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EVALUATION OFFICE APRIL 2007
EVALUATION REPORT
STRATEGIC REVIEW OF HUMAN RESOURCE EVALUATION IN UNICEF Annexes
Stra
tegi
c R
evie
w o
f H
R –
Pha
se T
wo
, D
iagn
ost
ic
An
nex
On
e: S
ynth
esis
of
inte
rvie
ws,
fo
cus
gro
up
an
d o
ther
dat
a
Tabl
e of
Con
tent
s
Tab
le o
f C
on
ten
ts...
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..
1
Intr
od
uct
ion
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. 2
Th
e Li
nes
of
Inq
uir
y...
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....
4
1)
Org
aniz
atio
n R
esu
lts.
......
......
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......
4
2)
Res
ou
rce
allo
cati
on
, po
st m
anag
emen
t, b
ud
gets
an
d c
on
trac
ts 9
3)
Staf
fin
g St
rate
gy...
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......
......
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......
.....
15
4)
Th
e re
cru
itm
ent
pro
cess
......
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......
......
......
24
5)
Per
form
ance
Man
agem
ent
......
......
......
......
......
......
......
......
...
36
6)
Staf
f En
titl
emen
ts a
nd
Ben
efit
s....
......
......
......
......
......
......
.....
42
7)
HR
M...
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.....
46
8)
UN
Ref
orm
......
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....
55
9)
Cu
ltu
re...
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......
......
......
. 58
10)
DH
R...
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..
67
AN
NEX
ON
E SR
HR
1
Intr
oduc
tion
T
his
an
nex
pre
sen
ts a
su
mm
ary
of
the
info
rmat
ion
rec
eive
d t
hro
ugh
in
terv
iew
s an
d f
ocu
s gr
ou
ps
un
der
take
n i
n N
ew Y
ork
, G
enev
a an
d r
egio
nal
an
d c
ou
ntr
y o
ffic
es in
TA
CR
O, M
ENA
, ISC
A, R
OSA
an
d W
CA
RO
.
Th
e re
sult
s ar
e p
rese
nte
d u
nd
er t
he
10
lines
of
inq
uir
y p
rese
nte
d in
th
e P
has
e O
ne
rep
ort
:
.
Org
aniz
atio
nal
res
ult
s
.
Res
ou
rce
allo
cati
on
, po
st m
anag
emen
t, b
ud
gets
an
d c
on
trac
ts
.
Staf
fin
g st
rate
gy
.
Th
e re
cru
itm
ent
pro
cess
.
Per
form
ance
man
agem
ent
.
Staf
f en
titl
emen
ts a
nd
ben
efit
s
.
HR
M
.
UN
ref
orm
.
Cu
ltu
re
.
DH
R
Wit
hin
eac
h li
ne
of
inq
uir
y a
nu
mb
er o
f su
b-t
op
ics
hav
e b
een
iden
tifi
ed, a
nd
un
der
eac
h s
ub
-to
pic
th
e re
po
rt p
rese
nts
:
.
Th
e p
erce
pti
on
s o
f st
aff,
as
pre
sen
ted
th
rou
gh t
he
inte
rvie
w a
nd
fo
cus
gro
up
dis
cuss
ion
s. I
t is
im
po
rtan
t to
no
te t
hat
th
ese
rep
rese
nt
the
view
s th
at p
arti
cip
ants
ex
pre
ssed
reg
ard
ing
the
issu
es u
nd
er d
iscu
ssio
n.
Th
ey a
re n
ot
nec
essa
rily
th
e co
nsu
ltan
ts’
inte
rpre
tati
on
of
the
situ
atio
n. I
t is
imp
ort
ant,
ho
wev
er, t
o a
rtic
ula
te t
he
tho
ugh
ts a
nd
op
inio
ns
that
wer
e ex
pre
ssed
du
rin
g th
e H
Q a
nd
fie
ld v
isit
s, b
eari
ng
in m
ind
th
at p
erce
pti
on
s m
ay n
ot
rep
rese
nt
tru
th, b
ut
they
do
rep
rese
nt
real
ity
as e
xp
erie
nce
d b
y th
e in
div
idu
als
con
cern
ed.
.
Key
act
ion
s al
read
y u
nd
erw
ay r
elat
ed t
o e
ach
iss
ue,
if
any.
Th
e lis
t m
ay n
ot
be
exh
aust
ive,
an
d w
ill b
e fu
rth
er r
efin
ed i
n t
he
nex
t p
has
es o
f th
e re
view
pro
cess
.
.
An
y d
ata
curr
entl
y av
aila
ble
to
th
e co
nsu
ltan
ts r
egar
din
g th
e is
sue
in q
ues
tio
n
.
Iden
tifi
cati
on
of
any
dat
a w
hic
h m
igh
t b
e u
sefu
l fo
r m
ore
in-d
epth
an
alys
is in
su
bse
qu
ent
ph
ases
of
the
revi
ew
.
Po
ssib
le b
ench
mar
kin
g d
ata
to b
e o
bta
ined
fro
m o
ther
UN
or
no
n-U
N o
rgan
izat
ion
s
AN
NEX
ON
E SR
HR
2
.
Po
ssib
le is
sues
to
be
follo
wed
up
as
par
t o
f b
est
pra
ctic
e re
view
s w
ith
oth
er U
N o
r n
on
-UN
org
aniz
atio
ns
.
Bro
ad c
on
clu
sio
ns
wit
h r
esp
ect
to e
ach
su
b-t
op
ic,
bas
ed o
n c
on
sid
erat
ion
of
the
per
cep
tio
ns
arti
cula
ted
by
staf
f, t
he
avai
lab
le d
ata
and
th
e o
bse
rvat
ion
s o
f th
e co
nsu
ltat
ion
s in
th
eir
visi
ts t
o H
Q a
nd
th
e fi
eld
.
As
is c
lear
wh
en r
evie
win
g th
e d
ata,
th
ere
are
man
y lin
kage
s b
etw
een
th
e 10
lin
es o
f in
qu
iry.
Ho
wev
er,
the
use
of
an o
rgan
izin
g fr
amew
ork
h
elp
ed t
o f
ocu
s th
e q
ues
tio
ns
du
rin
g in
terv
iew
s an
d f
ocu
s gr
ou
ps,
an
d t
o d
evel
op
th
e d
iagn
ost
ic a
nal
ysis
pre
sen
ted
in
th
e m
ain
bo
dy
of
this
re
po
rt.
AN
NEX
ON
E SR
HR
3
The
Line
s of
Inq
uiry
1)
Org
an
iza
tio
n R
esu
lts
.
Def
inin
g re
sult
s in
an
evo
lvin
g en
viro
nm
ent
.
Lin
kage
s to
org
aniz
atio
nal
sys
tem
s an
d d
esig
n
.
Lin
kage
s to
ind
ivid
ual
per
form
ance
Def
inin
g re
sult
s in
an
evo
lvin
g en
viro
nm
ent
Per
cep
tio
ns
A
ctio
ns
un
der
way
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
As
the
dev
elo
pm
ent
envi
ron
men
t ev
olv
es,
UN
ICEF
nee
ds
to r
eth
ink
ho
w t
o d
efin
e re
sult
s an
d h
ow
to
mea
sure
im
pac
t. W
ith
mu
ltip
le
mea
ns/
chan
nel
s o
f d
evel
op
men
t, N
GO
s ar
e in
crea
sin
gly
crea
tive
, an
d
bi-l
ater
al d
on
ors
wan
t d
irec
t co
nta
ct.
UN
ICEF
nee
ds
to b
e cl
eare
r ab
ou
t it
s co
mp
arat
ive
adva
nta
ge, h
ow
it a
dd
s va
lue,
an
d it
s im
pac
t.
.
Th
e tr
end
to
war
ds
an i
ncr
easi
ng
soci
al p
olic
y ro
le i
mp
lies
an e
ver-
incr
easi
ng
imp
ort
ance
of
kno
wle
dge
wo
rker
s an
d t
hei
r m
anag
emen
t.
.
A s
oci
al p
olic
y ro
le i
s b
ased
mo
re h
eavi
ly o
n h
um
an c
apit
al t
han
mo
re
trad
itio
nal
pro
gram
mes
wh
ich
are
fo
cuse
d o
n t
he
del
iver
y o
f su
pp
lies
or
dir
ect
op
erat
ion
al a
ssis
tan
ce,
bu
t it
can
be
dif
ficu
lt t
o c
on
vin
ce
do
no
rs a
nd
go
vern
men
ts o
f th
e n
eed
fo
r an
in
crea
sed
pro
po
rtio
n o
f th
e b
ud
get
to b
e sp
end
on
sal
arie
s: ‘
staf
f is
pro
gram
me’
is
dif
ficu
lt t
o
sell,
m
akin
g th
e m
easu
rem
ent
of
imp
act
and
re
sult
s ev
en
mo
re
cru
cial
.
.
It i
s m
uch
har
der
to
mea
sure
res
ult
s o
f so
cial
po
licy
than
tra
dit
ion
al
assi
stan
ce b
ecau
se o
f th
e n
um
ber
of
inte
rven
ing/
infl
uen
cin
g fa
cto
rs.
To
dat
e re
sult
s h
ave
bee
n m
easu
red
by
imp
lem
enta
tio
n r
ates
, b
ut
the
qu
alit
y o
f th
e p
roce
ss is
rar
ely
mea
sure
d.
Rec
ent
intr
od
uct
ion
of
Res
ult
s B
ased
Man
agem
ent.
Exp
erim
enta
tio
n in
so
me
cou
ntr
ies
wit
h d
evel
op
ing
a m
eth
od
olo
gy t
o p
lan
, m
on
ito
r an
d e
valu
ate
righ
ts
bas
ed R
BM
.
AN
NEX
ON
E SR
HR
4
.
Res
ult
s B
ased
Man
agem
ent
(RB
M)
nee
ds
to b
e m
arri
ed w
ith
a r
igh
ts-
bas
ed a
pp
roac
h.
.
Th
e im
ple
men
tati
on
of
RB
M i
s u
nev
en;
som
e o
ffic
es a
re s
tru
gglin
g w
ith
RB
M,
som
e fi
nd
it
use
ful,
bu
t al
l n
eed
mo
re t
rain
ing
in R
BM
p
lan
nin
g to
fu
lly im
ple
men
t it
.
.
Th
e M
TSP
, R
BM
, t
he
MD
gs,
righ
ts b
ased
pro
gram
min
g p
rese
nts
a
com
ple
x m
od
el a
nd
it
is n
ot
alw
ays
clea
r w
hat
tak
es a
lead
an
d h
ow
it
all f
its
toge
ther
.
.
UN
ICEF
has
a c
ult
ure
of
acti
vity
. St
aff
are
very
co
mm
itte
d a
nd
ver
y b
usy
doin
g, b
ut
that
do
es n
ot
nec
essa
rily
eq
ual
res
ult
s. T
her
e is
a
sen
se o
f co
mfo
rt a
nd
acc
om
plis
hm
ent
in d
oin
g, i
n a
ctiv
ity,
bu
t th
ere
is a
nee
d t
o b
e ri
goro
us
abo
ut
mea
suri
ng
resu
lts.
