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Defence ResourcesManagement

Cosiderations on Human Resource Management

in N.A.T.O. countries.

Academia Forţelor Terestre

“Nicolae Bălcescu

Realizat,Stud.sg. Ene Cristian

Grupa 38B



INTRODUCTION

Through its Human Resources policies, it is NATO's aim to maintain a workenvironment that is free from discrimination or harassment, providing equality

of opportunity regardless of sex, race or ethnic origin, religion, nationality,disability, age or sexual orientation. Without setting quotas, NATO tries toensure that its workforce reflects the diverse cultures and backgrounds of thenations it serves while maintaining an appropriate gender balance. Theobjective is an organization that flourishes in the natural diversity of itsinternational employees.





Recruitment Principles

Employees of NATO International Staff are recruited from amongthe nationals of the member countries and selected on the basisof merit. The paramount aim is to secure the highest standards ofdiligence, competence and integrity. It is also important that those

appointed constitute a diverse workforce characterized bydifferent cultures and backgrounds, work styles, values and ways

of thinking.The NATO International Staff welcomes applications from all

suitably qualified candidates. They will be treated fairly,transparently and without discrimination, irrespective of thegender, disability, marital or parental status, racial, ethnic orsocial origin, colour, religion, belief or sexual orientation of

applicants. The confidentiality of personal details provided will beprotected and the privacy of applicants respected.



Employment Prerequisites

Only nationals of the 28 member states may apply forvacancies at NATO. Member states are: Albania, Belgium,

Bulgaria, Canada, Croatia, the Czech Republic, Denmark,Estonia, France, Germany, Greece, Hungary, Iceland, Italy,Latvia, Lithuania, Luxembourg, the Netherlands, Norway,Poland, Portugal, Romania, Slovakia, Slovenia, Spain,

Turkey, the United Kingdom, and the United States.



Recruitment and Selection Process

Advertisement: In order to attract a large number of suitable candidates, job vacancies areadvertised to nationals of the member states, on the internet, and in all other NATO bodiesand agencies.

Preselection: All applications received are screened on the basis of the information provided in theapplication form, taking into account qualifications, training, competencies and professionalexperience, and a preselection is made

Written test: Frequently candidates are asked to sit a written test to help the

interviewers assess their drafting skills and/or technical or specialist knowledge.



Performance Management

The performance management system applies to all NATO civilians at the

Headquarters. It follows a yearly cycle with three main phases:1. Setting Objectives

2. Mid-term Review3. Annual Review.

Performance management is concerned with progression in order to achieveOrganization, team and individual effectiveness. It is a continuous and evolutionary

process in which performance improves over time. It focuses on future performanceplanning and improvement rather than on retrospective performance appraisal.

The performance management system aligns individual objectives with broader Organizationobjectives; it provides for regular and frequent dialogue between managers and individuals about

performance and development needs. It also fosters the enhancement of individual competenciesthrough a training and development plan.



Conclusions

Whole process of modernizing human resources management is significantlyinfluenced by defense reform in the military and the need to harmonize the systemwith the principles, rules and regulations in this field existing in the armies of NATOmember. In fact, between the military reform and modernization of its human

resources management is a strong correlation, determined by bi-univocal relationshipbetween these two processes. Reform is the modernization of human resourcesmanagement premise of the army, and the latter accomplishment of the firstfoundation. In other words, without people trained, competent, motivated andcommitted military profession there is no real reform and not a viable human resourcemanagement in the military

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