NEW STAFF SELECTION SYSTEM

DPI30 May 2002

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-General’s vision

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 SG’s vision • Some practical suggestions, including mobility

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)

NEW SYSTEMPRIOR 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 manager’s recommendation or substitutes another candidate

Managers set ad hoc evaluation criteria (often late in the process)

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

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

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.

CENTRAL REVIEW BODIES

Main functions (cont’d):

2. Review the process and determine that the selection is in compliance with the pre-approved evaluation criteria.

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

REVIEWING THE PROCESS (cont’d)

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 Organization’s overall HR objectives with respect to geography and gender balance.

DETERMINATIONS BY CR BODIESHere 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

DETERMINATIONS BY CR BODIES (cont’d)

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

Accountability Mechanismschecks & 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

Accountability Mechanismschecks & balances (cont’d) 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

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

The driving forcesSecretary-General’s vision:

Empowered and responsible staff and managersMember States

Faster recruitment Geography and Gender Accountability

HoD Selection decision Right staff at the right time

Staff Transparency Fairness Equitable opportunity

An Integrated Programme of HR Reform

10 Building Blocks A MORE PRODUCTIVE, FLEXIBLE

ANDRESULTS ORIENTED UN

A MORE PRODUCTIVE, FLEXIBLEAND

RESULTS ORIENTED UN

Streamlined

Rules&

Procedures

HRPlanning

RecruitmentPlacement

&Promotion

MobilityContractual

Arrangement

Administrationof

Justice

PerformanceManagement

Competencies and Continuous Learning

Career Development

Conditionsof

Service

Benefits for Member States

• Responsibility and accountability lines defined

• Efficiency enhanced• Faster recruitment• Mobile, versatile staff

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

Benefits for Staff (cont’d)

• 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”

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.

Practical suggestions (cont’d)

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 http://jobs.un.org

To prepare for different jobs, check out GJP to see what is required

Use PAS discussion for development