.
Co
nce
rns
wer
e al
so
exp
ress
ed
abo
ut
the
qu
alit
y o
f so
me
pro
gram
mes
, an
d i
n s
om
e ca
se a
bo
ut
the
app
aren
t la
ck o
f o
vers
igh
t an
d a
cco
un
tab
ility
fo
r p
rogr
amm
e q
ual
ity.
.
Qu
esti
on
s w
ere
also
rai
sed
ab
ou
t U
NIC
EF’s
co
mm
itm
ent
to b
uild
ing
cap
acit
y an
d w
het
her
it
had
th
e st
rate
gy,
exp
erti
se a
nd
sys
tem
s to
do
so
.
.
Pro
du
ctiv
e an
d
rele
van
t st
aff
do
es
no
t se
em
to
be
a va
lued
o
rgan
izat
ion
al r
esu
lts
.
Leve
l of
imp
lem
enta
tio
n o
f R
BM
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Exte
nt
to w
hic
h o
ther
UN
org
aniz
atio
ns/
NG
Os
hav
e im
ple
men
ted
RB
M.
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
fo
r im
ple
men
tin
g R
BM
or
oth
er p
erfo
rman
ce m
easu
rem
ent
pro
cess
es.
Co
ncl
usi
on
s:
Th
e en
viro
nm
ent
wit
hin
wh
ich
UN
ICE
F i
s o
per
ati
ng i
s ev
olv
ing,
wit
h a
n i
ncr
easi
ng e
mp
ha
sis
on
in
flu
enci
ng s
oci
al
po
licy
ra
ther
th
an
sim
ply
pro
vid
ing
res
ou
rces
or
del
iver
ing o
per
ati
on
al
pro
gra
mm
es.
Th
is i
s m
ak
ing
th
e m
easu
rem
ent
of
resu
lts
incr
easi
ngly
AN
NEX
ON
E SR
HR
5
imp
ort
an
t, b
ut
als
o i
ncr
easi
ngly
dif
ficu
lt t
o a
chie
ve.
Th
e im
ple
men
tati
on
of
RB
M,
lin
ked
to
a r
igh
ts-b
ase
d a
pp
roa
ch,
is a
imed
at
ach
ievi
ng t
his
, bu
t th
e q
ua
lity
of
its
imp
lem
enta
tio
n h
as
to d
ate
bee
n u
nev
en.
AN
NEX
ON
E SR
HR
6
Lin
ka
ges
to o
rga
niz
ati
on
sys
tem
s a
nd d
esig
n
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
UN
ICEF
has
bee
n t
alki
ng
for
a n
um
ber
of
year
s ab
ou
t in
tegr
atio
n
rath
er t
han
silo
s, b
ut
the
syst
ems
are
set
up
an
d r
esu
lts
are
def
ined
by
sect
ors
, fo
r ex
amp
le P
RO
MS.
.
Th
e ex
tern
al e
nvi
ron
men
t, i
ncl
ud
ing
gove
rnm
ent
stru
ctu
res
(e.g
. o
f m
inis
trie
s),
con
trib
ute
s to
th
e d
iffi
cult
y o
f b
reak
ing
do
wn
silo
s. T
his
m
itig
ates
aga
inst
def
inin
g in
tegr
ated
res
ult
s.
.
Mea
sure
men
t o
f re
sult
s is
on
in
pu
ts a
nd
ex
pen
dit
ure
s n
ot
resu
lts-
this
so
met
imes
wo
rks
agai
nst
res
ult
s
.
HR
sys
tem
s (r
ota
tio
n,
recr
uit
men
t, t
alen
t m
anag
emen
t) a
re n
ot
linke
d
clo
sely
to
org
aniz
atio
nal
pla
nn
ing
pro
cess
es.
.
Staf
f fe
el
they
sp
end
to
o
mu
ch
tim
e o
n
inte
rnal
sy
stem
s at
th
e ex
pen
se o
f fo
cusi
ng
on
res
ult
s
Th
e im
ple
men
tati
on
of
SAP
P
has
e II
sh
ou
ld s
up
po
rt t
he
man
agem
ent
of
clo
ser
inte
grat
ion
bet
wee
n H
R
syst
ems
and
org
aniz
atio
nal
p
lan
nin
g p
roce
sses
.
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Org
aniz
atio
nal
str
uct
ure
s o
f o
ther
UN
an
d n
on
-UN
org
aniz
atio
ns
Co
ncl
usi
on
s:
Cu
rren
t U
NIC
EF
sys
tem
s a
nd
str
uct
ure
s d
o n
ot
faci
lita
te i
nte
gra
tio
n a
nd
th
e d
efin
itio
n o
f in
tegra
ted
res
ult
s.
AN
NEX
ON
E SR
HR
7
Lin
ka
ges
to i
ndiv
idu
al per
form
an
ce
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
is l
ittl
e vi
sib
le l
inka
ge b
etw
een
in
div
idu
al p
erfo
rman
ce m
etri
cs
and
org
aniz
atio
nal
per
form
ance
met
rics
. T
he
pro
cess
ap
pea
rs t
o b
e d
isjo
inte
d,
and
in
man
y o
ffic
es P
ER i
s se
en t
o o
per
ate
in c
om
ple
te
iso
lati
on
(in
so
me
cou
ntr
y o
ffic
es P
ER t
arge
ts a
re l
inke
d t
o w
ork
pla
ns,
w
hic
h i
n t
urn
are
lin
ked
to
th
e M
TSP
, b
ut
this
do
es n
ot
app
ear
to b
e th
e ca
se in
all
off
ices
).
.
Th
e ti
min
g o
f th
e d
efin
itio
n o
f o
rgan
izat
ion
al r
esu
lts
(pla
nn
ing
cycl
es)
and
in
div
idu
al r
esu
lts
(PER
) ar
e n
ot
coo
rdin
ated
, ex
acer
bat
ing
the
dif
ficu
ltie
s in
lin
kin
g th
e tw
o p
roce
sses
.
.
UN
ICEF
is a
kn
ow
led
ge-b
ased
org
aniz
atio
n, w
hic
h d
epen
ds
hea
vily
on
th
e q
ual
ity
of
its
staf
f. H
ow
ever
, th
e q
ual
ity
of
peo
ple
man
agem
ent
do
es n
ot
seem
to
be
take
n i
nto
acc
ou
nt
in t
erm
s o
f th
e as
sess
men
t o
f o
rgan
izat
ion
al p
erfo
rman
ce.
Th
e ab
ility
to
man
age
peo
ple
eff
ecti
vely
is
n
ot
mea
sure
d,
and
th
ere
is
littl
e in
th
e w
ay
of
acco
un
tab
ility
m
ech
anis
ms
wit
h r
esp
ect
to t
he
man
agem
ent
and
su
per
visi
on
of
staf
f.
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
es t
o li
nk
ind
ivid
ual
per
form
ance
met
rics
an
d p
roce
sses
wit
h o
rgan
izat
ion
al p
erfo
rman
ce m
etri
cs a
nd
pro
cess
es
Co
ncl
usi
on
s:
To
da
te t
he
pro
cess
es f
or
sett
ing a
nd
mo
nit
ori
ng i
nd
ivid
ua
l p
erfo
rma
nce
met
rics
op
era
te i
n r
ela
tive
iso
lati
on
fo
rm t
he
pro
cess
of
sett
ing a
nd
mo
nit
ori
ng p
erfo
rma
nce
met
rics
. F
urt
her
, th
ere
are
cer
tain
key
ele
men
ts o
f o
rga
niz
ati
on
al
per
form
an
ce,
such
as
the
org
an
iza
tio
n’s
ab
ilit
y to
eff
ecti
vely
ma
na
ge
its
sta
ff, w
hic
h a
re l
ack
ing i
n t
erm
s o
f p
erfo
rma
nce
an
d a
cco
un
tab
ilit
y m
ech
an
ism
s a
t bo
th a
n o
rga
niz
ati
on
al,
an
d i
nd
ivid
ua
l le
vel.
AN
NEX
ON
E SR
HR
8
2)
Res
ou
rce
allo
cati
on
, po
st m
an
ag
emen
t, b
ud
get
s a
nd
co
ntr
act
s
.
Bu
dge
t/fu
nd
ing/
reso
urc
e al
loca
tio
n
.
Co
ntr
acts
Bu
dge
t/fu
ndin
g/re
sou
rce
alloca
tion
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e su
pp
ort
bu
dge
t is
“sa
fe”.
It
cove
rs c
ore
po
sts
and
allo
ws
for
job
se
curi
ty f
or
som
e p
ost
s. I
t sh
ou
ld a
lso
co
ver
ren
t, e
lect
rici
ty,
inte
rnet
, ga
solin
e, e
tc,
bu
t n
o l
on
ger
do
es.
Th
ere
has
bee
n z
ero
gro
wth
fo
r m
any
year
s.
.
Th
e su
pp
ort
bu
dge
t gi
ves
pri
ori
ty t
o o
per
atio
ns
no
t p
rogr
amm
es,
bu
t th
e m
and
ate
is
pro
gram
mes
, if
re
ps
had
m
ore
au
ton
om
y h
ere
dif
fere
nt
dec
isio
ns
wo
uld
be
mad
e
.
Bila
tera
l fu
nd
s ar
e ir
regu
lar,
do
no
t al
low
fo
r co
nti
nu
ity
and
are
oft
en
earm
arke
d f
or
spec
ific
bu
dge
t it
ems
rath
er t
han
lin
ked
to
ou
tco
mes
. T
his
lim
its
flex
ibili
ty
and
th
e ab
ility
o
f p
rogr
amm
e m
anag
ers
to
man
age
thei
r p
rogr
amm
es.
Fun
din
g is
par
ticu
larl
y d
iffi
cult
fo
r p
ost
s su
ch
as
soci
al
po
licy
and
m
on
ito
rin
g an
d
eval
uat
ion
. D
on
ors
an
d
gove
rnm
ents
are
par
ticu
larl
y se
nsi
tive
to
th
e p
erce
nta
ge o
f b
ud
get
spen
t o
n s
alar
ies,
yet
in
pro
gram
mes
wit
h a
so
cial
po
licy
focu
s, t
he
pro
gram
me
is p
red
om
inan
tly
kno
wle
dge
-bas
ed.
Th
ere
has
bee
n a
n
imp
rove
men
t, a
nd
in
so
me
case
s a
hig
her
per
cen
t o
f b
ud
get
is n
ow
al
low
ed f
or
sala
ries
. In
stea
d o
f a
bla
nke
t ce
ilin
g, b
ud
gets
are
no
w
anal
yzed
ca
se
by
case
o
n
the
bas
is
of
size
, ty
pe,
et
c.
Ho
wev
er,
dec
isio
ns
are
still
mad
e o
n c
rite
ria
wh
ich
are
no
t n
eces
sari
ly r
elev
ant
to t
he
nee
ds
to t
he
pro
gram
me.
