Percentage of the workforce employed on long-term contracts
NEW OR EXISTING KPI
Update of an existing KPI
INDICATOR CODE
C2629.MR24.K28
RESPONSIBLE DIVISION
HRM
MR OUTPUT
2..4. People management and duty of care
PURPOSE
The purpose of this KPI is to monitor the proportion of WFP’s workforce employed on long‑term contracts, supporting a more strategic and sustainable approach to workforce planning. By tracking the use of long‑term contractual modalities, the indicator reflects how effectively WFP aligns its staffing structure with organizational needs and ensures that roles requiring ongoing functions are filled through appropriate, stable employment arrangements
This KPI is grounded in the principles of the WFP Staffing Framework, which promotes the use of fit‑for‑purpose contracts with adequate conditions of employment to attract and retain talent. It also reinforces the expectation that Heads of Office identify and regularize positions that are essential on a medium‑ to long‑term basis, ensuring continuity, institutional knowledge, and operational effectiveness
CALCULATION FORMULA
Result KPI = ( Σ employees on long-term contracts)/(Σ total number of employees ) X100
For the purpose of the calculation above, the following definitions apply:
Employees on long-term contracts refers to those employed under the staff rules of the organization with fixed-term, continuous or indefinite contracts that have a contract length of one year or longer
Total number of employees refers to the overall number of employees at WFP regardless of contract type
CALCULATION STEPS
Identify the total number of employees on long-term contracts (as per the definition provided in the calculation formula)
Identify the total number of employees
Apply the formula
DATA SOURCE
Data is available from HR Analytics Dashboard
DATA COLLECTION METHOD
Data is collected by downloading from HR Master Data and Corporate Systems
AUTOMATION
Automated
BASELINE VALUE
57.5%
ASSUMPTIONS
Ongoing Implementation of the Staffing Framework: WFP continues to apply the Staffing Framework consistently across all offices, ensuring that contractual modalities are aligned with organizational needs and job functions
Full Rollout by the End of the Transition Period: Sufficient progress is made to fully implement the Staffing Framework by the end of the designated transition period (31 December 2026), including the regularization of posts intended for medium‑ and long‑term functions
Adequate Resourcing: WFP has the financial and operational resources required to implement the Staffing Framework as designed, including the ability to convert positions to long‑term contracts where appropriate
LIMITATIONS
Operational and Resource Constraints: Budget reductions, hiring freezes, and shifting operational priorities may limit the organization’s ability to regularize positions or convert roles to long‑term contracts within the desired timeframe
Inconsistent Application of the Staffing Framework: Variations in how Country Offices interpret or implement the Staffing Framework may affect comparability and lead to uneven progress across regions and contract modalities
Structural and Functional Variability: Some roles are inherently short‑term, project‑based, or surge‑oriented, which may limit the proportion of positions eligible for long‑term contracts irrespective of workforce planning intentions
Data Quality and Classification Issues: Delays or inconsistencies in updating contract types, conversions, and extensions in HR systems may affect the accuracy and completeness of reporting on long-term employment
Transition‑Period Dependencies: Progress toward increasing the share of long‑term contracts depends on the timely completion of the Staffing Framework transition period (ending 31 December 2026) and the availability of resources to support full implementation