The Matrix System at Work - Independent Evaluation Group - World ...

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CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK presidency [facilitated by their manager] within seven years. In practice, the policy was not implemented systematically and the internal labor market has not been efficient. 47 In recognition that a large number of staff had spent more than seven years in their unit, a one-time mandatory rotation process was conducted for GHlevel staff in the first quarter of FY09 and for GG staff in FY10. This resulted in a onetime level reduction in the share of staff working in the same unit for more than five years, as shown in Table 3.5, although no new policies or processes were introduced to address the underlying problem. Even after the mandatory rotation, in FY11, 29 percent of regional staff and 25 percent of network anchor staff had served in their VPU for more than five years and 17 percent of regional staff and 14 percent of network anchor staff had served for more than seven years. Overall, the share of staff working in a unit for more than seven years declined from 24 percent in FY09 to 19 percent in FY11, showing that even mandatory rotation was only partially successful in adhering to the seven year rule. An in-depth evaluation of HR policies and implementation—including recruitment, rotation, and exits— that could shed more light on some of these challenges to sharing knowledge was excluded from the scope of this evaluation. Staff transfers are only considered in terms of their impact on the flow of tacit knowledge. Table 3.5. Proportion of Headquarters-Appointed GF-GI Staff in Unit for more than 5 years FY09 Q1 FY10 Q1 FY11 Q1 # Percent # Percent # Percent AFR 231 42% 213 38% 189 32% EAP 93 37% 89 34% 69 25% ECA 136 43% 119 37% 93 29% LCR 121 37% 111 33% 101 29% MNA 57 31% 64 32% 53 27% SAR 74 32% 68 28% 56 24% Regional units 712 38% 664 35% 561 29% FPD 30 33% 30 29% 32 28% HDN 30 39% 23 25% 17 18% PRM 18 25% 17 20% 20 24% SDN 90 37% 85 32% 73 27% Network anchor 168 35% 155 29% 142 25% units Source: HR Analytics IBRD Quarterly Staffing Reports 3.34 A natural time to capture tacit knowledge is when a long-serving staff member moves from a Region to a new VPU or retires, but the Bank lacks any mechanism and resources to “debrief” staff upon leaving a unit or to prepare staff 51
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK moving to a new Region or country. While frequent staff rotation can help to transfer operational lessons across Regions, it can also weaken institutional knowledge within any unit. Several staff and managers suggested that senior staff should be required to take a brief sabbatical or time-out between appointments to give them time to write a synopsis of the lessons they have accumulated from their time in the unit. CROSS SUPPORT 3.35 Cross support is defined by Bank management as the staff time of an expert or a specialist purchased from outside the responsible unit for a specific task. Budget data of cross support sold or purchased thus provides a “measurement of matrix functionality and organizational flexibility” from the knowledge perspective. Cross support is an indicator of the ability of anchors and Regions to make use of the tacit knowledge and expertise embodied in individuals across the Bank while making the knowledge and skills of their own staff available to others. 3.36 A management review of FY08-10 data found inter-VPU cross support to be 3 percent of total staff time and resulted in the setting of higher targets for cross support. FY10 Bank-wide inter-VPU cross support sold accounted for 2.1 percent of staff time from regional VPUs and 8.3 percent from network anchors. However, estimated cross support as a proportion of total staff time results in underestimates of cross support by the technical sector staff who should be working across organizational boundaries, as opposed to support staff who cannot be expected to do so. Furthermore, eliminating silos and promoting cross-sector collaboration even within the Regions were deliberate aims of the 1997 matrix reform. The analysis was therefore expanded to include cross support across organizational units within VPUs. 3.37 Variations in organizational structures and accounting practices across Regions posed significant methodological challenges. Accurate analysis of data covering all the Regions and networks is available only for FY10. For FY02-09, inter- VPU cross support was analyzed separately for the four networks—FPD, HDN, PREM, and SDN—and for four of the six Regions (Africa, East Asia and the Pacific, Latin America and the Caribbean, and South Asia) for which data could be tabulated. Cross Support across VPUs 3.38 IEG found cross support to be higher than the numbers in management’s review. Cross support across VPUs was about 5 percent of technical staff time in FY10. 48 The figure was lower for staff in the Regions, at 3.3 percent of staff time for 52
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
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Costs of Country and Sector Strateg
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Table 3.6. Total Cross-Support Sold
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Abbreviations AAA AFR ARDE ARPP BET
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Glossary Term Anchor sector directo
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GLOSSARY Practice managers (PM) Reg
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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6. Conclusions and Recommendations
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Appendix A Matrix Management and Or
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APPENDIX A MATRIX MANAGEMENT AND OR
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SECONDARY ANALYSIS OF CASCR REVIEWS
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APPENDIX B EVALUATION METHODOLOGY a
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APPENDIX C RESPONSIVENESS AND EFFEC
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APPENDIX D EXPERIENCE IN THE TRENCH
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Appendix E Key Findings from Sector
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APPENDIX E KEY FINDINGS FROM SECTOR
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Table E.1. Country Directors and Ma
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# Other Questions Q # 7 APPENDIX E
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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APPENDIX G PROFILES OF THE BANK’S
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Appendix H Working across Organizat
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APPENDIX H WORKING ACROSS ORGANIZAT
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Appendix I Budgetary Incentives 65.
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APPENDIX I BUDGETARY INCENTIVES Bud
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APPENDIX I BUDGETARY INCENTIVES 72.
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APPENDIX I BUDGETARY INCENTIVES com
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APPENDIX I BUDGETARY INCENTIVES Fig
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APPENDIX I BUDGETARY INCENTIVES mea
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APPENDIX J WORKING ACROSS SECTORS A
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Appendix K World Bank Sector Strate
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APPENDIX K WORLD BANK SECTOR STRATE
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APPENDIX K WORLD BANK SECTOR STRATE
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Appendix L International Finance Co
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APPENDIX L IFC 2013 CHANGE INITIATI
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APPENDIX M STAFFING DATA Note: Head
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APPENDIX M STAFFING DATA Table M.7.
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Appendix N Managers Interviewed Nam
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References Barnett, Michael N. and
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REFERENCES Sy, Thomas and Laura Sue
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Endnotes 1 See Wapenhans 1992, 1994
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ENDNOTES appropriately assessed by
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ENDNOTES 46 The respondents to this
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ENDNOTES 71 See Safeguards and Sust
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