.
Fun
din
g fr
om
“o
ther
re
sou
rces
” cr
eate
s jo
b
inse
curi
ty,
lack
o
f co
nti
nu
ity
and
str
ess
for
bo
th i
nd
ivid
ual
s an
d o
ffic
es.
Th
is c
an b
e ex
acer
bat
ed
by
curr
ency
fl
uct
uat
ion
s,
wh
ich
m
ean
th
at
the
.
In D
ecem
ber
200
5 7
4% o
f al
l st
aff
wer
e re
gula
r st
aff
and
26%
wer
e o
n f
ixed
ter
m c
on
trac
ts.
.
17%
o
f IP
Os,
28
%
of
NP
Os
and
29
%
of
GS
staf
f w
ere
on
T
FT
con
trac
ts
AN
NEX
ON
E SR
HR
9
fun
din
g ru
ns
ou
t b
efo
re t
he
end
of
the
pro
ject
or
the
ori
gin
al
con
trac
t o
f th
e st
aff
mem
ber
.
.
Th
e b
ien
nia
l pro
cess
us
very
, ver
y h
eavy
.
.
Fun
din
g m
ech
anis
ms
are
incr
edib
ly c
om
ple
x a
nd
co
nfu
sin
g. T
her
e ar
e m
any
po
ts o
f m
on
ey,
par
ticu
larl
y in
HQ
an
d R
O,
wh
ich
may
pu
sh
pro
ject
s in
th
e w
ron
g d
irec
tio
n b
ecau
se o
f p
ress
ure
fro
m t
he
fun
din
g so
urc
e.
.
Man
ager
s h
ave
littl
e fl
exib
ility
to
sh
ift
fun
ds
bet
wee
n p
roje
cts,
wh
ich
ca
n l
ead
to
in
effi
cien
cies
, an
d m
on
ey b
ein
g w
aste
d i
n s
om
e ar
eas,
w
hile
th
ere
are
insu
ffic
ien
t fu
nd
s in
oth
ers.
Co
un
try
off
ices
sh
ou
ld b
e gi
ven
mo
re a
uto
no
my
in t
erm
s o
f th
e u
se o
f th
eir
allo
cate
d f
un
ds.
.
Th
e cu
rren
t b
ud
geti
ng
pro
cess
fo
r re
gio
nal
po
sts
is t
oo
co
mp
lex
an
d
too
hie
rarc
hic
al. T
oo
man
y d
ecis
ion
s h
ave
to g
o t
o R
O/H
Q.
.
Th
e b
ud
geti
ng
pro
cess
is
n
ot
alig
ned
w
ith
w
hat
co
un
trie
s ar
e at
tem
pti
ng
to a
chie
ve in
th
eir
wo
rk p
lan
s.
.
Th
e p
eer
revi
ew is
vie
wed
po
siti
vely
.
Th
e P
BR
Co
mm
itte
e is
th
e “o
ld b
oys
clu
b”
of
UN
ICEF
. M
ost
mem
ber
s h
ave
nev
er s
et f
oo
t in
th
e co
un
trie
s se
ekin
g th
e re
sou
rces
, an
d a
s a
resu
lt t
her
e h
ave
bee
n m
any
po
or
dec
isio
ns
mad
e b
ecau
se o
f la
ck o
f in
form
atio
n,
lack
of
an u
nd
erst
and
ing
of
the
situ
atio
n i
n a
par
ticu
lar
off
ice
or
bec
ause
of
per
son
al p
olit
ics.
.
Th
e n
eed
to
h
ave
2 ye
ars
fun
din
g b
efo
re
filli
ng
an
inte
rnat
ion
al
po
siti
on
cau
ses
sign
ific
ant
pro
ble
ms
in t
he
fiel
d.
It i
s se
en a
s an
ex
amp
le o
f th
e o
rgan
izat
ion
mak
ing
a ru
le w
ith
ou
t th
inki
ng
thro
ugh
th
e co
nse
qu
ence
s in
th
e fi
eld
.
.
In s
pit
e o
f a
feel
ing
that
“m
on
ey is
tig
ht”
it is
n’t
alw
ays
spen
t
.
Po
sts
are
un
der
rate
d f
or
bu
dge
tary
rea
son
s.
.
Dat
a o
n t
he
bre
akd
ow
n o
f b
ud
gets
fr
om
bila
tera
l fu
nd
ing
sou
rces
.
Dat
a o
n
the
tim
ing
of
bila
tera
l fu
nd
ing
dec
isio
ns
% o
f b
ud
get
no
t sp
ent
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Bre
akd
ow
n b
etw
een
sta
ff f
un
ded
by
on
goin
g/re
gula
r re
sou
rces
an
d s
taff
fu
nd
ed b
y o
ther
/tem
po
rary
res
ou
rces
AN
NEX
ON
E SR
HR
10
.
% o
f b
ud
get
spen
t o
n s
alar
ies
AN
NEX
ON
E SR
HR
11
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Bu
dge
tin
g p
roce
ss a
nd
pro
cess
fo
r re
view
ing
bu
dge
t re
qu
ests
Co
ncl
usi
on
s:
Ma
ny
of
the
issu
es w
ith
res
pec
t to
UN
ICE
F’s
bu
dget
s re
flec
t th
e o
rga
niz
ati
on
’s b
ud
get
ary
en
viro
nm
ent
an
d i
ts r
elia
nce
on
do
no
r re
sou
rces
. H
ow
ever
, th
ere
are
op
po
rtu
nit
ies
to l
oo
k a
t th
e o
rga
niz
ati
on
’s i
nte
rna
l bu
dget
ary
po
lici
es,
pro
cess
es a
nd
dec
isio
n-
ma
kin
g
to
ensu
re
tha
t th
ey
sup
po
rt
an
d
do
n
ot
hin
der
ef
fect
ive
an
d
effi
cien
t m
an
agem
ent
in
the
fiel
d,
wh
ile
ensu
rin
g
acc
ou
nta
bil
ity
an
d r
esp
on
sib
le f
ina
nci
al
ma
na
gem
ent.
Con
tra
cts
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
Sho
rt t
erm
co
ntr
acts
(FT
, TFT
, SSA
)
.
Co
ntr
actu
al a
rran
gem
ents
are
use
d t
acti
cally
rat
her
th
an s
trat
egic
ally
. B
ecau
se o
f th
e b
ud
get/
fun
din
g is
sues
ou
tlin
ed in
th
e p
revi
ou
s se
ctio
n,
man
ager
s fi
nd
way
s o
f u
sin
g th
e H
R t
oo
ls a
vaila
ble
to
th
em t
o w
ork
ar
ou
nd
dif
ficu
lt s
itu
atio
ns.
.
Exam
ple
s o
f th
e ta
ctic
al
use
s o
f co
ntr
acts
in
clu
de
staf
fin
g p
rogr
amm
es o
r p
roje
cts
wh
en f
un
din
g is
un
cert
ain
, an
d n
on
-ren
ewal
o
f co
ntr
act
as a
n a
void
ance
tac
tic
to d
eal
wit
h a
po
orl
y-p
erfo
rmin
g st
aff
mem
ber
. T
he
use
of
SSA
s b
ecau
se t
hey
co
st l
ess
and
are
eas
ier
to m
anag
e th
an T
FTs,
was
als
o c
om
mo
nly
cit
ed.
.
Th
e ex
iste
nce
of
vari
ou
s co
ntr
actu
al a
rran
gem
ents
cre
ates
a “
cast
e”
syst
em a
nd
ten
sio
ns
wit
hin
an
off
ice,
wit
h s
taff
wo
rkin
g si
de-
by-
sid
e re
ceiv
ing
dif
fere
nt
enti
tlem
ents
an
d
bei
ng
trea
ted
d
iffe
ren
tly
by
man
ager
s an
d H
R.
Th
e fa
ct t
hat
th
is g
oes
aga
inst
th
e gr
ain
of
a h
um
an
righ
ts v
alu
e sy
stem
was
fre
qu
entl
y ci
ted
.
.
Req
uir
emen
ts f
or
bre
aks
in c
on
trac
ts f
or
TFT
sta
ff h
ave
a si
gnif
ican
t n
egat
ive
imp
act
on
bo
th in
div
idu
als
and
th
e o
rgan
izat
ion
.
.
ALD
(a
ssig
nm
ent
of
limit
ed
du
rati
on
) is
ea
sier
to
ad
min
iste
r (l
um
p
sum
p
aym
ent,
n
o p
ensi
on
, ed
gra
nts
) (s
om
e q
ues
tio
ned
if
th
is
solv
ed
any
real
p
rob
lem
s, a
nd
wh
eth
er
they
are
lega
l un
der
th
e la
bo
ur
law
s o
f so
me
cou
ntr
ies)
.
.
In D
ecem
ber
200
5 7
4% o
f al
l st
aff
wer
e re
gula
r st
aff
and
26%
wer
e o
n t
emp
ora
ry f
ixed
ter
m c
on
trac
ts
(TFT
s).
.
17%
o
f IP
Os,
28
%
of
NP
Os
and
29
%
of
GS
staf
f w
ere
on
T
FT
con
trac
ts
AN
NEX
ON
E SR
HR
12
.
Cu
rren
t co
ntr
actu
al a
rran
gem
ents
hav
e a
sign
ific
ant
imp
act
on
sta
ff
mo
tiva
tio
n a
nd
mo
rale
, cr
eati
ng
a co
nti
nu
al c
on
cern
ab
ou
t th
e la
ck o
f jo
b s
ecu
rity
, an
d f
ear
that
th
e co
ntr
actu
al p
roce
ss m
ay b
e u
sed
aga
inst
st
aff
if t
hey
sp
eak
ou
t. T
his
can
im
pac
t o
n t
he
beh
avio
ur
of
staf
f, t
hei
r w
illin
gnes
s to
u
se
thei
r in
itia
tive
o
r ta
ke
risk
s,
and
al
so
on
th
eir
will
ingn
ess
to s
pea
k o
pen
ly in
th
e w
ork
pla
ce.
.
Sho
rt t
erm
co
ntr
acts
mak
e it
dif
ficu
lt f
or
staf
f to
mak
e lif
e p
lan
s su
ch
as b
uyi
ng
a h
om
e o
r st
arti
ng
a fa
mily
, an
d f
or
nat
ion
al s
taff
can
mak
e it
ex
trem
ely
dif
ficu
lt f
or
them
to
acc
ess
loan
s to
pay
acc
om
mo
dat
ion
b
on
ds.
.
Fro
m t
he
org
aniz
atio
nal
per
spec
tive
, th
ere
is a
po
ten
tial
to
lo
se g
oo
d
staf
f, w
ho
are
ab
le t
o lo
ok
for
po
siti
on
s w
ith
a h
igh
er le
vel o
f se
curi
ty.
.
Th
e ru
les
rega
rdin
g va
rio
us
con
trac
ts a
re c
ost
ly a
nd
tim
e co
nsu
min
g to
ad
min
iste
r d
ue
to
un
nec
essa
rily
b
ure
aucr
atic
p
roce
du
res.
