Presentation on theme: "Human Resources Management Reform. If the United Nations is to be a useful instrument for its Member States and for the worlds peoples, in responding."— Presentation transcript:
Human Resources Management Reform
If the United Nations is to be a useful instrument for its Member States and for the worlds peoples, in responding to the challenges of the future it must be fully adapted to the needs and circumstances of the twenty-first century. SGs report In larger freedom (A/59/2005).
Vision An independent international civil service with the highest standards of performance and accountability An integrated, field-oriented, operational Organization Multi-skilled, versatile and mobile staff High standards of ethics, fairness, transparency and accountability Culture of continuous learning, high performance, managerial excellence and respect for diversity One global Secretariat with competitive conditions of service
Reforms to date Definition of organizational core values and competencies Human resources planning and monitoring Electronic Human Resources Handbook Integrated staff selection system Selection decisions delegated to programme managers Introduction of the mobility policy Integration of core values and competencies into all human resources systems
Changed context 1949 Total: 1,549 staff members New York: 1018 Other offices: 231 Field Locations: Total: 30,548 staff members Headquarters (New York, Geneva, Vienna, Nairobi): 10,985 Regional commissions: 2,603 Field locations: 16,960 (peacekeeping, human rights, humanitarian assistance, drugs and crime, environment, human settlement, development)
Challenges Complex, outmoded and fragmented systems. Recruitment is reactive and slow. Inadequate progress in achieving geographical and gender balance, essential for a truly diverse international civil service.
Challenges Multiple contractual arrangements are inequitable and difficult to administer. Conditions of service in the field are less favorable than those offered by the Funds and Programmes. OCHA, Pakistan UNODC, Afghanistan
Challenges Limited and ad hoc mobility of staff. Investing in staff and managerial development is inadequate: HRIT system does not meet the needs of integrated, global Secretariat. High level of managerial risk
Reporting on the past Composition of the Secretariat and addenda: Gratis personnel, Retirees and Consultants Practice of the Secretary-General in disciplinary matters Human resources management reform
Human resources management reform (A/61/228) Omnibus report Biennial report submitted pursuant to resolutions 59/266 and 60/238; Goals, achievements and future activities under the 10 building blocks;
Looking into the future Investing in people and Add. 1 on Reforming the Field Service Category 2005 World Summit mandate. Review of the whole human resources framework. Integrated approach to human resources management to meet changing organizational needs.
Outreach and consultations Commenced in October Involved managers and staff, staff representatives, focus groups, the UN Funds and Programmes and Human Resources Network. Reform teams visit 31 duty stations, meet 5000 staff. Staff-Management Coordination Committee in June 2006.
Investing in people (A/61/255) Proposals 1, 2, 3, 4, 7 and 22 of the Secretary-Generals report Investing in the United Nations: for a stronger Organization worldwide: Proactive, targeted and speedy recruitment Integrated approach to mobility Enhanced career development Streamlined contractual arrangements Harmonized conditions of service Strengthened leadership Staff buyout
Major objectives Realign the workforce profile to meet organizational needs. Increase transparency, responsibility and accountability. Integrate Headquarters and field into global workforce. Eliminate barriers and inequities, and improve conditions of service to attract and retain staff. Simplify and speed up processes. Better implement HR mandates.
Development of proposals - principles Flexibility Ethical standards Simplicity, clarity, transparency Merit-based Compliance with mandates Accountability Integration Partnership Strong central HR function
Recruitment and staffing Proactive and targeted system. Speedier. Establishment of a recruitment and staffing centre. Compliance with geography and gender mandates. Expanded opportunities for staff.
Mobility Strengthen the current mobility policy. Link mobility to career progression. Focus on work/life issues, knowledge management and staff development.
Staff development and career support Greater investment in staff development and career support. Systematic development of young professionals. Mandatory requirements for advancement. Multiple career models and cross-functional moves. Mandatory training for managers.
Contractual arrangements One UN contract: one set of staff rules. Replacement of permanent contracts with continuing. Three durations: Temporary (1-2 years) Fixed-term (1-5 years) Continuing (over 5 years) Termination possible in the interest of the good administration of the Organization.
Harmonization of conditions of service Designation of family status of missions in line with security phases Replace Occasional Recuperation Break with Rest and Recuperation scheme Adopt Special Operations Approach (SOA) for non-family duty stations
Building leadership and management capacity Rigorous and systematic approach to selection of senior leaders Mandatory induction and orientation Better performance management
Buyout Opportunities for recruitment of new skills and development of younger staff Limited voluntary staff buyout Proposed eligibility criteria: all categories, 100 series of staff rules 25 years of service (15 for Field Service Officers) 55 years of age (no limit for Field Service Officers) Balance buyout and attrition, including retirements. Protect the interest of the Organization.
An integrated Secretariat Consistent application of standards throughout the Organization One global workforce Peacekeeping as a core function
What do we look like today? Personnel Strength (30 June 2006): Civilian staff on board: 15,809 -International staff: 5,422 -National staff: 10,094 -National Professional Officers: 329 Experts in 22 occupational groups with 479 specializations
Changing Profile of Peacekeeping New Operations/Expansions 1948 – 1989: – 2000: – 2006: 19 Complex, multi-dimensional and integrated missions = requirement for broader range of skills and expertise Larger operations, bigger budgets, complex regulations require experienced staff
Changing Needs Increased numbers Expert staff Broader range of expertise
Challenges Inexperienced staff: – Mission vacancy rate: 22-26% – Turnover: 30% – Professional staff with 2 years or less UN experience: 54% – Field staff on contracts 1 year or less: 80% – ALD: Does not meet operational needs Complex to administer
In addition… Only 306 Career Field Service Officers No central career management/ development Limited authority to move staff: – 90-day TDY – 5% cap on GS staff assignments Inconsistent conditions of service Greater competition for qualified staff = Serious recruitment/retention challenge
Background 2000: Brahimi report (para. 145): – Reform FS category to mirror recurrent demands – Standby arrangements: 72 hours notice – JIU report/recommendations: approved by GA/RES/58/257 – Restructure FS category to reflect evolving needs – Career development/management – Conditions of service SG report A/60/692: baseline capacity of 2,500 field peacekeepers proposed
2,500 field peacekeepers Proposal: 2,500 field peacekeepers
Occupational groups: Substantive Police and military advisory Thematic policy guidance Conduct and discipline Administration Logistics
2,500 field peacekeepers
Leaders and managers Substantive and technical experts P-4 – D-1 levels; FS-5 – FS-7 levels P-2/P-3 for managed development of NCEs FS-4 technicians for rapid deployment
Management of 2,500 field peacekeepers Competitive recruitment process Rotation and rapid deployment Career contracts Harmonized conditions of service Systematic career management through training, development and job assignments at field and Hqs Post banding to facilitate mobility
Supplemental international field staff Senior mission leadership (D-2, ASG & USG levels) Seconded military and police personnel Mission appointees Mission assignees UNVs
Why the investment? Services provided through people Increased productivity and effectiveness Consistent organizational standards Reduced managerial risk Change requires dedicated resources and time Total for 2007: $79,000,000
Return on investment An experienced, professional, strong international civil service An integrated, global workforce A more productive and accountable Organization at the service of Member States.