1. 1 Managing a career at the United Nations

2. 2 Secretary-General’s vision “I am convinced that for the United Nations to meet the global challenges of the 21st century, we need to build a staff that is truly mobile and multi-functional, through greater emphasis on career development, training, accountability and recognition of work performance at all levels; a staff member equipped to serve our member states and uphold the purposes of our Organization.” Secretary-General Ban Ki-moon

3. 3 3 Page - 3 Induction ►Organization ►Department Career /Staff Development ►Learning ►Job Networks ►Mobility Performance Management Policies and Procedures e.g. Contractual reform, staffing policy Policies and Procedures e.g. Contractual reform, staffing policy Information Systems e.g. e-Staffing tool -- INSPIRA Information Systems e.g. e-Staffing tool -- INSPIRA Internal: ►Selection ►Mobility External: Recruitment ►Outreach/NCRE Un/Under-Rep Women Workforce Planning ►Analysis of needs ►Succession Planning Talent Management Component

4. 4 Economic & Social Development Economic & Social Development Political, Peace & Security Political, Peace & Security Management & Operations Support Management & Operations Support Political Affairs Humanitarian Affairs Human Rights Civil Affairs Electoral Affairs Rule of Law - DDR - SSR - Prisons - Judicial - Military - Civilian Police Economic Affairs Population Affairs Public Admin -Governance Programme Management Drug Control & Crime Prevention Social Sciences - Social Affairs Statistics Science and Technology Environmental Affairs Administration -Code of Conduct Finance -Budget Procurement Human Resources Audit Management and Programme Analysis - Best Practices - Evaluation Ethics Investment Management Pension Management Logistics: - Movement Control - Aviation - Inventory & Supply - Property & Facilities Management Production, Service and Transport Medical Engineering Information Systems & Communication Technology Information Management - ERP Legal Jurists Legal Affairs Ombudsman Public Information & External Relations Public Information & External Relations Public Information - Radio Media - Visual Media - Press - Printed Media - Libraries - Partnerships Protocol Conference Management Conference Management Conference Services Languages Security - Security Operations - Security Analysis - Close Protection - Crisis Management - Investigation Safety - Fire Safety - Occupational Safety & Security Safety & Security Updated as of July 2010 Information Systems & Communication Technology Job Networks and Families

5. 5 VINEs Voluntary Initiative for Network Exchanges Voluntary career development exercise to enable lateral staff movement within the Professional category, at the same personal grade level, across departments and duty stations within Job Networks Phased approach to launch VINES in all networks Managers evaluate, interview, and recommend participants Field Mission staff included in the exercise

6. 6 HR Management Partnership Member States & Secretary-General Vision/Goals Support/Focus Monitor Effectiveness Organization Strategy Systems/Processes Technology Facilitation Support Individual Self-Awareness Job Performance Professionalism Career Planning Self-Development Manager Performance Development & Coaching Mentoring Succession Planning

7. 7 Managing your career: Check List Have I worked on establishing a professional network? Joined a network? Have I volunteered for any challenging assignments? Do I have someone I consider my mentor? Am I taking advantage of continuous learning opportunities? Have I considered the possibility of a mission assignment? Do I conduct periodic self- assessment of my strengths, skill gaps, and interests? Am I setting challenging goals for myself? Have I researched different work units, sections, departments, duty stations, peacekeeping missions, agencies? Have I sought feedback about my strengths and skill gaps? Do I have a sense of my professional reputation? Can I articulate my skills, strengths, values, interests? Do I know how these link to a range of job possibilities? Is my profile and application current, polished, and appealing? Can I write a targeted cover letter? Do I understand the strategy for effective competency based interviewing? Have I prepared myself for an interview? Am I knowledgeable of the latest trends and tools in IT ?

8. 8 Current Mobility policy P-2 are subject to the policy of the Managed Reassignment Programme for Junior Professionals (ST/AI/2001/7) – They must serve in two different functions their first five years within the UN. Two lateral moves (ST/AI/2010/3) are required for promotion to P-5 except: Staff who have served in Economic Commissions (except ECE) and UNON only need one lateral move for promotion. Staff applying to a P-5 position in an Economic Commission (except ECE) and UNON, only one lateral move is required. Staff recruited at a P-4 level, only one lateral move is required. No lateral move required for Staff who served as P or FS in non family D/S or mission for 1 year or longer.

9. 9 Performance Management & Development The Performance Management and Development system (ST/AI/2010/5) strengthens management accountability while ensuring ongoing feedback, motivation and recognition Performance Management & Development is an integrated component of the Secretariat’s Talent Management Framework Workforce PlanningRecruitment Performance ManagementLearning Management

10. 10 Purpose: To improve the delivery of the UN’s programmes by optimizing performance at all levels by: Promoting a culture of high performance, continuous learning and development Empowering managers & holding them accountable for managing & motivating their staff Encouraging high level of staff participation in the planning, delivery & evaluation of work Recognizing successes and addressing underperformance in a fair and equitable manner Performance Management and Development Empowers: Staff Members

11. 11 Performance Management Cycle Text Mid-Point Review Discuss the plans progress and adjust if necessary Evaluation Assess Achievements Workplan Goals, Values, Competencies and Personal Development Plan On-going Feedback, and Development

12. 12 Workplan Goals CompetenciesValues Development Plan Workplan

13. 13 Competency Ratings “Outstanding” “Fully Competent” “Requires Development” “Unsatisfactory” Overall Ratings (Goals, Competencies and Values) “Exceeds performance expectations” “Successfully meets performance expectations” “Partially meets performance expectations” “Does not meet performance expectations” Rating Scales

14. 14 Introduction of a new tool – INSPIRA “E- Performance” as a pilot in 5 Departments and 2 Field Operations – DM, OCHA, DFS/FPD, DPKO/DPET, DPA/AFRICA DIVISION II, ECLAC/MEXICO, UNMIL and UNIPSIL All NON PILOT users – continue with E-PAS for 2011-12 Global Rollout ePerformance 2012 Inspira ePerformance

15. 15 Questions?