Fo
r ex
amp
le,
the
req
uir
emen
t fo
r a
com
pet
itiv
e p
roce
ss
for
min
or
con
trac
ts,
or
the
nee
d t
o g
o t
hro
ugh
th
e m
oti
on
s w
hen
th
e se
lect
ion
o
f a
con
sult
ant
is a
fo
rego
ne
con
clu
sio
n,
add
tim
e b
ut
no
t va
lue
to t
he
enga
gem
ent
pro
cess
.
.
Th
e m
ajo
rity
of
FT c
on
trac
ts a
re 2
yea
rs,
yet
cou
ntr
y p
rogr
amm
e p
lan
s ar
e o
f fi
ve y
ears
du
rati
on
. It
wo
uld
see
m s
ensi
ble
fo
r b
oth
in
div
idu
al j
ob
sec
uri
ty a
nd
fo
r co
nti
nu
ity
wit
hin
off
ices
fo
r th
e FT
co
ntr
act
du
rati
on
to
mat
ch t
hat
of
the
cou
ntr
y p
rogr
amm
e p
lan
.
Per
man
ent
con
trac
ts
.
Th
e se
curi
ty o
f o
ngo
ing
emp
loym
ent
can
als
o l
ead
to
de-
mo
tiva
tio
n,
par
ticu
larl
y fo
r th
ose
sta
ff w
ho
hav
e re
ach
ed t
he
top
of
thei
r gr
ade,
ar
e u
nlik
ely
to p
rogr
ess
furt
her
bu
t ar
e al
so u
nlik
ely
to l
eave
bec
ause
o
f jo
b s
ecu
rity
an
d t
hei
r le
vel
of
sala
ry a
nd
en
titl
emen
ts.
Ho
w t
o
con
tin
ue
to
mo
tiva
te
them
is
a
sign
ific
ant
chal
len
ge.
Th
ere
is
a p
erce
pti
on
in
so
me
off
ices
th
at
staf
f o
n
con
trac
ts
are
far
mo
re
mo
tiva
ted
an
d
pro
du
ctiv
e th
an
tho
se
wh
o
hav
e p
erm
anen
t em
plo
ymen
t.
.
Per
man
ent
con
trac
ts i
ncr
ease
th
e n
eed
to
ad
dre
ss o
ther
iss
ues
in
th
is
rep
ort
(i
n
par
ticu
lar
per
form
ance
m
anag
emen
t an
d
care
er
dev
elo
pm
ent)
.
Dat
a o
n S
SAs
.
% o
f T
FTs
no
t re
new
ed
.
% o
f FT
co
ntr
acts
no
t re
new
ed
.
Ave
rage
du
rati
on
of
FT c
on
trac
ts
AN
NEX
ON
E SR
HR
13
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Bre
akd
ow
n o
f p
erm
anen
t ve
rsu
s te
mp
ora
ry s
taff
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Po
licie
s ar
ou
nd
dif
fere
nt
typ
es o
f co
ntr
act
Co
ncl
usi
on
s:
Cu
rren
t in
flex
ibil
ity
in c
on
tra
ctin
g a
rra
ngem
ents
lea
ves
litt
le o
pp
ort
un
ity
for
the
org
an
iza
tio
n t
o b
e re
spo
nsi
ve w
hen
a m
an
ager
id
enti
fies
sig
nif
ica
nt
tale
nt
tha
t th
ey w
ou
ld l
ike
to b
rin
g o
n b
oa
rd.
Giv
en t
ha
t th
e o
rga
niz
ati
on
is
bu
ilt
on
peo
ple
an
d t
he
kn
ow
led
ge
tha
t th
ey b
rin
g, i
t n
eed
s to
lo
ok
at
mo
re f
lex
ible
co
ntr
act
ing
arr
an
gem
ents
to
en
sure
th
at
it d
oes
n’t
lo
se t
he
po
ten
tia
l o
f g
oo
d p
eop
le b
eca
use
of
inte
rna
l bu
rea
ucr
acy
. F
urt
her
, th
e cu
rren
t co
ntr
act
ing a
rra
ng
emen
ts h
ave
a n
ega
tive
im
pa
ct o
n b
oth
in
div
idu
als
in
te
rms
of
sta
ff
mo
rale
, a
nd
o
n
off
ices
in
te
rms
of
the
ina
bil
ity
to
ass
ure
co
nti
nu
ity
of
sta
ff
wit
hin
co
un
try
pro
gra
mm
e p
lan
cyc
les.
AN
NEX
ON
E SR
HR
14
3)
Sta
ffin
g S
tra
tegy
.
Ove
rall
staf
fin
g st
rate
gy
.
Pla
nn
ing
staf
f m
ove
men
ts
.
Ch
angi
ng
skill
req
uir
emen
ts
.
Man
agin
g th
e p
oo
l of
staf
f/ s
ucc
essi
on
pla
nn
ing
.
Nat
ion
al/i
nte
rnat
ion
al p
osi
tio
ns
.
Emer
gen
cies
Ove
rall s
taff
ing
Stra
tegy
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Man
ager
s an
d s
taff
see
no
evi
den
ce o
f a
staf
fin
g st
rate
gy,
and
no
ev
iden
ce o
f a
coo
rdin
ated
ap
pro
ach
at
eith
er t
he
regi
on
al o
r H
Q l
evel
to
id
enti
fyin
g fu
ture
sta
ffin
g n
eed
s in
ter
ms
of
skill
s, c
on
trac
t ty
pes
or
nu
mb
ers.
Th
e co
mm
ent
“UN
ICEF
is
ove
rsta
ffed
” w
as h
eard
alm
ost
as
oft
en a
s “w
e ar
e u
nd
erst
affe
d”.
So
me
of
the
issu
es w
hic
h i
t w
as f
elt
sho
uld
be
add
ress
ed b
y su
ch a
str
ateg
y in
clu
de:
.
Ch
angi
ng
nee
ds
in t
erm
s o
f ro
les
and
co
mp
eten
cies
.
Th
e gr
ade
pro
file
of
the
org
aniz
atio
n a
nd
bal
ance
bet
wee
n j
un
ior
and
sen
ior
po
sts
.
Th
e b
alan
ce b
etw
een
nat
ion
al a
nd
inte
rnat
ion
al s
taff
.
Th
e m
ove
men
t fr
om
nat
ion
al t
o in
tern
atio
nal
po
sts
.
Th
e b
alan
ce b
etw
een
inte
rnal
an
d e
xte
rnal
ap
po
intm
ents
.
Th
e b
alan
ce b
etw
een
dif
fere
nt
con
trac
t ty
pes
.
Ove
rall
staf
f n
um
ber
s, a
nd
th
e p
rofi
le o
f st
aff
in d
iffe
ren
t lo
cati
on
s
.
Th
e b
alan
ce b
etw
een
su
pp
ort
ver
sus
pro
gram
me
po
siti
on
s
Ph
ase
II o
f SA
P w
ill p
rovi
de
a te
chn
ical
fra
mew
ork
w
ith
in w
hic
h t
o m
anag
e th
e d
ata
asso
ciat
ed w
ith
a
staf
fin
g st
rate
gy.
Jan
uar
y re
po
rt t
o t
he
Exec
uti
ve B
oar
d
pro
vid
es d
ata
on
.
To
tal
nu
mb
er o
f st
aff
by
cate
gory
an
d c
on
trac
tual
sta
tus
.
Staf
f st
ruct
ure
.
Gen
der
rep
rese
nta
tio
n
.
Reg
ion
al d
istr
ibu
tio
n
.
Ind
ust
rial
ised
/pro
gram
me
cou
ntr
y re
pre
sen
tati
on
.
Age
str
uct
ure
.
Pro
ject
ed r
etir
emen
ts 2
006
– 20
11
Co
mp
arat
ive
dat
a w
ith
o
ther
U
N
org
aniz
atio
ns
for
2003
is
avai
lab
le i
n
the
CEB
rep
ort
on
Per
son
nel
Sta
tist
ics,
N
ove
mb
er 2
004
AN
NEX
ON
E SR
HR
15
.
Th
e b
alan
ce b
etw
een
sta
ff in
HQ
an
d s
taff
in t
he
fiel
d
.
Pla
nn
ing
for
reti
rem
ent
and
th
e re
enga
gem
ent
of
reti
rees
.
Ho
w t
he
org
aniz
atio
n h
and
les
YP
P, J
PO
an
d U
NV
po
siti
on
s
.
Th
e b
alan
ce
bet
wee
n
ind
ivid
ual
ca
reer
p
ath
s an
d
futu
re
org
aniz
atio
nal
nee
ds
.
Exis
tin
g ta
rget
s in
ter
ms
of
a st
aff
stra
tegy
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Up
dat
ed d
ata
for
oth
er U
N o
rgan
izat
ion
s
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Staf
fin
g st
rate
gies
fo
r o
ther
UN
org
aniz
atio
ns
Co
ncl
usi
on
s
Wh
ile
Ph
ase
II
of
SAP
wil
l im
pro
ve t
he
org
an
iza
tio
n’s
abil
ity
to t
rack
sta
ff m
ove
men
ts,
the
stra
tegic
va
lue
of
pla
nn
ing f
utu
re
sta
ffin
g n
eed
s a
nd
act
ion
ing t
he
pla
n w
ill
req
uir
e a
cu
ltu
ral
an
d p
hil
oso
ph
ica
l sh
ift
wit
hin
th
e o
rga
niz
ati
on
. T
he
dev
elo
pm
ent
an
d i
mp
lem
enta
tio
n o
f a
sta
ffin
g s
tra
tegy
ha
s to
be
seen
mo
re t
ha
n s
imp
ly a
co
mp
ute
rized
sys
tem
of
mo
nit
ori
ng p
osi
tio
ns,
an
d
mu
st b
e ba
sed
on
a d
eep
an
aly
sis
of
org
an
iza
tio
na
l re
qu
irem
ents
in
ter
ms
of
hu
ma
n r
eso
urc
es,
ba
lan
ced
aga
inst
a r
eali
stic
a
sses
smen
t o
f a
vail
able
fu
nd
s, b
oth
RR
an
d O
R.
Pla
nn
ing
sta
ff m
ove
men
ts
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
16%
of
tota
l IP
O s
taff
will
rea
ch
man
dat
ory
re
tire
men
t ag
e w
ith
in
the
nex
t 6
year
s (4
8, 4
1, 5
9, 5
8,
67,
79 r
etir
emen
ts r
esp
ecti
vely
in
20
06 –
201
1)
.
In s
pit
e o
f a
nu
mb
er o
f “k
no
wn
s” i
n t
erm
s o
f st
affi
ng
(im
pen
din
g re
tire
men
ts,
term
s in
d
uty
st
atio
ns)
, th
ere
is
littl
e ev
iden
ce
of
pla
nn
ing
aro
un
d t
hes
e o
r ac
tio
n t
o f
ill p
osi
tio
ns
bef
ore
th
ey b
eco
me
vaca
nt.
