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https://docs.wfp.org/api/documents/WFP-0000112159/download/
Approved in 2014, the WFP People Strategy (2014–2017) is now in its sixth year of implementation. This evaluation covers the period from 2014-2019 and is intended to promote accountability and learning on the WFP’s approach to managing people. It addresses three questions: How good is the strategy? What were the results of the strategy? Why has the strategy produced the results observed?

The evaluation concluded that the strategy was of good quality when it was written in that it outlined a clear vision that was relevant to the priorities of the WFP strategic plan in force at the time, was forward-looking and was coherent with other WFP policies and good people management practices. The weaknesses of the strategy were an absence of comprehensive and clear expectations as to what “success” would look like and a degree of blindness regarding gender and diversity.



As it currently stands, the People Strategy does not provide sufficient direction to enable WFP to address all of its human resource management challenges. There is an urgent need for WFP to attract, effectively use and consistently develop the skills of the best workforce possible and to do so in ways that reflect and model the United Nations system’s commitment to human rights, gender equality, diversity and inclusion.

Key findings

Quality of the People Strategy

The WFP People Strategy (2014–2017) outlines an overall vision but provides only limited clarity on what its implementation would require from internal and external stakeholders and on related accountabilities. Key elements of the strategy, such as the career framework and the establishment of overall workforce planning capabilities, were not systematically reflected in the “people” dimension of country office annual performance plans, increasing the risk that country office contributions to the strategy would not be captured. The strategy reflected various global good practices regarding human resource management at the time of its development, which remain valid today. However, it is largely gender blind and silent on issues of diversity and inclusion. While the core issues addressed in the People Strategy were and remain relevant, its visibility has declined over time and it is outdated in the light of recent developments at WFP and the United Nations, including the adoption of the 2030 Agenda, the development of a new WFP strategic plan 2017–2021 and an increasing focus on workplace culture and staff satisfaction.