Connecting people with purpose

1. The World Bank Group People Strategy FY17-19
IBRD|IDA|IFC|MIGA|ICSID—November2016

2. Page 2
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Our People Strategy seeks to support the organization’s twin goals:
• To eliminate extreme poverty by 2030; and
• To boost shared prosperity for the bottom 40% of each country.
With the following vision:
• To build a workforce with the right skills, in the right place at the right time,
who can offer the best development solutions to our clients; and
• To be the best place to work in development.

3. Page 3
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Our people are at the core of our success. They are the source of the solutions that seek to tackle
the most pressing development challenges of our time. It is because of our people that the World
Bank Group is regarded as the world’s premier development organization.
What our clients seek from the World Bank Group is to harness the world-class talent that brings
together technical, institutional and policy experience with innovation and commitment, dimensions
that over the past 70 years have become the hallmarks of our workforce. Going forward, the World
Bank Group’s degree of success in meeting the twin goals will hinge largely on how we leverage our
most valuable resource — our people.
As we embarked on defining the three-year strategy, we reviewed the strategic context
in which we operate on a number of key levels. The rapidly shifting and dynamic
development landscape as reflected in the WBG’s
Forward Look: A Vision for the World Bank
Group in 2030, was the key driver. We also took
into consideration other important external
factors such as the emergence of new players in
the development arena-and the resultant added
competition for talent-and the fast-evolving world
that is today’s modern workplace. In parallel, we
looked at the internal context and assessed staff
views on the organization as captured in surveys
and other data sources.
Of equal importance, the Strategy was also
informed by engagements with over 1000 staff
and managers from across the Group, together
with extensive benchmarking against other
organizations.

4. Page 4
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Against a backdrop of increasing demand for our knowledge and financing, the Strategy
sets out the five areas of focus that will inform and anchor HR’s work over the next three
years. It also identifies three cross-cutting themes that will be embedded across all the
themes and which are crucial for successful implementation.
The five Strategic areas of focus seek to:
1. Leverage the World Bank Group’s Global and Diverse Talent;
2. Build and Develop Managerial and Leadership Capacity;
3. Strengthen Performance and Rewards;
4. Promote the Health, Safety, and Well-being of our People; and
5. Improve the World Bank Group’s Organizational Effectiveness.
The three cross-cutting themes seek to:
• Focus on and fix the HR fundamentals;
• Strengthen WBG staffing for Fragile, Conflict, and Violent situations (FCV)
• Advance Diversity and Inclusion.
The following pages set out the key themes in each of the five strategic areas
of focus.

5. Page 5
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
1. Leverage the WBG’s Global and Diverse Talent
To know, grow, and build global talent as our most important corporate resource and to deploy staff through a variety
of means requires a shift from a “free market” approach, to more intentional career management with shared
accountability between management and staff. To achieve this will require:
(i) Knowing our people. Leveraging our talent means first understanding, at the unit and institutional level, what skills
we have and where, and what interests and aspirations people have for their careers, including functional and geographic
mobility considerations to better respond to global footprint demands, especially in FCV situations.
(ii) Developing our talent. A clear understanding of the current and emerging business needs and what experiences and
behaviors lead to success in critical roles will enable us to better customize career
development by incorporating a mix of on-the-job learning with formal learning
opportunities.
(iii) Deploying our talent. Our staff are a corporate resource, and increasingly
the expectation is that staff will be deployed in the interest of the World Bank
Group in light of our mission to serve countries with significant development
challenges. This may include relocation to another duty station or
reassignments that serve either to meet an immediate business
need or to prepare staff for a future role. The increased focus
on IDA and FCV situations puts priority on deployment to those
locations, underscoring the value of field experience.
(iv) Attracting high quality diverse talent. While most
vacancies will be filled with internal candidates, we will
always need to refresh and replenish our workforce with new
talent and new skills. This need will be particularly acute
as we align our workforce to deliver on the Forward Look,
which demands technical skills that we can bring in through
recruitment and grow internally, when possible.