Giv
en t
he
len
gth
of
the
recr
uit
men
t p
roce
ss,
this
can
mea
n
len
gth
y d
elay
s b
etw
een
a p
erso
n le
avin
g an
d t
he
po
siti
on
bei
ng
fille
d.
Ph
ase
II o
f SA
P w
ill p
rovi
de
the
too
ls t
o t
rack
an
d p
lan
fo
r st
aff
mo
vem
ents
mo
re
effe
ctiv
ely.
.
Ave
rage
tim
e b
etw
een
a p
osi
tio
n
bei
ng
vaca
ted
an
d b
ein
g ad
vert
ised
AN
NEX
ON
E SR
HR
16
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
es t
o p
lan
fo
r an
d f
ill v
acan
cies
as
a re
sult
of
kno
wn
sta
ff m
ove
men
ts
Co
ncl
usi
on
s
Wh
ile
Ph
ase
II
of
SAP
wil
l p
rovi
de
the
too
ls t
o t
rack
an
d p
lan
sta
ff m
ove
men
ts m
ore
eff
ecti
vely
, th
is n
eed
s to
be
un
der
pin
ned
by
bo
th a
co
mm
itm
ent
by
the
org
an
iza
tio
n t
o b
e p
roa
ctiv
e in
ter
ms
of
resp
on
din
g t
o k
no
wn
sta
ff m
ove
men
ts, b
y th
e h
um
an
res
ou
rces
a
nd
ex
per
tise
to
su
pp
ort
th
is,
an
d b
y a
rec
ogn
itio
n o
f th
e a
cco
un
tabil
ity
of
ma
na
gem
ent
to p
lan
fo
r a
nd
ad
dre
ss k
no
wn
sta
ff
mo
vem
ents
wit
hin
th
eir
off
ices
.
Ch
an
gin
g sk
ills
req
uir
emen
ts
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e d
on
or
envi
ron
men
t is
ch
angi
ng,
an
d t
his
in
tu
rn i
s im
pac
tin
g o
n
the
skill
set
s re
qu
ired
of
UN
ICEF
’s p
rofe
ssio
nal
sta
ff.
Incr
easi
ngl
y,
do
no
rs a
re f
un
din
g n
atio
nal
go
vern
men
ts f
or
the
imp
lem
enta
tio
n o
f p
rogr
amm
es,
and
UN
ICEF
’s i
nvo
lvem
ent
is w
ith
res
pec
t to
ad
voca
cy,
neg
oti
atio
n,
po
licy
advi
ce,
and
su
pp
ort
fo
r st
aff
emp
loye
d d
irec
tly
by
nat
ion
al g
ove
rnm
ents
.
.
In
term
s o
f sk
ill
sets
, b
oth
n
atio
nal
an
d
inte
rnat
ion
al
staf
f n
eed
in
crea
sin
gly
no
t o
nly
ski
lls i
n t
hei
r fi
eld
of
pro
fess
ion
al e
xp
erti
se (
to
hav
e cr
edib
ility
at
the
po
licy
tab
le t
hey
nee
d t
o m
ain
tain
a h
igh
lev
el
of
exp
erti
se i
n t
hei
r te
chn
ical
are
a),
bu
t al
so a
hig
h l
evel
of
skill
s in
co
mm
un
icat
ion
, neg
oti
atio
n a
nd
str
ateg
ic t
hin
kin
g.
Th
e d
evel
op
men
t o
f co
mp
eten
cy p
rofi
les
is a
st
ep t
ow
ard
s d
efin
ing
the
skill
pro
file
s re
qu
ired
ac
ross
th
e o
rgan
izat
ion
.
.
Map
o
f p
rofe
ssio
nal
sk
ill
sets
ac
ross
th
e o
rgan
izat
ion
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Co
mp
eten
cy p
rofi
les
fro
m o
ther
UN
org
aniz
atio
ns
AN
NEX
ON
E SR
HR
17
Co
ncl
usi
on
s
Th
e sk
ill
req
uir
emen
ts f
or
ma
ny
po
siti
on
s in
th
e fi
eld
are
un
der
go
ing a
fu
nd
am
enta
l sh
ift.
Th
ere
is a
sig
nif
ica
nt
role
fo
r D
HR
to
p
lay,
in
co
nsu
lta
tio
n w
ith
reg
ion
al
an
d c
ou
ntr
y o
ffic
es,
to r
edef
ine
the
skil
ls s
ets
req
uir
ed,
an
d t
o e
nsu
re t
ha
t th
ese
are
ref
lect
ed
in t
he
Sta
ffin
g S
tra
tegy,
in
rec
ruit
men
t d
ocu
men
tati
on
an
d p
roce
sses
an
d i
n p
erfo
rma
nce
pla
ns.
Ma
na
gin
g th
e pool of
sta
ff/s
ucc
essi
on
pla
nn
ing
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
87%
of
po
siti
on
s at
P5
– D
2 le
vel
wer
e fi
lled
by
inte
rnal
can
did
ates
in
200
5
.
In 2
005
ther
e w
ere
102
JPO
s (4
.5%
o
f al
l IP
O p
osi
tio
ns)
.
Th
ere
is c
urr
entl
y n
o c
oo
rdin
ated
pro
cess
fo
r d
evel
op
ing
and
tra
ckin
g p
eop
le
wh
o
are
rega
rded
as
m
anag
emen
t p
ote
nti
al
wit
hin
th
e o
rgan
izat
ion
.
.
Th
e cu
rren
t su
cces
sio
n p
lan
nin
g p
roce
ss i
s n
ot
clea
r. F
ew p
eop
le
kno
w a
nyt
hin
g co
ncr
ete
abo
ut
it,
and
th
ere
is p
erce
ived
to
be
very
lit
tle
tran
spar
ency
in t
he
pro
cess
.
.
Th
e p
roce
ss f
or
iden
tify
ing
ind
ivid
ual
s w
ith
sig
nif
ican
t p
ote
nti
al f
or
care
er p
rogr
essi
on
in
th
e o
rgan
izat
ion
nee
ds
to b
eco
me
bo
th m
ore
o
bje
ctiv
e an
d m
ore
tra
nsp
aren
t. W
het
her
in
div
idu
als
are
no
min
ated
b
y su
per
viso
rs,
or
wh
eth
er t
her
e is
a p
roce
ss t
hro
ugh
wh
ich
th
ey c
an
self
-no
min
ate,
th
ere
nee
ds
to b
e a
form
al a
nd
ob
ject
ive
pro
cess
of
asse
ssm
ent
bef
ore
b
ein
g in
clu
ded
in
a
pro
gram
me
of
form
al
and
in
form
al d
evel
op
men
t.
.
UN
ICEF
nee
ds
to d
evel
op
a c
oo
rdin
ated
dev
elo
pm
ent
pro
gram
me
for
staf
f id
enti
fied
as
hig
h p
ote
nti
al i
nd
ivid
ual
s. T
he
pro
gram
me
sho
uld
in
clu
de
form
al d
evel
op
men
t, m
ento
rin
g, a
nd
a c
oo
rdin
ated
ap
pro
ach
to
m
ove
men
t b
etw
een
p
osi
tio
ns
to
pro
vid
e in
div
idu
als
wit
h
the
bre
adth
an
d d
epth
of
exp
erie
nce
th
ey n
eed
to
bec
om
e fu
ture
lea
der
s w
ith
in t
he
org
aniz
atio
n.
.
Th
e su
cces
sio
n p
lan
nin
g p
roce
ss n
eed
s to
be
tran
spar
entl
y lin
ked
to
th
e p
roce
sses
of
recr
uit
men
t, s
elec
tio
n a
nd
pla
cem
ent.
.
Th
e ro
le
of
YP
Ps
and
JP
Os
nee
ds
to
be
revi
ewed
. T
her
e is
a
per
cep
tio
n
that
th
ese
po
siti
on
s ar
e n
ot
bei
ng
use
d
to
thei
r fu
ll p
ote
nti
al, a
nd
th
at a
po
ten
tial
ly v
alu
able
res
ou
rce
is b
ein
g w
aste
d.
A k
ey f
ocu
s o
f SA
P P
has
e II
is
tal
ent
man
agem
ent,
in
clu
din
g th
e tr
acki
ng
of
staf
f, t
hei
r p
erfo
rman
ce a
nd
th
eir
dev
elo
pm
ent.
.
Nu
mb
er
of
peo
ple
o
n
curr
ent
“su
cces
sio
n p
lan
nin
g lis
t”
.
Dev
elo
pm
ent
pro
cess
es
curr
entl
y in
pla
ce f
or
tho
se o
n “
succ
essi
on
p
lan
nin
g lis
t”
.
Nu
mb
er o
f Y
PP
s
.
Nu
mb
er
of
YP
Ps/
JPO
s w
ho
st
ay
wit
h U
NIC
EF a
t th
e en
d o
f th
eir
init
ial c
on
trac
t.
AN
NEX
ON
E SR
HR
18
Po
ssib
le b
ench
mar
kin
g d
ata:
.
% o
f se
nio
r p
osi
tio
ns
fille
d b
y in
tern
al c
and
idat
es.
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Succ
essi
on
pla
nn
ing
pro
cess
es in
oth
er o
rgan
izat
ion
s, b
oth
UN
an
d n
on
-UN
.
.
Pro
cess
fo
r th
e d
evel
op
men
t o
f yo
un
g p
rofe
ssio
nal
s in
oth
er o
rgan
izat
ion
s.
Co
ncl
usi
on
s
Succ
essi
on
p
lan
nin
g
an
d
tale
nt
ma
na
gem
ent
go
es
wel
l bey
on
d
a
com
pu
teri
zed
sy
stem
fo
r tr
ack
ing
the
dev
elo
pm
ent
an
d
per
form
an
ce o
f st
aff
. T
o b
e su
cces
sfu
l, it
req
uir
es a
cu
ltu
re i
n w
hic
h t
he
org
an
iza
tio
n c
lea
rly
valu
es t
he
dev
elo
pm
ent
of
its
sta
ff,
an
d i
s p
rep
are
d t
o i
nve
st i
n t
hei
r d
evel
op
men
t, b
oth
in
ter
ms
of
form
al
tra
inin
g p
rogra
mm
es, i
n t
erm
s o
f m
ento
rin
g, a
nd
in
ter
ms
of
ensu
rin
g t
ha
t th
e m
ove
men
ts o
f in
div
idu
als
are
ma
na
ged
to
en
sure
th
at
they
ga
in t
he
bre
ad
th a
nd
dep
th o
f ex
per
ien
ce t
ha
t th
ey n
eed
to
op
era
te a
s ef
fect
ive
ma
na
ger
s. W
hil
e a
n a
pp
rop
ria
te t
rack
ing s
yste
m i
s a
n i
mp
ort
an
t p
iece
of
the
pu
zzle
, it
wil
l b
e o
f li
mit
ed b
enef
it u
nle
ss t
he
org
an
iza
tio
n c
an
dev
elo
p a
cu
ltu
re i
n w
hic
h t
he
dev
elo
pm
ent
of
sta
ff i
s va
lued
, a
nd
is
pre
pa
red
to
in
vest
in
th
is o
n a
ra
nge
of
fro
nts
.
