Introduction
10. This section on the WHO eManual provides authoritative guidance on the employment and deployment of staff and non-staff in response to a graded emergency or a public health event in support of Member States and affected communities.
20. It is mandatory for all staff to comply with the policies and procedures contained herein.
30. The policies and standard operating procedures (SOPs) are based on an all-hazards approach, which acknowledges that while hazards vary in source (natural, technological, societal), they often challenge health systems in similar ways and demand a multisectoral response.
40. WHO's HR response under the Emergency Response Framework (ERF) focuses on scaling up and managing response activities for acute events and emergencies across the three levels of the Organization: WHO Country Offices (WCOs), Regional Offices (ROs) and Headquarters (HQ).
WHO's core HR commitments and guiding principles in emergency response
50. WHO's HR response in an emergency response is informed by core commitments and guiding principles:
WHO's core HR commitments in an emergency response:
- deploy sufficient expert staff and material resources early in the event to ensure an effective assessment and operational response;
- embed and mainstream prevention and response to sexual exploitation and abuse of the affected population and sexual harassment of personnel (PRSEAH) in the emergency response; and
- ensure the safety and security of responders.
WHO's HR guiding principles for emergency response:
- Country focus. WHO supports national authorities in all aspects of the operational response, supports local actors and encourages communities to actively participate. To do so effectively, WHO HR at the Regional Offices and Headquarters support the incident management team and WHO Country Offices in countries, territories and areas to coordinate regional and global events in a way that maximizes country support.
- Humanitarian principles. The fundamental humanitarian principles – humanity, neutrality, impartiality and independence – are central to WHO's emergency work. The humanitarian imperative of saving lives and relieving suffering supersedes all other considerations. In contexts where principled humanitarian action is constrained, WHO HR will work with partners to identify comparative advantages in addressing operational constraints.
- Evidence-based and knowledge-based programming. To ensure the quality and effectiveness of its emergency response, WHO applies evidence-based and knowledge-based programming. This includes promoting and adherence to technical standards and best practices and close monitoring of key performance indicators to guide operations.
- Partnership. Effective response is dependent on many dedicated partners. Recognizing that effectiveness is optimized through collective action, WHO HR prioritizes partnerships at all levels. Key partners include Member States, United Nations agencies, the International Red Cross and Red Crescent Movement, GOARN, the Global Health Cluster and other clusters under the IASC, the Emergency Medical Teams Initiative, expert networks, technical networks, standby partners and many others. At country level, WHO HR supports and strengthens the work of other sectors – especially water and sanitation, environmental public health, food, nutrition, protection, animal health and husbandry and security – which is also vital in improving health outcomes during emergencies. WHO HR is committed to the Principles of Partnership: Equality, Transparency, Results-Oriented Approach, Responsibility and Complementarity of the Global Humanitarian Platform
- Protection from sexual exploitation, abuse and harassment. Upholding and promoting policies on protection from Sexual Exploitation and Abuse (SEA) and prevention of Sexual Harassment (SH) is critical in all emergency operations. WHO has zero tolerance for sexual exploitation, abuse and harassment (SEAH) and for inaction. The WHO Code of Ethics and the Policies on Protection from sexual exploitation, abuse and harassment (PRSEAH) apply to all individuals who work for or collaborate with WHO, regardless of their contractual or remuneration status. The related IASC and WHO policies on PRSEAH provide the basis for the operational framework for implementing and tracking PRSEAH interventions and outcomes during emergency operations and monitoring accountability to affected populations.
- Accountability. WHO's primary accountability is to the populations it serves, including the principles enshrined in the Accountability to Affected Populations commitment. Accountability also extends to Member States, partners and donors. WHO strengthens accountability through evidence-based programming, clarification of roles and responsibilities, transparent information sharing, participation of affected populations, securing feedback and involvement from communities and other stakeholders and maintenance of a risk register.