6. Page 6
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
2. Build and Develop Managerial and Leadership Capacity
Staff need leaders who motivate, energize, engage, and lead their teams for high impact. Selection into managerial and
leadership roles has often been based on technical strengths rather than aptitude to manage people.
Going forward, in addition to investing in our current managerial cadre, we will prepare staff for managerial and leadership
roles early on in their careers to ensure breadth and depth of experience, and more importantly, people management skills.
Given the adoption of a more consistent talent review process, and inclusion of increasing groups of staff in the process,
talent reviews can be leveraged for early identification of potential leaders and managerial aptitude. This should be
followed with adequate investment in their growth and development, while also focusing on strengthening the diversity
of our leadership pipeline. Greater investment in high potential staff comes with an obligation for them to “give back” to the
institution, for example through coaching and mentoring, or taking on corporate initiatives
aligned with strategic priorities.
Demand for leadership development solutions that go beyond
supporting new managers is also growing, and given the significant
role both managers and leaders play in establishing team
dynamics and enabling team performance, increasingly our
offerings will include learning and development interventions
with intact teams.
71%
2016M
a nagerial Effectivene
ssIndex

7. Page 7
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
3. Strengthen Performance and Rewards
For many staff and managers alike, performance management remains a pain point. This is in part because the challenges
of the platforms and processes used to record how objectives were met have tended to overshadow the behavioral
aspects of performance management. The frustration is also the result of two issues: (i) the inadequacy of tools to properly
differentiate performance and (ii) the perceived challenges of exiting poor performers.
As a number of organizations shift from rigid processes grounded in formal systems and compliance towards a performance
culture--characterized by continuous candid feedback and improvement--that emphasizes teams over individuals, we will
also be exploring these options, including the appropriateness of the current tools, both financial and non-financial, available
to recognize and incentivize staff.
Incentives on their own cannot be implemented in isolation of other systems. Nor will incentives
work without a compelling business case or business ownership. Incentives need to be made part
of the performance culture, leadership culture, and hard-wired in the evaluation and feedback
processes. To support this, in some parts of the organization HR has worked with VPUs to
implement specific incentives frameworks based on the achievement of VPU thematic objectives.
These then drive behaviors consistent with organizational values and the priorities of each VPU.
The Forward Look articulates three specific incentive systems to improve the business
model: (i) Cross GP and GP-Treasury Coordination; (ii) WBG Coordination to support
private sector investment; and (iii) WBG Coordination to strengthen mobilization.
Efforts in these areas will be given priority.
In the area of compensation, the Engagement Survey demonstrated that staff,
as a whole, are largely satisfied with the pay and benefits package. However,
this obscures challenges in this area for staff in markets where compensation
may be lagging. Special Compensation Measures will continue to be employed
where needed to offset currency volatility, and a comprehensive review of the
methodology of country office compensation will be undertaken to ensure the
approach is still fit for purpose and that there is greater transparency around
the process.
Work is also planned to expand support for staff in the area of financial
literacy, helping staff to manage their personal finances responsibly and to
understand the options available for securing a more financially stable future.

8. Page 8
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
4. Promote the Health, Safety, and Well-being of Our People
The new partnership with globally recognized centers of excellence is expected to improve personal health outcomes
considerably by providing state-of-the-art health risk management support to staff and their families. As the
partnership gets underway for those in the US-based Medical Insurance Plan (MIP), it will be critical to expand this level and
access of care to all staff and families if staff are to have trust and confidence in this core benefit.
In the meantime, a review of the Medical Benefits Plan for Country Office staff will look at how
best to strengthen the current plan.
A healthy and safe work environment is pivotal to staff welfare. The recently established Health
and Safety Committee has been tasked with designing and implementing a framework that aligns
with the Occupational Safety and Health Management standards in the UN system.
Wellness in today’s WBG requires that staff can reasonably
integrate business and personal activities, fitting them
within a finite time, be it a day, week, month, or year.
Flexible work arrangements are emerging as a key driver
of both attraction and retention. Shifting to a modern
management culture that embraces such tools fully is a
strategic business imperative, with the added benefits of
reducing our environmental footprint and supporting
business continuity in the event of disruptions in the
workplace.
Shifting demographic trends are a further
key consideration in today’s work
environment as the traditional notion
of family changes- from the rise in dual career couples, to women
having children later, to the growth of single-parent, same-sex, and
multi-generational households, with families facing childcare and
elder care issues simultaneously. These changes call for modern tools
and policies to support a broader range of families and work in this
area will form a central part of the Strategy’s work on benefits.
2143
staff lost leave in FY15
Staffwhodid
n’t take 15 day m
i
nim
umleave
60%
Staffwhochec
k
emails 30 minutes
beforesleeping