Rota
tion
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e cu
rren
t sy
stem
of
rota
tio
n i
s re
gard
ed e
xtr
emel
y p
oo
rly
by
bo
th
tho
se lo
oki
ng
for
staf
f, a
nd
th
ose
wh
o a
re p
art
of
the
pro
cess
. It
was
a
goo
d in
itia
tive
, bu
t d
oes
no
t w
ork
.
.
“Rota
tion
is
abou
t pla
cin
g peo
ple
wh
o a
re d
iffi
cult
to p
lace
”. I
t is
p
erce
ived
as
bei
ng
all
abo
ut
ind
ivid
ual
s, n
ot
syst
ems,
an
d m
any
of
the
peo
ple
wh
o a
re o
n t
he
list
may
no
t b
e co
mp
eten
t fo
r th
e p
osi
tio
ns
for
wh
ich
th
ey a
re b
ein
g p
rop
ose
d.
Th
e im
ple
men
tati
on
of
SAP
P
has
e II
will
su
pp
ort
th
e tr
acki
ng
and
ad
min
istr
atio
n
of
bo
th v
acan
cies
, an
d s
taff
o
n t
he
rota
tio
n li
st.
.
1 IP
O p
osi
tio
n w
as f
illed
th
rou
gh
rota
tio
n in
200
5
AN
NEX
ON
E SR
HR
19
.
Th
e p
roce
ss
nee
ds
to
be
clea
rly
linke
d
to
the
per
form
ance
m
anag
emen
t p
roce
ss,
and
to
d
ecis
ion
s ab
ou
t w
het
her
th
e o
rgan
izat
ion
is
will
ing
to s
epar
ate
staf
f, o
r w
ants
to
pla
ce t
hem
at
any
cost
.
.
Th
e p
roce
ss
seem
s to
b
e p
arti
cula
rly
pro
ble
mat
ic
for
cert
ain
p
osi
tio
ns,
par
ticu
larl
y th
ose
wh
ich
are
hig
hly
sp
ecia
lized
. Fo
r m
ore
sp
ecia
lized
po
siti
on
s th
ere
is n
ot
alw
ays
a go
od
mat
ch o
f av
aila
ble
p
ost
s an
d p
eop
le,
and
peo
ple
may
tak
e jo
bs
that
are
no
t w
ith
in t
hei
r ar
ea o
f ex
per
tise
, wit
h p
red
icta
ble
co
nse
qu
ence
s fo
r p
erfo
rman
ce
.
Th
e in
form
atio
n p
rovi
ded
on
in
div
idu
als
on
th
e lis
t d
oes
no
t gi
ve
man
ager
s su
ffic
ien
t in
form
atio
n o
n w
hic
h t
o m
ake
info
rmed
dec
isio
ns
abo
ut
wh
o t
o c
on
sid
er f
or
app
oin
tmen
t.
.
Th
ere
is a
co
nce
rn t
hat
no
t al
l u
pco
min
g va
can
cies
are
in
clu
ded
on
th
e ro
tati
on
list
.
.
Nu
mb
er o
f p
eop
le i
n t
he
rota
tio
n
pro
gram
me
.
Nu
mb
er
of
po
siti
on
s ac
ross
th
e o
rgan
izat
ion
fi
lled
th
rou
gh
rota
tio
n
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Ro
tati
on
pro
cess
es in
oth
er U
N a
nd
inte
rnat
ion
al o
rgan
izat
ion
s
Co
ncl
usi
on
s
Wh
ile
the
theo
ry o
f ro
tati
on
is
go
od
, th
e p
roce
ss n
eed
s a
co
mp
lete
rev
iew
. A
s a
sta
rtin
g p
oin
t, t
he
org
an
iza
tio
n n
eed
s to
be
clea
r a
nd
tra
nsp
are
nt
abo
ut
the
pu
rpo
se o
f th
e p
roce
ss, a
nd
th
en b
uil
d t
he
pro
cess
acc
ord
ingly
.
AN
NEX
ON
E SR
HR
20
Na
tion
al/
Inte
rna
tion
al posi
tion
s
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
In
Dec
emb
er
2005
, 24
%
of
staf
f w
ere
IPO
, 2
2% w
ere
NP
O a
nd
54
%
wer
e G
S
.
Th
ere
are
dif
fere
nce
s o
f o
pin
ion
reg
ard
ing
the
app
rop
riat
enes
s o
f th
e cu
rren
t b
alan
ce b
etw
een
nat
ion
al a
nd
in
tern
atio
nal
sta
ff a
t co
un
try
leve
l.
.
In s
om
e o
ffic
es t
her
e is
a s
ense
th
at t
her
e ar
e m
ore
nat
ion
al o
ffic
ers
than
th
ere
sho
uld
be,
an
d t
hat
th
e in
tern
atio
nal
pro
file
of
the
off
ice
is
bei
ng
lost
.
.
In s
om
e o
ffic
es,
ho
wev
er,
ther
e is
a s
ense
th
at t
her
e ar
e in
suff
icie
nt
nat
ion
al p
osi
tio
ns
at s
enio
r le
vels
, an
d t
hat
co
un
try
off
ices
do
no
t in
volv
e n
atio
nal
sta
ff s
uff
icie
ntl
y in
dec
isio
n-m
akin
g p
roce
sses
, gi
ven
b
oth
th
eir
kno
wle
dge
of
the
loca
l en
viro
nm
ent,
an
d t
he
fact
th
at t
hey
p
rovi
de
the
con
tin
uit
y in
th
e o
ffic
e.
.
Th
e ap
pro
pri
ate
bal
ance
bet
wee
n n
atio
nal
an
d i
nte
rnat
ion
al s
taff
may
d
epen
d o
n t
he
po
litic
al c
on
tex
t o
f th
e sp
ecif
ic c
ou
ntr
y. A
“o
ne
size
fi
ts a
ll” a
pp
roac
h m
ay n
ot
be
app
rop
riat
e.
.
Pro
file
o
f n
atio
nal
ve
rsu
s in
tern
atio
nal
sta
ff b
y le
vel
for
each
re
gio
n
.
Off
ice
staf
fin
g p
lan
s
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Bal
ance
bet
wee
n n
atio
nal
an
d in
tern
atio
nal
sta
ff in
oth
er U
N a
nd
inte
rnat
ion
al o
rgan
izat
ion
s
Co
ncl
usi
on
s:
Th
e a
pp
rop
ria
te b
ala
nce
bet
wee
n n
ati
on
al
an
d i
nte
rna
tio
na
l st
aff
sh
ou
ld b
e a
dd
ress
ed t
hro
ugh
th
e St
aff
ing S
tra
tegy.
Ho
wev
er, it
m
ay
be
tha
t d
iffe
ren
t p
rofi
les
are
ap
pro
pri
ate
fo
r d
iffe
ren
t o
ffic
es,
dep
end
ing o
n t
he
po
liti
cal
con
tex
t a
nd
oth
er f
act
ors
sp
ecif
ic
to i
nd
ivid
ua
l co
un
try
off
ices
.
AN
NEX
ON
E SR
HR
21
Em
erge
nci
es
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e su
bje
ct o
f em
erge
nci
es w
as n
ot
par
ticu
larl
y p
rom
inen
t in
th
e fi
eld
vi
sits
, w
ith
th
e ex
cep
tio
n
of
on
e o
ffic
e th
at
has
si
gnif
ican
t ex
per
ien
ce i
n e
mer
gen
cies
an
d f
eels
co
mp
eten
t in
th
at a
rea.
Sta
ff a
re
len
t to
oth
er c
ou
ntr
ies
for
emer
gen
cies
(p
rim
arily
in
th
e re
gio
n,
bu
t al
so g
lob
ally
). I
n t
hat
off
ice
they
are
ab
le t
o f
ind
th
e ri
ght
peo
ple
d
uri
ng
and
aft
er t
he
emer
gen
cy t
o im
ple
men
t p
roje
cts.
.
Mo
st p
eop
le s
ent
to r
esp
on
d t
o a
n e
mer
gen
cy a
re j
un
ior
in l
evel
; th
ere
are
no
t en
ou
gh s
enio
r, e
xp
erie
nce
d p
eop
le s
ent,
peo
ple
wit
h
the
auth
ori
ty t
o m
ake
dec
isio
ns
abo
ut
larg
e n
um
ber
s o
f p
eop
le a
nd
la
rge
sum
s o
f m
on
ey.
.
PR
OM
S is
n
ot
‘po
rtab
le’,
and
th
eref
ore
ca
n
be
pro
ble
mat
ic
in
emer
gen
cies
fo
r au
tho
riza
tio
ns.
.
Inte
r-co
un
try
situ
atio
ns
are
incr
easi
ng,
th
e sy
stem
s ar
e n
ot
flex
ible
en
ou
gh t
o d
eal w
ith
sit
uat
ion
s o
ther
th
an s
tab
le c
ou
ntr
ies.
.
Fro
m
the
per
spec
tive
o
f o
ffer
ing
op
po
rtu
nit
ies
for
inte
rnat
ion
al
exp
erie
nce
, it
was
su
gges
ted
th
at e
mer
gen
cy r
ost
ers
sho
uld
in
clu
de
peo
ple
fro
m a
ll le
vels
, n
ot
just
IP
Os.
Th
ere
is n
o c
lear
po
licy
as t
o
wh
o w
ill b
e re
cru
ited
fo
r em
erge
nci
es,
fro
m w
hic
h c
ou
ntr
ies,
fro
m
wh
ich
lev
els.
It
was
su
gges
ted
th
at e
very
off
ice
sho
uld
hav
e at
lea
st 2
p
eop
le t
rain
ed in
em
erge
ncy
man
agem
ent,
th
eir
grad
e u
nim
po
rtan
t.
.
Th
e ru
les
are
no
t fl
exib
le e
no
ugh
wit
h r
egar
ds
to m
ain
tain
ing
po
sts
for
staf
f se
nt
on
em
erge
nci
es.
Th
is i
s a
det
erre
nt
for
enco
ura
gin
g st
aff
to s
up
po
rt e
mer
gen
cy o
per
atio
ns
(no
po
siti
on
is
guar
ante
ed w
hen
th
e em
erge
ncy
is o
ver)
.
.
Som
e o
ffic
es a
re l
oat
h t
o r
elea
se s
taff
fo
r em
erge
ncy
wo
rk b
ecau
se o
f th
e im
pac
t o
f th
e st
aff
mem
ber
’s a
bse
nce
on
th
e o
ffic
e.
.
Ru
les
&
pro
ced
ure
s ar
e n
ot
flex
ible
en
ou
gh
for
emer
gen
cy
situ
atio
ns/
war
to
rn c
ou
ntr
ies
(fo
r ex
amp
le,
the
nee
d t
o f
ind
3 b
idd
ers
for
a co
ntr
act
wit
h s
up
plie
rs)
AN
NEX
ON
E SR
HR
22
.
