- PNUD en el mundo
El PNUD estÃ¡ presente en 177 paÃses y territorios. Aprenda mÃ¡s sobre el trabajo de la organizaciÃ³n en cada paÃs.
- Arabia Saudita
- Bosnia y Herzegovina
- Burkina Faso
- Cabo Verde
- Congo (República del)
- Congo (República Democrática del)
- Corea (República Popular Democrática de)
- Costa Rica
- Côte d'Ivoire
- Dinamarca (Oficina Rep.)
- El Salvador
- Emiratos Arabes Unidos
- Finlandia (Oficina Rep.)
- Geneva (Oficina Rep.)
- Guinea Bissau
- Guinea Ecuatorial
- Irán (República Islámica de)
- Japón (Oficina Rep.)
- Kosovo (según Res 1244 del Consejo de Seguridad ONU)
- Lao (RDP)
- Macedonia (ex República Yugoslava de)
- Mauricio y Seychelles
- Moldova (República de)
- Noruega (Oficina Rep.)
- Papua Nueva Guinea
- Programa de Asistencia al Pueblo Palestino
- República Centroafricana
- República Dominicana
- Rusia (Federación de)
- Santo Tomé y Príncipe
- Sierra Leona
- Siria (República Árabe)
- Sri Lanka
- Sudán del Sur
- Suecia (Oficina Rep.)
- Tanzania (República Unida de)
- Trinidad y Tabago
- Unión Europea (Oficina Rep.)
- Acerca del PNUD
- Centro de Prensa
Support to Gender Balance in the Civil Service Chief of Technical Adviser
|Localidad :||Riyadh, Arabia Saudita|
|Fecha límite de postulación :||20-Mar-18 (Medianoche Nueva York, Estados Unidos)|
|Categoría adicional :||Igualdad de género|
|Tipo de contrato :||Individual Contract|
|Nivel de puesto :||International Consultant|
|Idiomas requeridos :||Árabe Inglés|
|Fecha de comienzo del contrato :|
(Fecha en que se espera que comience el candidato seleccionado)
|Duración del contrato inicial :||1 year - with possibility of renewal.|
Saudi Arabia enjoys a very high human development & ranked 38 out of 188; with an adult literacy rates of 99% for females and 99% for males for ages 15-24 years (2009-2014); yet international indicators point to the progress that needs to be achieved. For example, the Gender Inequality Index ranked Saudi Arabia 50 out of 188 countries; and Saudi Arabia’s Human Development Index has a value of 0.779 for females in contrast to 0.884 for males; with the lowest rank of 1.3% on the Global Women Leader Index (GWLI) which measures civil service leadership; and a labor force participation of 20.1% for females versus 79.1% for males. Indeed, it is important to note that the employed males in the labor force (Saudi and non-Saudi) constitute 83% versus 16.7% for females and the 2016 statistics point to the distribution of Saudis versus non-Saudis in the labor force (15 years and above) standing at 47.5% of non-Saudi males as opposed to 35.6% of Saudi males, and 10.1% of Saudi females versus 6.7% of non-Saudi females. Moreover, among the Saudis, female unemployment stands at 33.7% compared to 5.4% for males within a total unemployment figure of 11.6% for 2016. In this regard, women’s low economic participation is correlated to women’s low representation in leadership positions. While women’s participation in the public sector is increasing, rates of leadership are staggeringly low. A limited number of women assume decision making roles. In 2016, only 6 females were in Level 13 versus 548 males. Moreover, 42 females were in Grades 11-13 versus 2,385 males. Thus, these low rates of women’s participation in leadership positions exclude women’s voices and needs from important decision-making processes.
In recent years, the Kingdom paid particular attention to advancing the socioeconomic and political
development of women based on the rights granted to them in the Basic Law of Governance and the successive development plans. As part of its commitment to the advancement of a gender balance in the civil service and women’s empowerment, the Saudi Government has committed within its Vision 2030 launched in September 2017 to “Empower women and materialize their potentials; and improve performance, productivity, and flexibility of public authorities;” to increase “women’s participation in the workforce from 22% to 30%;” and to achieve the National Transformation Program’s 2020 goal of raising the proportion of women in Grade 11 and above of the civil service from 1.27% in 2016 to 5% by 2020.