9. Page 9
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
5. Improve the WBG’s Organizational Effectiveness
The Forward Look sets out a long-term strategic direction for the World Bank Group, emphasizing key areas of focus
and growth. The People Strategy should guide decision-making on the allocation of resources, including human capital,
enabling a proactive approach to ensure that we have the required levels and skills mix, and can deploy staff when and where
they are needed most.
Annual strategic staffing, launched in FY15, is at the core of aligning skills to business priorities, and the process will continue
to be enhanced year-on-year moving forward. To meet its goals, the WBG must also have the right organizational structure
and related processes in place to be able to deploy our talent with agility. The goal is to ensure that the people we have on
board can reflect evolving client demands, business needs, and funding availability. By moving from a reactive approach to
staff planning to a more proactive workforce planning methodology, the World Bank Group has positioned itself to be better
prepared to minimize the impact of external and internal changes on staff by understanding talent
gaps, forecasting recruitment needs, better leveraging internal capacity, and managing attrition.
While great strides have been achieved by rolling out the strategic staffing process as a core
corporate and annual process, the exercise has not been without challenges.
Moving forward, workforce planning will be significantly improved through
enhanced tools to support the process, ongoing communication and training,
and strengthening the linkages to other core people management and
budgeting processes.
Over the past several years, the World Bank Group has experienced significant
organizational change, including the introduction of a different
operating model; a deepening decentralized footprint; and the
integration of some units across the WBG (such as HR and ITS).
These efforts — which proved demanding for both staff and
managers — have been accompanied by a comprehensive review
of the business strategy and repositioning of the WBG;
the financial sustainability of the WBG; our processes and
workflows; and structures and reporting lines. Looking
ahead, the WBG could benefit from a more holistic approach to
organizational effectiveness and from building its own internal
capacity in this area. The Agile Bank initiative, a set of efforts
to improve our responsiveness to our clients’ needs—across a
number of areas--is an example of such an approach.

10. Page 10
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Cross Cutting Themes
The three cross cutting themes emerged from our consultation and our review of the previous HR strategy and the WBG
business strategy. First, we must fix the HR fundamentals – our policies, processes, platforms, and support, which
underpin everything that HR does. Without this effort to address the basics, the success of the Strategy will be significantly
hampered. Second, the need to ensure that our people working in those challenging environments that most need our help –
the FCV situations – are given the utmost priority as we begin implementation of the Strategy. Third, that we operationalize
our institutional commitment to Diversity and Inclusion in all that we do.
To address the HR Fundamentals, HR is partnering with business units and the Staff Association to conduct a thorough
review of HR policies, processes, platforms, and HR Support to develop an implementation plan, with a mix of quick-wins,
mid-term, and long term solutions. This will be undertaken in coordination with other initiatives already under way that
touch on HR areas such as the Agile Bank, Administrative Simplification initiative, HRD Business Review etc.
A number of recent recommendations have emerged to strengthen the FCV staffing model and footprint, as well as the
employment value proposition (EVP) for staff in FCV, framed around the following principles:
• The WBG’s commitment to achieving and sustaining a more adequate footprint and skills
mix in FCV.
• The WBG’s commitment to strengthen the EVP for staff working in/on FCV through:
(i) ensuring that the FCV experience is recognized and valued for WBG careers; (ii) investing
in the learning, development, and careers of CO staff; (iii) adequately compensating and
rewarding all staff working in/on FCV, with a particular focus on CO staff; and
(iv) investing in the safety, security, and wellbeing of all our staff and families and
contingent workforce in FCV locations. The Strategy envisages operationalizing
these recommendations.
In advancing diversity and inclusion, gender balance and career development
for women remain two of our main challenges and areas of focus. To address
this, we will be increasing targeted recruitment and career development
through early identification of high-potential women. In addition, we will
be focusing on the dimension of disability, which continues to be one of the
most challenging aspects for organizations, and on the LGBTQ community,
addressing discrimination and harassment, career development, and job safety,
among others.