Th
e ti
me
to f
ill s
om
e IP
O p
ost
s in
em
erge
nci
es is
to
o lo
ng.
.
Ben
efit
s an
d
enti
tlem
ents
fo
r em
erge
nci
es
are
goo
d
in
term
s o
f h
ard
ship
allo
wan
ce,
R&
R t
rave
l, fa
mily
vis
its:
it
is m
ade
attr
acti
ve b
y ex
tra
enti
tlem
ents
. H
ow
ever
, th
ere
is n
ot
eno
ugh
HR
pre
sen
ce i
n
emer
gen
cies
, par
ticu
larl
y in
th
e ar
ea o
f st
ress
co
un
selin
g.
.
Nu
mb
er
and
b
reak
do
wn
o
f st
aff
dep
loye
d in
em
erge
ncy
sit
uat
ion
s
.
Nu
mb
er a
nd
bre
akd
ow
n o
f st
aff
on
em
erge
ncy
ro
ster
.
Ave
rage
len
gth
of
tim
e to
fill
IP
O
po
sts
in e
mer
gen
cies
.
Ave
rage
le
ngt
h
of
tim
e st
aff
are
dep
loye
d in
em
erge
ncy
sit
uat
ion
s
.
Leve
l of
trai
nin
g fo
r em
erge
nci
es
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Ave
rage
tim
e to
fill
po
sts
in e
mer
gen
cies
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Emer
gen
cy
resp
on
se
pro
cess
, in
clu
din
g d
evel
op
men
t an
d
mai
nte
nan
ce
of
rost
ers,
tr
ain
ing,
d
eplo
ymen
t p
roce
ss
and
p
roce
ss
for
re-
dep
loym
ent
afte
r an
em
erge
ncy
po
stin
g
Co
ncl
usi
on
s
Res
po
nd
ing t
o e
mer
gen
cies
is
an
im
po
rta
nt
elem
ent
of
UN
ICE
F’s
wo
rk. T
he
curr
ent
pro
cess
es f
or
emer
gen
cy r
esp
on
se a
re p
oo
rly
def
ined
, bu
rea
ucr
ati
c a
nd
la
ck f
lex
ibil
ity,
an
d d
o n
ot
sup
po
rt t
he
rap
id m
ob
iliz
ati
on
of
a q
ua
lifi
ed t
eam
of
pro
fess
ion
als
in
em
ergen
cy s
itu
ati
on
s.
AN
NEX
ON
E SR
HR
23
4)
Th
e re
cru
itm
ent
pro
cess
.
Th
e le
ngt
h o
f th
e p
roce
ss
.
Att
ract
ing
a go
od
po
ol o
f ap
plic
ants
.
Th
e q
ual
ity
of
ou
tco
mes
of
the
recr
uit
men
t p
roce
ss
.
Tra
nsp
aren
cy in
th
e p
roce
ss
.
Ro
les
and
res
po
nsi
bili
ties
wit
h r
esp
ect
to r
ecru
itm
ent
and
sel
ecti
on
.
Exec
uti
ve a
pp
oin
tmen
ts a
nd
“p
lace
men
t” o
f st
aff
.
Rec
ruit
men
t in
em
erge
nci
es
.
Enga
gem
ent
of
con
sult
ants
(SS
A p
roce
ss)
Th
e le
ngt
h o
f th
e pro
cess
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e ti
me
take
n t
o r
ecru
it i
s an
on
goin
g co
nce
rn.
.
Key
blo
ckag
es i
n t
he
pro
cess
ap
pea
r to
be
the
tim
e fo
r w
hic
h p
aper
s si
t o
n
des
ks
in
HQ
an
d
fiel
d
off
ices
, an
d
the
com
mit
tee
revi
ew
pro
cess
(SA
P a
nd
AP
C).
.
Th
e ti
me
to r
ecru
it p
ose
s si
gnif
ican
t p
rob
lem
s fo
r u
nit
s, w
hic
h n
eed
to
fill
po
siti
on
s in
a t
imel
y m
ann
er.
As
a re
sult
, o
nce
a s
elec
tio
n h
as
bee
n m
ade,
th
ey a
re k
een
to
get
th
e n
ew s
taff
mem
ber
in
to t
he
po
siti
on
as
qu
ickl
y as
po
ssib
le,
oft
en w
ith
ou
t al
low
ing
the
tim
e fo
r ap
pro
pri
ate
ori
enta
tio
n t
o t
he
po
siti
on
.
.
Ph
ase
II o
f SA
P is
u
nd
erw
ay. W
hile
th
is
will
hel
p t
o s
trea
mlin
e th
e p
roce
ss
adm
inis
trat
ivel
y, a
n
um
ber
of
pro
cess
is
sues
nee
d t
o b
e re
solv
ed if
th
e b
ott
len
ecks
an
d t
ime
del
ays
are
to b
e el
imin
ated
.
431
IPO
rec
ruit
men
ts in
200
5
.
Fro
m d
ata
pro
vid
ed b
y D
HR
, th
e av
erag
e ti
me
to
recr
uit
w
as
app
rox
imat
ely
156
day
s,
or
5 m
on
ths
AN
NEX
ON
E SR
HR
24
.
Th
e le
ngt
h
of
the
recr
uit
men
t p
roce
ss
also
m
ean
s th
at
goo
d
can
did
ates
may
po
ten
tial
ly b
e lo
st b
ecau
se t
hey
fin
d o
ther
po
siti
on
s w
hile
wai
tin
g fo
r a
resp
on
se f
rom
UN
ICEF
, o
r ar
e p
ut
off
by
the
bu
reau
crac
y o
f th
e U
NIC
EF p
roce
ss.
Th
is i
s ex
acer
bat
ed b
y th
e la
ck
of
com
mu
nic
atio
n t
hro
ugh
ou
t th
e p
roce
ss.
As
on
e fo
rmer
ap
plic
ant
said
, “t
he
sile
nce
is
extr
aord
ina
ry”,
oft
en f
or
man
y m
on
ths.
.
Th
e cu
rren
t p
roce
ss i
s “o
ne
size
fit
s al
l”.
Th
e o
rgan
izat
ion
has
no
t to
d
ate
con
sid
ered
th
e ap
pro
pri
aten
ess
of
dif
fere
nt
leve
ls o
f in
vest
men
t in
re
cru
itm
ent
and
se
lect
ion
ac
cord
ing
to
the
po
siti
on
, ty
pe
of
con
trac
t et
c.
.
Man
ager
s so
met
imes
mak
e u
se o
f SS
As
to c
ircu
mve
nt
the
len
gth
y re
cru
itm
ent
and
sel
ecti
on
pro
cess
.
Bre
akd
ow
n o
f ti
me
by
step
s in
th
e p
roce
ss
.
Nu
mb
er
of
can
did
ates
th
at
turn
d
ow
n o
ffer
s o
f ap
po
intm
ent,
an
d,
if p
oss
ible
, q
ual
itat
ive
info
rmat
ion
o
n t
hei
r re
aso
ns
for
do
ing
so
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Ave
rage
tim
e to
rec
ruit
in o
ther
UN
an
d n
on
-UN
org
aniz
atio
ns
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Key
ste
ps
in r
ecru
itm
ent
pro
cess
.
Pro
cess
fo
r au
dit
ing
app
licat
ion
of
pro
cess
Co
ncl
usi
on
s:
Alt
ho
ugh
SA
P w
ill
stre
am
lin
e th
e re
cru
itm
ent
pro
cess
ad
min
istr
ati
vely
, th
e o
rga
niz
ati
on
nee
ds
to m
ak
e so
me
key
dec
isio
ns
on
ro
les,
res
po
nsi
bil
itie
s a
nd
dec
isio
n-m
ak
ing t
o r
edu
ce t
he
len
gth
of
the
pro
cess
, in
clu
din
g t
he
valu
e-a
dd
of
the
2-l
evel
co
mm
itte
e p
roce
ss. U
nle
ss i
t d
oes
so
, th
e le
ngth
of
the
pro
cess
wil
l co
nti
nu
e to
im
pa
ct o
n b
oth
th
e a
bil
ity
of
ma
na
ger
s to
ma
na
ge
thei
r u
nit
s,
wit
h len
gth
y ga
ps
bet
wee
n s
taff
mem
ber
s, a
nd
on
th
e o
rga
niz
ati
on
’s a
bil
ity
to r
ecru
it q
ua
lity
ex
tern
al
can
did
ate
s.
AN
NEX
ON
E SR
HR
25
Att
ract
ing
a g
ood p
ool of
appli
can
ts
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
22%
of
IPO
rec
ruit
men
ts i
n 2
005
w
ere
exte
rnal
.
To
dat
e th
e o
rgan
izat
ion
has
fo
cuse
d l
ittl
e at
ten
tio
n o
n r
elat
ion
ship
s w
ith
o
uts
ide
org
aniz
atio
ns
fro
m
wh
ich
to
at
trac
t h
igh
ca
libre
ca
nd
idat
es.
Th
e o
rgan
izat
ion
is
“…fi
shin
g in
th
e sa
me
pon
d a
ll t
he
tim
e, a
nd i
t’s
not
a b
ig p
on
d”.
.
Th
e ab
ility
to
at
trac
t a
suit
able
p
oo
l o
f ap
plic
ants
fo
r n
atio
nal
p
osi
tio
ns
can
va
ry
wid
ely
dep
end
ing
on
th
e co
un
try
in q
ues
tio
n.
Fact
ors
su
ch a
s th
e q
ual
ity
of
the
edu
cati
on
sys
tem
, co
mp
etit
ion
wit
h
oth
er
agen
cies
an
d
the
attr
acti
ven
ess
of
wo
rkin
g fo
r th
e n
atio
nal
go
vern
men
t al
l in
flu
ence
th
e ab
ility
to
at
trac
t p
eop
le
wit
h
the
req
uis
ite
leve
l of
skill
s an
d e
xp
erie
nce
.
.
For
cert
ain
po
siti
on
s an
d i
n c
erta
in l
oca
tio
ns,
in
sp
ite
of
the
pro
file
of
UN
ICEF
it
can
be
extr
emel
y d
iffi
cult
to
att
ract
su
itab
le c
and
idat
es.
Op
erat
ion
s O
ffic
er
po
siti
on
s ca
n
be
par
ticu
larl
y d
iffi
cult
to
fi
ll in
ce
rtai
n c
ou
ntr
ies.
To
dat
e D
HR
has
bee
n s
een
to
pro
vid
e lit
tle
in t
he
way
of
advi
ce o
r su
pp
ort
to
ass
ist
in f
illin
g d
iffi
cult
po
sts.
.