To contribute to the achievement of Vision 2030 targets, the Ministry of Civil Service is undertaking an Initiative entitled “Women’s Empowerment in the Civil Service Sector and the promotion of Women’s Leadership.” The main objective of the Initiative is to increase the percentage of women's participation and representation in the civil service at all levels of employment and in all job categories including women's leadership positions, and capitalize on their available capabilities to expand their employment options thus increasing their participation in order to achieve a gender balance in the civil service. The Initiative
consists of three projects: a) Project to empower women leaders and increase their representation in decision-making positions; b) Project on Achieving a Gender Balance in the Civil Service; and c) Project Strategy for Telework in the Civil Service.
The overall aim of the Initiative on achieving a Gender Balance in the Civil Service (hereafter called the “project”) is to facilitate an enabling environment (legislative frameworks, policies, and regulations); gender-sensitive institutional practices and workplace culture supportive of the actualization of Vision 2030 targets on women’s empowerment.
The Initiative’s Development Goal is to achieve the following: Females in civil service institutions (selected pilots) by 2020, are empowered and their participation increases, at all levels and in all job categories, through equitable and diversified representation; capacities and opportunities; and supportive legislative frameworks to contribute to Vision 2030 Targets on achieving a prosperous economy, prosperous opportunities, increasing participation of women in the labour market and reducing unemployment rates (Enabling environment and institutional levels trickling down to the individual level).
To facilitate the implementation of the proposed Development Goal, the Initiative is designed around a set of concrete outcomes: Outcome 1: Gender-Balanced Enabling Environment in the Civil Service Enhanced to Promote Women’s Empowerment (enabling environment level); Outcome 2: Gender-Sensitive Structural and Institutional Frameworks including Human Resources Systems’ & Practices Developed & Strengthened to Ensure Gender Balance in the Civil Service (institutional level); and Outcome 3: A Positive Mind-set towards Women’s Employment by Decision-makers, Civil Servants, the General Public, and Women Promoted (individual and community level).
Deberes y responsabilidades
1. Ensures the overall Project management focusing on achieving the following:
2.Ensures the running of the project focusing on achieving the following:
implementation of outputs;
implementation of the project, including challenges faced;
Develops the capacity of the pilot institutions in gender-sensitive human resource management and systems;
Ensures regular communication and coordination with Project partners and develops and maintains effective mechanisms for integrating and responding to their feedback;
interim reports, conclusions and recommendations, to be submitted to the Secretariat and High
Level Advisory Committee; and
The core project team will consist of an experienced Chief Technical Advisor (CTA) supported by trainers and specialized experts in addition to needed administrative and financial staff (to be allocated from MCS). The CTA will have the authority to take all decisions required for the efficient management of the project, in compliance with practices within MCS, and approval by the Secretariat. The CTA will, on a regular basis, keep the Committee informed about the project’s progress when requested by the Secretariat.
The CTA will report to the Secretariat/CGU within MCS and has the authority to run the project on a day-to-day basis and decision-making for the project on behalf of MCS and the Advisory Committee. The CTA’s prime responsibility is to ensure that the project produces the results specified in the project document, to the required standards of quality and within the specified constraints of time and cost. The CTA is appointed by the MCS and will have access to MCS staff, offices facilities and necessary office equipment and other project’ support facilities as required including for project-related seminars, workshops and training facilities.
The CTA will also be able to draw on the support from MCS’s financial and administrative staff, as well as logistical support. The project may also mobilize a number of UN and non-UN Agencies to serve as cooperating agencies in the project for the provision of international advisors and other technical/ substantive advice. The selection and recruitment of the staff will be done by the MCS’s team, according to standard government procedures.
Corporate behavioral Competencies:
Displays a high level of respect, diplomacy and tact when dealing with government officials, donors and other stakeholders.
Habilidades y experiencia requeridas
preferably with a specialization in gender and project cycle management;
collecting and analyzing data);
mainstreaming gender in projects and programmes, especially in the specific area of intervention;
At least 7 to 10 years of practical experience in advisory capacity and management of projects and programs on gender-related interventions and/or capacity development for the public sector;
El PNUD está comprometido con lograr la diversidad de su personal en términos de género, nacionalidad y cultura. Se alienta por igual a las personas que pertenecen a grupos minoritarios, a pueblos indígenas o que tienen alguna discapacidad a presentar su candidatura. Todas las solicitudes se tratarán con la mayor confidencialidad.