11. What’sinitforme?
Page 11
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Caliber of staff
Culture of teamwork
Diverse & inclusive
Leadership
People management
What’s the "deal?" — Our EmploymentValue
Proposition
To be the best place to work in development, the World Bank Group needs an EVP that attracts, motivates, and retains staff
with the critical skills, mindsets, and behaviors to help fulfill our mission. At its essence, the EVP is “the deal” we offer to our
staff. Our deal, which reflects the extensive feedback received in the course of developing the Strategy, is centered around
five core elements: (i) people; (ii) organization, (iii) work, (iv) opportunity, and (v) rewards.
While there are common themes that resonate with all staff, different elements of the EVP may appeal to different groups
of people at different points in their careers or life stages. A millennial may be less focused, for example, on the pension
than his or her mid-career professional counterpart. Every staff member will have a different mix of what they value and to
what degree and this will evolve over the course of a career. Similarly, expectations of staff may vary depending on career
stream or talent segment. Increasingly, companies are finding that a segmented value proposition that speaks to the needs
of different talent segments or demographics can provide a competitive advantage in attracting and retaining top talent for
critical roles.
Rewards
Work
Opportunity
O
rganization
P
eople
WBG
Employment
Value
Proposition
Intellectually challenging
Level of impact
Purposeful
Recognition
Travel
Work-life integration
Salary
Health benefits
Paid time-off
Pension
Life insurance
Career opportunities
Global mobility
Learning opportunities
Stability
Compelling mission
Culture, ethics, and values
Global reach
Healthy and safe environment
Reputation and brand
Risk taking
Social responsibility

12. What’sinitforme?
Page 12
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
What’s in it for me?
WBG Staff
WBG Managers
Clear career paths
Family-friendly
policies & benefits
Increased efficiency & transparency
of recruitment processes
Strengthened Country
Office compensation
On-the job learning
opportunities through
rotations and corporate
assignments
Real-time feedback
on performance
Most vacancies
internally filled
Emphasis on
collaboration
Health risk
management
Stronger support for staff
working in or on FCV situations
Investment in safety, security, &
well-being
Early identification of &
investment in emerging
leaders
Better development
opportunities
Peer-to-peer
learning
Gender balance in pay and
career development
Continuous communications &
engagement on People Strategy
Diverse and inclusive
work environment
The diagram below is a subset of envisaged outcomes of actions identified in the People Strategy.

13. Page 13
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
For people management to be successful, it must be a shared responsibility. Executive Leadership, Managers, HR, and staff
all play a role in creating the kind of culture and work environment where everyone’s best talents are brought to bear.
Shared Accountability for People Management
HUMAN RESOURCES
provides leading-edge products and services to a globally dispersed workforce, while reinforcing line managers’ responsibility for people management.
• Develop, implement, and provide guidance and advice to all staff and managers on HR policies, practices, programs, processes, training and tools.
• Provide accessible platforms that facilitate timely sharing of this information with managers and staff.
• Equip managers with the relevant data and analysis to support evidence-based decision-making.
• Develop an understanding of the current work environment, business strategies and priorities, staff needs, and emerging issues that impact ability of
managers and staff to perform their roles and/or develop adequately.
• Anticipate the staff impact of management decisions and organizational changes.
• Implement decisions made by managers on individual staff members (e.g., process transaction) in line with policy and procedures framework.
• Seek ongoing input from managers and staff on HR programs and processes.
OUR MANAGERS
own people management roles in terms of engaging and motivating people,
supporting well-being and getting the most out of their staff.
• Manage and support staff on a day-to-day basis to reach their potential.
• Develop an understanding of and consistently apply policies, practices,
procedures and staff rules that impact staff and the work environment.
• Make, communicate, and follow-up on evidence based decisions affecting
staff and on issues that arise on an ongoing and timely basis.
• Make sure staff understand what is expected and in return make sure
managers know what staff value.
• Take ownership for implementing organizational changes, ensure staff
understand the reasons for changes and how those changes are likely to
impact them, and assist staff in transitioning to change.
• Commit to peer-to-peer manager learning for on-boarding and skill building.
• Create an environment that fosters open, two-way, and timely
communications.
• Provide input to and feedback on the development of HR policies, programs,
practices, tools and training.
OUR PEOPLE
understand and deliver on expectations and constructively contribute
to a values based culture.
• Maintain personal high performance and contribute/ collaborate
to deliver on team objectives.
• Embrace career development opportunities aligned to both
personal aspirations and organizational needs.
• Take ownership of own performance and skills development,
knowledge, and expertise.
• Be open to and embrace change.
• Raise ethical or other issues without fear of retaliation.
• Avail themselves of opportunities to sustain personal health and
wellbeing in and out of the workplace.
• Support and contribute to staff management dialogue to
ensure staff perspectives continue to feed the People Strategy
throughout its design and implementation.
• Represent the WBG brand in a positive way.
EXECUTIVE LEADERSHIP
champions the people agenda and is ultimately accountable for implementing the strategy
• Emphasize and demonstrate that people are our most valuable resource
• Create environment for strong people management; empower and hold management accountable
• Role model core values and expected behaviors
People
Strategy

