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NEW STAFF SELECTION SYSTEM DPI 30 May 2002. Introduction Best known features of new system: Selection decisions will be made by HoD Mobility Not so well.

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Presentation on theme: "NEW STAFF SELECTION SYSTEM DPI 30 May 2002. Introduction Best known features of new system: Selection decisions will be made by HoD Mobility Not so well."— Presentation transcript:


2 Introduction Best known features of new system: Selection decisions will be made by HoD Mobility Not so well known features: Checks & Balances; monitoring & accountability Benefits Why system is introduced, how it fits in Secretary-Generals vision

3 Introduction Subjects to be covered: Features of prior and new systems Central Review bodies Checks and balances: underlying principles, supporting mechanisms, and automated tools External monitoring and accountability mechanisms Benefits of the system Relationship with HR reform and SGs vision Some practical suggestions, including mobility

4 FEATURES OF THE NEW SELECTION SYSTEM NEW SYSTEM Generic job profile (GJP)data bank facilitates preparation of vacancy announcements and promotes transparency of process; will be available on-line Staff selection decision by Head of Department Time in grade eligibility requirements no longer apply PRIOR SYSTEM Case by case examination of the JD required before issuance of VA; frequent need for classification Selection decision is diffused; ultimately by DM Eligibility requirements favour seniority (3-5 years)

5 NEW SYSTEM PRIOR SYSTEM Programme managers submit to CRB a list of candidates suitable for post CRB reviews process, not individual candidates; evaluation against post requirements, not each other CRB approved evaluation criteria required before managers evaluate candidates Programme managers submit one recommended candidate and possible alternates APB reviews individual case and endorses managers recommendation or substitutes another candidate Managers set ad hoc evaluation criteria (often late in the process)

6 NEW SYSTEMPRIOR SYSTEM Mobility is managed post occupancy time limit on all posts all posts available first for lateral moves link to promotion and career development One candidate recommended Head of Department/Office selects from list of candidates Mobility is ad hoc

7 NEW SYSTEMPRIOR SYSTEM Multiple features reduce time required to reach selection decision - should be no longer than 120 days Paper based system Web-based automated support tool allows for application and selection to be undertaken online; promotes consistency and timely processing Average selection decision takes 275 days

8 CENTRAL REVIEW BODIES Review process of staff selection Main functions : 1.Consider the evaluation criteria submitted by the department or office to ensure that they are objective, related to the functions of the post and reflect the relevant competencies. * Pre-approval of the evaluation criteria is essential before evaluation of the candidates may begin.

9 CENTRAL REVIEW BODIES Main functions (contd): 2.Review the process and determine that the selection is in compliance with the pre- approved evaluation criteria.

10 REVIEWING THE PROCESS The CR bodies determine the process has been complied with by considering the following: The proposed selection is reasoned and justifiable based on the pre-approved evaluation criteria

11 REVIEWING THE PROCESS (contd) The record indicates no mistake of fact, law or prejudice which could have prevented a full and fair consideration of the requisite qualification and experience of the candidates Certification by the head of department/office that the proposal has taken into account the Organizations overall HR objectives with respect to geography and gender balance.

12 DETERMINATIONS BY CR BODIES Here are two possible scenarios of what can happen: Scenario One: The CR bodies are satisfied with the integrity of the process The Head of the Department makes final selection

13 DETERMINATIONS BY CR BODIES (contd) Scenario Two: The CR bodies are not satisfied that the evaluation criteria were properly applied and that the applicable procedures were followed The CR bodies consult with the Programme Manager or Head of the Department to seek clarification If satisfied with the explanation, then it follows the actions listed in scenario one If not satisfied with the explanation, it submits its views to the Department of Management for further review and final decision

14 Accountability Mechanisms checks & balances Within the system: CRB process Evaluation criteria reviewed up front GJP accessible to all staff Withdrawal of delegation when process not followed Training: HoDs, Programme Managers, CR bodies Automated systems: enhance transparency; consistency, monitoring, speed-up process

15 Accountability Mechanisms checks & balances (contd) External to the new selection system, but integral to HR management: HR action plans including gender and geography targets Heads of Departments compact with Secretary-General Accountability Panel

16 Facilitates mainstreaming HR as management function among managers and supervisors Reviews HR situation in every department (vacancy, PAS, training, stuck staff, staff- management relationship) Sets agreed quantifiable targets (geography, gender: GA mandate) Dovetails into annual compact between USGs and the Secretary-General HR action plans

17 The driving forces Secretary-Generals vision: Empowered and responsible staff and managers Member States Faster recruitment Geography and Gender Accountability HoD Selection decision Right staff at the right time Staff Transparency Fairness Equitable opportunity

18 An Integrated Programme of HR Reform 10 Building Blocks A MORE PRODUCTIVE, FLEXIBLE AND RESULTS ORIENTED UN A MORE PRODUCTIVE, FLEXIBLE AND RESULTS ORIENTED UN Streamlin ed Rules & Procedur es HR Planning Recruitment Placement & Promotion Mobility Contractual Arrangement Administration of Justice Performance Management Competencies and Continuous Learning Career Development Conditions of Service

19 Benefits for Member States Responsibility and accountability lines defined Efficiency enhanced Faster recruitment Mobile, versatile staff

20 Benefits for Staff Managed mobility GJPs clarify job expectations and requirements Incentive to learn and develop personal skills and competencies Elimination of seniority-in-grade requirements Improved career opportunities Networking in occupational networks

21 Benefits for Staff (contd) Possibility to come back from mission service at SPA level, if selected for an advertised post at that level Possibility to legitimize an organization- wide status for those with contracts limited to a particular organizational unit More transparency: status of cases available on-line Broader perspective/global belonging

22 Practical suggestions All staff are required to move periodically: start planning before 1 May 2007 Lateral move: Move to a different position at the same level. The new position may be - in the same or in another department or office, - in the same or in a different duty station, - in the same or in a different occupational group. - in another organization of the United Nations common system.

23 Practical suggestions (contd) Review compendium of vacancies regularly. Apply early because: Lateral move: 15-day-point Promotion: 30-day point All candidates: 60-day point Vacancies will be posted at To prepare for different jobs, check out GJP to see what is required Use PAS discussion for development

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