Human Resources Human Resources ManagementManagement

ReformReform

“ If the United Nations is to be a useful instrument for its Member States and for the world’s peoples, in responding to the challenges of the future it must be fully adapted to the needs and circumstances of the twenty-first century.”

SG’s report “In larger freedom” (A/59/2005).

VisionVision

An independent international civil service with the highest standards of performance and accountabilityAn integrated, field-oriented, operational OrganizationMulti-skilled, versatile and mobile staff High standards of ethics, fairness, transparency and accountability Culture of continuous learning, high performance, managerial excellence and respect for diversityOne global Secretariat with competitive conditions of service

Reforms to dateReforms to date

Definition of organizational core values and competenciesHuman resources planning and monitoringElectronic Human Resources HandbookIntegrated staff selection systemSelection decisions delegated to programme managersIntroduction of the mobility policyIntegration of core values and competencies into all human resources systems

Changed contextChanged context

1949 Total: 1,549 staff membersNew York: 1018Other offices: 231Field Locations: 300

2006Total: 30,548 staff members

Headquarters (New York, Geneva, Vienna, Nairobi): 10,985Regional commissions: 2,603Field locations: 16,960 (peacekeeping, human rights, humanitarian assistance, drugs and crime, environment, human settlement, development)

ChallengesChallenges

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.

ChallengesChallenges

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

ChallengesChallenges

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 pastReporting 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 Human resources management reform (A/61/228)(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 futureLooking 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 Outreach and consultationsconsultations

Commenced in October 2005.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)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 objectivesMajor 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 - Development of proposals - principlesprinciples

FlexibilityEthical standardsSimplicity, clarity, transparencyMerit-basedCompliance with mandatesAccountabilityIntegrationPartnershipStrong central HR function

Recruitment and staffingRecruitment and staffing

Proactive and targeted system.Speedier.Establishment of a recruitment and staffing centre.Compliance with geography and gender mandates.Expanded opportunities for staff.

MobilityMobility

Strengthen the current mobility policy.Link mobility to career progression.Focus on work/life issues, knowledge management and staff development.

Staff development and career Staff development and career supportsupport

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 arrangementsContractual 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 serviceHarmonization of conditions of service

Designation of family status of missions in line with security phasesReplace Occasional Recuperation Break with Rest and Recuperation schemeAdopt Special Operations Approach (SOA) for non-family duty stations

Building leadership and management Building leadership and management capacitycapacity

Rigorous and systematic approach to selection of senior leadersMandatory induction and orientationBetter performance management

BuyoutBuyout

Opportunities for recruitment of new skills and development of younger staff Limited voluntary staff buyoutProposed 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 SecretariatAn integrated Secretariat

Consistent application of standards throughout the OrganizationOne global workforcePeacekeeping as a core function

What do we look like What do we look like today? 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 Changing Profile of PeacekeepingPeacekeeping

New Operations/Expansions 1948 – 1989: 18 1990 – 2000: 34 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 Expectations Changing Expectations

Rapid deployment: 30/90-day

Managerial competence

Simultaneous operations

Changing NeedsChanging Needs

Increased numbers

Expert staff

Broader range of expertise

Challenges 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…In addition…

Only 306 Career Field Service Officers No central career management/ developmentLimited 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 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 peacekeepers2,500 field peacekeepers

Proposal:

2,500 field peacekeepers

2,500 field peacekeepers2,500 field peacekeepers

Occupational groups:

Substantive Police and military advisory Thematic policy guidance Conduct and disciplineAdministrationLogistics

2,500 field peacekeepers2,500 field peacekeepers

Distribution of Positions

Logistics, 1120 [45%]

Admin, 694 [28%]

Substantive, 686 [27%]

AdminLogisticsSubstantive

2,500 field peacekeepers2,500 field peacekeepers

Distribution of Professional Positions

Admin, 335, 25%

Logistics, 318, 24%

Substantive, 668, 51%

Admin

Logistics

Substantive

2,500 field peacekeepers2,500 field peacekeepers

Leaders and managers Substantive and technical expertsP-4 – D-1 levels; FS-5 – FS-7 levelsP-2/P-3 for managed development of NCEsFS-4 technicians for rapid deployment

Management of 2,500 field peacekeepersManagement of 2,500 field peacekeepers

Competitive recruitment processRotation and rapid deployment Career contracts Harmonized conditions of serviceSystematic career management through training, development and job assignments at field and Hqs“Post banding” to facilitate mobility

Supplemental international field Supplemental international field staffstaff

Senior mission leadership (D-2, ASG & USG levels)Seconded military and police personnelMission appointees Mission assigneesUNVs

Why the investment?Why the investment?

Services provided through peopleIncreased productivity and effectivenessConsistent organizational standardsReduced managerial riskChange requires dedicated resources and time

Total for 2007: $79,000,000

Return on investmentReturn on investment

An experienced, professional, strong international civil serviceAn integrated, global workforceA more productive and accountable Organization at the service of Member States.