14. Page 14
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Next Steps
Monitoring Progress, Mitigating Risk and Measuring Success
To assess the effectiveness of the People Strategy, we
must be able to measure and monitor its impact. HR will be
responsible for monitoring progress, for developing a data
and reporting strategy, and for shaping decision-making
through evidence based analytics. Engagement Surveys,
other organizational and functional surveys, as well as a
results framework with key select indicators, will measure
how well implementation is proceeding. HR will also develop
a series of VPU-level reports to monitor progress across the
areas of focus, to equip managers with specific insights for
their units.
How we identify, mitigate, and manage risks will be pivotal
to the success of the Strategy. Some of the risks identified
that could hamper the Strategy’s implementation include:
(i) external volatility and the organization’s ability to
respond in an agile way; (ii) failure to achieve shared
accountability for people management between executive
leadership, management, staff and HR; (iii) insufficient
investments in adequate resources; (iv) unrealistic
expectations to deliver everything at once; (v) inability to
effectively prioritize and sequence; and (vi) the absorption
capacity of business units.
Given that the ultimate accountability for delivering on
the People Strategy rests with the Executive Leadership,
it is critical that, while making decisions regarding budget
and prioritization, these risks are taken into account. HR
will engage regularly with the various stakeholders to
clearly and openly communicate decisions made, progress,
challenges, as well as articulate trade-offs and implications
in the short, medium, and long-term.
Next Steps
In December, a complementary piece of work to the People
Strategy--an implementation plan--will be socialized with
key stakeholders. The plan will set out the all-important
sequencing of the many initiatives highlighted in the
Strategy, as well as timelines, indicators, milestones and,
where required, additional resource requirements. There
are multiple interdependencies involved in delivering the
three-year strategy, both within HR and with other units.
Experience from the earlier strategy has also underscored
the importance of building in “buffer” capacity, in order to
be agile enough to meet unforeseen needs.
The successful execution of the WBG People Strategy will
be largely driven by the result of decisions made every
day by managers and staff, acting together according to
the information that is available to them. A transparent
approach in communicating major milestones reached and
key challenges, coupled with readily and widely available
staffing data, will be pivotal to ensuring that staff and
managers are aware of progress.
Strategy is neither a destination nor a solution. It is an
effort designed to support the mission of the organization-
with agility and flexibility-through a series of interventions
that are continuously informed by evolving business needs.
The FY17-19 People Strategy seeks to put our most valuable
resource-our people-front and center of the challenging and
important development agenda for the World Bank Group.

15. Page 15
home
NEXT
steps
CROSS-CUTTING
themes
SHARED
accountabilityfor
people management
BUILD&
DEVELOP
leadership
STRENGTHEN
performance &
rewards
IMPROVE
organizational
effectiveness
LEVERAGE
global &
diversetalent
PROMOTE
health, safety, &
well-being
OUR
Employment
ValueProposition
Progress on D & I Targets, FY14-FY16
Full Time Staff, FY14-16Global Workforce At-A-Glance
• 15,000+ full-time staff as of FY16, 50%
open-ended
• 44% of WBG staff are based outside the US
• Contingent workforce represents 26.7% of
the total workforce
A Diverse Workforce
• Among full-time staff, 52% are women,
62% Part II, 14% SSA/CR
• Progress on D&I corporate targets for GF+
staff
• Multi-generational workforce
Global Presence & Diverse Expertise
41%
41%
43%
50%
36%
37%
37%
50%
43%
44%
44%
50%
11%
11%
12%
12.5%
FY14 Index .84
FY15 Index .84
FY16 Index .87
WBG Target
Part II
Managers
Women
Managers
Women GF+
Technical
SSA/CR
GF+
W
orkforce by Age Group
Age 55+
14%
Age <35
17%
Age 45-54
33% Age 35-44
36%
16,438
15,847
15,395
152
1,202
7,815
7,269
161
1,054
7,821
6,811
147
19
7,530
7,699
Open Term ETC/ETT SPAS

16. Go to http://PeopleStrategy for a complete copy of the People Strategy or
to download a copy of this brochure.