NATO - North Atlantic Treaty Organisation

The Organization recognizes the value of retaining internal talent and of helping staff members develop and progress throughout their professional lives. In particular, expertise in NATO core areas such as diplomacy, political matters, public affairs, defence and security issues and policy development is key to achieving NATO’s mission. NATO also has a support and management structure underpinning the core divisions. Individuals with backgrounds in management, project management, IT, secretarial and administrative support and technical and maintenance work are essential to ensure the smooth day-to-day running of NATO’s civilian organization.

Career development is encouraged and supported by NATO's HR Development Services. Various internal initiatives have been taken to enhance internal mobility and career progression, be it through job enrichment, lateral movement, a change in responsibility, or promotion. For example, NATO has recently redesigned its approach to job contents and post requirements, using a simple matrix structure of job families and work levels to describe the essence and the nature of each post and define the level of responsibility expected. This new, standardized model allows easier career development by showing more clearly what individuals need to have in terms of qualifications and behavioural competencies to move into another job in the same or another family.

A person may seek a lateral move or promotion. Career paths can now be envisaged. Individuals will be able to match their personal competencies with the requirements of different posts to help plan their careers and highlight any gaps to be filled through training. There will be no centralized career management, but people will have better tools to manage their professional development and – ultimately – their careers.

Of course, we all have responsibilities when it comes to managing careers. In the first instance, managers are responsible for ensuring that their team members have the required competencies to progress. It is managers who can most easily identify the developmental needs of their teams. From there it is the role of HR to provide the tools and processes, for example by designing and delivering training programmes which meet individual needs, or by guiding staff members who request career advice.

However, in the end only the individual can explore the options and make personal decisions in pursuit of a successful career. Motivation and interest are needed to come forward and show oneself ready for the developmental challenge. Self-reflection and self-assessment take some courage but are crucial for career development.

The CPRs have been approved by the NATO Council and govern civilian staff administration. The rules comprise a large number of articles and annexes, and constitute binding contractual arrangements between staff members and NATO.

A copy of the CPRs is given to each staff member who joins the International Staff of NATO.

Staff members may be deployed to other locations during their employment at NATO. There are special conditions and procedures for civilian staff who are assigned to a location other than their duty station to carry out duties in support of Council-approved operations.  These are described in the Civilian Personnel Regulations and in implementing directives for the International Staff. There are also a number of preparatory steps which have to be taken before a NATO civilian is permitted to deploy.  These are intended to ensure adequate protection and administrative support.  They include pre-deployment training, immunization, insurance, and provision of protective clothing and equipment.

A diverse workforce is our asset

As an international organization, NATO is characterized by diversity. It is made up of people with different backgrounds, cultures, work styles, values and ways of thinking. We benefit greatly from this variety of thought, energy and insight in fulfilling our mandate, and thus we invite differences and seek them out. We strive to create an environment that maximizes potential and appreciates the diversity of every employee. This is all the more important as the changing international security environment broadens the range of competencies and skills required.

Differences need to be managed

For diversity to live up to its full potential, it needs to be managed. To achieve the right mix of competencies, strategic human resource management ensures that skilled and competent staff are available, and assesses their merit using objective, relevant and transparent criteria. We strive to optimize both performance and staff satisfaction. NATO offers equal opportunities to all members of staff based on individual merit.

Diversity is about us

Diversity refers to the differences between human individuals. It recognizes the benefits and contributions provided by a mixed workforce. Valuing diversity means respecting and appreciating those who are different from ourselves.

Equal opportunities make professional advancement equally available to all staff, regardless of any characteristics unrelated to the skills and abilities required for job performance. To provide equality of opportunity it is often necessary to treat people differently, in ways that are fair and tailored to their needs.

To make this a reality the International Staff of NATO adopted a Policy on Diversity and Equal Opportunities in 2003.

The Civilian Personnel Regulations (CPRs) state that members of the staff shall treat their colleagues, and others with whom they come into contact in the course of their duties, with respect and courtesy at all times. They shall not discriminate against them on the grounds of sex, race or ethnic origin, religion or belief, disability, age or sexual orientation. The policy makes it clear that in our multicultural environment every person must be aware of, and respect, the sensitivities of others. It also clarifies how some of its articles apply in situations of interpersonal conflict.

In order to implement and monitor the policy on discrimination and harassment at work and to develop preventive measures a Prevention and Mediation Panel Against Harassment and Discrimination was set up, and includes members of staff and a representative of the Staff Association. Trained persons of confidence can be contacted as mediators.

The NATO Headquarters in Brussels is a non-smoking environment.

The International Staff of NATO encourages the employment of spouses or other relatives. Although there are some restrictions on relatives working within the same organizational unit, spouses or other relatives are welcome to hold short-term assignments or temporary contracts in the International Staff.

Applicants must be nationals of a NATO member state, with skills in a relevant discipline, and proficiency in English or French (preferably with a good knowledge of the other language).

The International Staff is particularly interested in applications from persons with backgrounds in areas such as diplomacy, policy development, management, public affairs, project management, IT, secretarial and administrative support and technical and maintenance work, who are already located in Brussels and hold security clearance.

Assignments can also be on an occasional basis (e.g. a few hours per week or only in certain periods when required).

For further information please consult our Interim Staff website.