG

DNK

404-1

Average hours of training per year per employee

The Academy for International Cooperation (AIZ) is GIZ’s own professional development institution. It shapes learning processes and capacity building in international cooperation and makes a key contribution towards HR development within the company. It offers an extensive range of training courses for staff in Germany and in the field. The programme is open to all GIZ staff. Some of the courses are also available to partner experts and to members of the (professional) public, for examples appraisers or the staff of non-governmental organisations and other institutions.

Figures broken down by participants in Germany, participants in the field and non-GIZ participants:

	Academy programme 2022		Onboarding 2022
Group	Participants	Participant days	Participants	Participant days
Germany	3,996	7,960	1,237	1,847
Field	8,524	20,189	932	1,358
Non-GIZ	1,047	3,715	2	6
Total	13,567	31,864	2,171	3,211

Figures broken down by employee category:

	Academy programme 2022		Onboarding 2022
Employee category	Participants	Participant days	Participants	Participant days
Germany-based staff members Field-staff members	3,996 2,895	7,960 6,908	1,237 724	1,847 683
National staff members	5,427	12,886	71	182
Development workers and integrated experts	202	395	137	493
Partner experts	614	2,191
Non-GIZ	433	1,524	2	6
Total	13,567	31,864	2,171	3,211

Figures broken down by gender:

	Academy programme 2022		Onboarding 2022
Gender	Participants	Participant days	Participants	Participant days
Male	5,584	14,152	900	1,363
Female	7,980	17,704	1,271	1,848
Diverse	3	8
Total	13,567	31,864	2,171	3,211

404-2

Programmes for upgrading employee skills and transition assistance programmes

All GIZ training courses are listed in the catalogue produced by GIZ’s own Academy for International Cooperation. In addition, staff can also request to take part in training offered by external providers.
The training courses offered by GIZ are reviewed and adapted annually in a company-wide process and in line with needs. GIZ expanded its range of digital learning services further in 2022 (See also 3-3).

5, 8, 10

14, 15, 16

404-3

Percentage of employees receiving regular performance and career development reviews

The staff assessment and development talk, which all staff members are entitled to have once a year, is the foundation for individual company-based training. During this session, managers provide feedback on the employee’s performance and skills, and look ahead to future tasks and developments. Depending on the country-specific rules, they can agree on goals with their staff. The staff member and their line manager will also discuss specific actions to retain and foster employability, such as HR development measures to acquire necessary skills or actions to maintain performance. The assessment of performance from the staff assessment and development talk and the degree to which goals are achieved are incorporated into the assessment of overall performance (See also 3-3).