- Ensuring the safety and security of responders. WHO strives to ensure that all emergency responders can operate safely and securely in the interests of the affected population, in line with the United Nations Security Management System and safety procedures set by the United Nations Department of Safety and Security (UNDSS). Clear procedures are in place to support and enable the effective conduct of activities by ensuring a coherent, effective and timely response to all security related threats and other emergencies. WHO works with United Nations security personnel (UNDSS) in the field and coordinates with security focal points of United Nations departments, agencies, funds and programmes, ensuring a unified and comprehensive response.
HR response at the on-set of a graded emergency
60. The WHO HR response, and with that the activation of the HR standard operation procedures (SOPs) for emergencies, starts with the announcement of a graded emergency event. The SOPs then remain applicable until the official end of the event.
70. The grade level will indicate the level of HR involvement across the country, regional and headquarters levels and determine the applicable delegation of authority levels to be applied.
80. Grading is an internal WHO activation procedure and is not dependent on consultation with Member States or official requests for assistance. The grade indicates the level of operational response required by WHO for that event, not its assessed level of risk; the grade is not indicative of the country.
90. Graded emergencies are tracked and published continuously on the WHE website and linked with the WHO eManual to guide administrative procedures. Human Resources records all staff deployed and engaged in the response effort in the EMS2.
HR emergency response procedures
100. The table below summarizes expected HR activities and outputs from each level of the Organization with concrete deliverables and indicative timelines for the first 90 days in a grade 2 or 3 (G2/3) event.
110. More than one level of the Organization may share responsibilities for these activities. The timelines below represent those following a sudden-onset event or emergency, but timelines will vary according to the context.
120. In general, these response procedures apply from the time of grading. However, some procedures should be applied before grading in certain contexts, for example, to ensure the safety and security of staff following a sudden-onset disaster.
HR emergency response procedures in a G2/3 Event
| WHO Country Office | Regional Office | Headquarters |
| Within 24 hours of grading/emergency | | |
| Apply SOPs in Emergencies for HR | | |
• Activate WCO contingency plan and business continuity plan where applicable Activate SOPs • Repurpose WCO staff for the response and prepare for the arrival of surge personnel, • Identify Security, PRSEAH, SHW and accommodation focal points and liaison • Request assistance from HR RO and HQ • Coordinate surge with RO and HQ • Release emergency cash on a no-regrets basis | • Activate rosters and initiate surge deployment • Provide required HR support to WCO in deploying HR staff to affected locations | For a G3, set up an HR coordination platform across the three levels Activate SOPs Activate rosters and support surge deployment |
| Within 24–72 hours of grading/emergency | | |
• Facilitate arrival of surge team • Provide emergency administrative, human resources, finance, grant management and procurement services
– ongoing • Fill all IMS critical functions, through appropriate assignment of WCO and surge staff • Provide briefings for incoming surge staff • Participate in 3-level coordination calls | • Support deployment briefings (country context, accommodation, health, travel information) • Develop deployment plan to fill critical gaps in IMS over the first 6 weeks, in collaboration with HQ and WCO; update regularly • Participate in 3-level coordination calls | • Develop deployment plan to fill critical gaps in IMS over the first 6 weeks, in collaboration with RO; update regularly • Participate in 3-level coordination calls |
| Within 10–30 days of grading | | |
• Develop WHO emergency human resources and activity workplans and associated budgets • Facilitate the rotation of personnel (deployment, arrival handover and departure) | • Support development of WHO emergency human resource and activity workplans, and associated budgets • Continue to support emergency administrative and human resources • On-going coordination with HR and IMST across the three levels | • Ongoing sourcing and filling of staffing needs and deployment to WCO • On-going coordination with HR and IMST across the three levels |
| Within 30–60 days of grading | | |
• Prepare for arrival of second surge team or longer-term staff as needed • Finalize mid and longer-term staffing plan • Contribute to transition and recovery planning when appropriate | • Contribute to longer-term staffing plan together with WCO | • Contribute to second surge team, as needed |
| Within 90 days of grading | | |
• Support the operational review if appropriate • Plan and support the sourcing of personnel for longer-term staffing plan at WCO | • Support the operational review if appropriate • Plan and support the sourcing of personnel for longer-term staffing plan at WCO | • Support the operational review if appropriate • Advise and support the sourcing of personnel for longer-term staffing plan |