Th
ere
is
still
co
nsi
der
able
d
ebat
e ab
ou
t th
e ap
pro
pri
ate
bal
ance
b
etw
een
see
kin
g ex
tern
al c
and
idat
es t
o b
rin
g in
new
per
spec
tive
s an
d
idea
s,
and
ap
po
inti
ng
inte
rnal
ca
nd
idat
es
to
ensu
re
the
pro
gres
sio
n
of
inst
itu
tio
nal
kn
ow
led
ge
and
to
al
low
fo
r ca
reer
p
rogr
essi
on
of
exis
tin
g U
NIC
EF s
taff
.
.
Th
e o
rgan
izat
ion
sh
ou
ld b
e p
rep
ared
to
mak
e u
se o
f h
ead
hu
nte
rs t
o
seek
ou
t q
ual
ity
app
lican
ts f
or
par
ticu
lar
hig
h v
alu
e p
osi
tio
ns
in t
he
org
aniz
atio
n
.
Exte
nt
of
use
of
hea
dh
un
ters
.
Loca
tio
n o
f ad
vert
isem
ents
.
Exis
tin
g lia
iso
ns
wit
h
inst
itu
tio
ns
for
recr
uit
men
t p
urp
ose
s
AN
NEX
ON
E SR
HR
26
Po
ssib
le b
ench
mar
kin
g d
ata:
.
% o
f in
tern
al v
ersu
s ex
tern
al a
pp
oin
tmen
ts (
for
po
siti
on
s o
f d
iffe
ren
t le
vels
)
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
in r
ecru
itm
ent
ph
ase
(dev
elo
pm
ent
of
recr
uit
men
t d
ocu
men
tati
on
, wh
ere
to p
lace
ad
s et
c..)
.
Use
of
hea
dh
un
ters
.
Use
of
net
wo
rks
for
attr
acti
ng
app
lican
ts
Co
ncl
usi
on
s
In d
evel
op
ing i
ts s
taff
ing s
tra
tegy
the
org
an
iza
tio
n n
eed
s to
ma
ke
an
in
form
ed d
ecis
ion
abo
ut
the
ba
lan
ce i
t se
eks
to a
chie
ve
bet
wee
n i
nte
rna
l a
nd
ex
tern
al
can
did
ate
s. I
t a
lso
nee
ds
to b
eco
me
far
mo
re s
tra
tegic
in
ter
ms
of
att
ract
ing
a q
ua
lity
po
ol
of
ap
pli
can
ts,
incl
ud
ing t
hro
ugh
rel
ati
on
ship
s w
ith
po
ten
tia
l so
urc
es o
f a
pp
lica
nts
, st
rate
gic
an
d t
arg
eted
ad
vert
isin
g o
f p
osi
tio
ns,
a
nd
th
e u
se o
f h
ead
hu
nte
rs.
DH
R sh
ou
ld b
e a
ble
to
p
rovi
de
the
pro
fess
ion
al
ad
vice
a
nd
ex
per
tise
n
eed
ed to
d
evel
op
a
n
ap
pro
pri
ate
rec
ruit
men
t st
rate
gy.
AN
NEX
ON
E SR
HR
27
Th
e qu
ali
ty o
f ou
tcom
es o
f th
e re
cru
itm
ent
pro
cess
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
is a
per
cep
tio
n t
hat
th
e re
cru
itm
ent
pro
cess
em
ph
asiz
es f
orm
o
ver
sub
stan
ce.
Th
ere
are
man
y ch
ecks
an
d b
alan
ces
to e
nsu
re t
hat
d
ue
pro
cess
has
bee
n f
ollo
wed
, b
ut
a co
nce
rn t
hat
th
e p
roce
ss d
oes
n
ot
nec
essa
rily
su
pp
ort
fin
din
g th
e b
est
can
did
ate
for
the
po
st.
“Now
w
e h
ave
th
e w
ors
t of
all w
orl
ds
– a
pro
cess
wh
ich
ta
kes
fore
ver
bu
t does
n’t n
eces
sari
ly g
ive
us
the
bes
t ou
tcom
e”.
.
Wh
ile
sign
ific
ant
imp
rove
men
ts
hav
e b
een
m
ade
(e.g
. th
e in
tro
du
ctio
n o
f co
mp
eten
cy-b
ased
in
terv
iew
s, t
he
use
of
com
par
ativ
e ch
arts
b
y p
anel
m
emb
ers)
, th
e p
roce
ss
is
still
ve
ry
relia
nt
on
su
bje
ctiv
e ju
dgm
ents
. T
he
use
of
com
pet
ency
-bas
ed i
nte
rvie
ws
is s
till
no
t w
ell
un
der
sto
od
acr
oss
th
e o
rgan
izat
ion
, an
d n
ot
fully
in
tegr
ated
in
to
recr
uit
men
t p
roce
sses
. W
her
e co
mp
eten
cy
bas
ed
inte
rvie
ws
hav
e b
een
use
d,
peo
ple
rep
ort
ed a
n i
mp
rove
men
t in
th
e o
utc
om
es o
f th
e se
lect
ion
pro
cess
. T
her
e is
als
o a
co
nce
rn,
ho
wev
er,
that
a f
ocu
s o
n c
om
pet
enci
es d
oes
no
t re
cogn
ize
the
imp
ort
ance
of
“fit
” w
ith
in a
te
am,
and
it
is
n
ot
clea
r h
ow
th
e co
mp
eten
cy-b
ased
re
cru
itm
ent
pro
cess
cap
ture
s th
is.
.
Th
ere
are
area
s w
hic
h c
ou
ld b
e m
ore
sys
tem
atis
ed a
nd
co
nsi
sten
tly
app
lied
, su
ch a
s th
e p
roce
ss f
or
chec
kin
g re
fere
nce
s, a
nd
th
e u
se o
f te
stin
g.
.
Sele
ctio
n o
f su
per
viso
rs a
nd
man
ager
s is
per
ceiv
ed t
o b
e a
par
ticu
lar
pro
ble
m.
Th
e o
rgan
izat
ion
see
ms
to b
e b
ette
r at
ass
essi
ng
tech
nic
al
com
pet
enci
es
than
su
per
viso
ry
or
man
ager
ial
com
pet
ence
. In
p
arti
cula
r th
ere
nee
ds
to
be
bet
ter
scre
enin
g o
f co
un
try
rep
rese
nta
tive
s.
.
Pro
ble
ms
wit
h t
he
pro
cess
are
ex
acer
bat
ed b
y th
e la
ck o
f tr
ain
ing
and
co
mp
eten
ce i
n r
ecru
itm
ent
and
sel
ecti
on
of
the
peo
ple
in
volv
ed i
n
the
pro
cess
(se
e b
elo
w).
.
Th
e ed
uca
tio
n l
evel
of
GS
staf
f is
hig
hly
in
flu
ence
d b
y th
e ed
uca
tio
n
avai
lab
le
in
the
cou
ntr
y o
f p
rogr
amm
e o
per
atio
ns.
T
he
stan
dar
d
req
uir
ed f
or
GS
po
siti
on
s is
hig
h s
cho
ol.
Th
is r
aise
s th
e q
ues
tio
n o
f w
het
her
th
e o
rgan
izat
ion
sh
ou
ld
sele
ct
peo
ple
w
ho
m
eet
the
min
imu
m s
tan
dar
d r
equ
ired
, o
r h
ire
“th
e b
est”
, w
ho
may
be
seen
to
Th
e o
rgan
izat
ion
has
re
cen
tly
intr
od
uce
d
com
pet
ency
bas
ed p
rofi
le
and
inte
rvie
win
g.
AN
NEX
ON
E SR
HR
28
be
ove
r q
ual
ifie
d f
or
the
po
siti
on
.
.
Th
ere
is
a te
nsi
on
b
etw
een
h
irin
g th
e b
est
per
son
, an
d
mee
tin
g re
qu
irem
ents
in
ter
ms
of
pre
fere
nce
s. S
om
etim
es i
t is
un
clea
r if
th
e o
rgan
izat
ion
wan
ts t
o h
ire
the
bes
t p
erso
nal
, o
r to
hir
e so
meo
ne
wh
o
fits
a p
arti
cula
r p
rofi
le,
mak
ing
it v
ery
dif
ficu
lt f
or
tho
se i
nvo
lved
in
th
e se
lect
ion
pro
cess
.
.
Per
form
ance
is
sues
w
hic
h
hav
e ar
isen
w
ith
in
12
mo
nth
s o
f an
ap
po
intm
ent
.
%
of
sele
ctio
ns
bas
ed
on
co
mp
eten
cy-b
ased
inte
rvie
win
g
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
in s
elec
tio
n p
has
e (s
ho
rt li
stin
g, in
terv
iew
pro
cess
, use
of
test
ing,
dec
isio
n-m
akin
g p
roce
sses
)
Co
ncl
usi
on
s:
In l
oo
kin
g a
t it
s re
cru
itm
ent
pro
cess
th
e o
rga
niz
ati
on
nee
ds
to f
ocu
s n
ot
on
ly o
n t
he
con
sist
ency
of
the
pro
cess
, bu
t m
ore
im
po
rta
ntl
y o
n t
he
ou
tco
mes
of
the
pro
cess
. Th
is w
ill n
eed
to
go
bey
on
d t
he
step
s in
th
e p
roce
ss i
tsel
f, a
nd
en
com
pa
ss
.
Th
e q
ua
lity
of
the
recr
uit
men
t d
ocu
men
tati
on
.
Th
e st
rate
gy
for
att
ract
ing a
su
ita
ble
po
ol
of
ap
pli
can
ts
.
Th
e to
ols
use
d t
o s
up
po
rt t
he
sele
ctio
n p
roce
ss
.
Th
e sk
ills
of
tho
se i
nvo
lved
in
th
e p
roce
ss
.
Th
e d
ecis
ion
-ma
kin
g a
nd
au
dit
ste
ps
in t
he
pro
cess
AN
NEX
ON
E SR
HR
29
Tra
nsp
are
ncy
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
is a
per
cep
tio
n t
hat
, in
man
y ca
ses,
su
cces
sfu
l ca
nd
idat
es a
re
“pre
-ch
ose
n”,
an
d t
hat
th
e o
rgan
izat
ion
go
es t
hro
ugh
th
e m
oti
on
s o
f th
e p
roce
ss t
o g
ive
a p
erce
pti
on
of
fair
dec
isio
n-m
akin
g. I
n s
pit
e o
f al
l th
e p
roce
ss c
hec
ks a
nd
bal
ance
s, i
t is
sti
ll re
lati
vely
eas
y fo
r m
anag
ers
and
/or
DH
R t
o m
anip
ula
te t
he
pro
cess
to
en
sure
th
at a
par
ticu
lar
ind
ivid
ual
is
sele
cted
fo
r th
e p
osi
tio
n.
A f
ew s
taff
fel
t th
e w
ho
le
pro
cess
was
so
tai
nte
d t
hat
all
recr
uit
men
t sh
ou
ld b
e o
uts
ou
rced
to
av
oid
issu
es o
f in
tern
al b
ias
and
po
litic
al in
terf
eren
ce.
.
In s
om
e p
lace
s th
e re
pu
tati
on
fo
r n
epo
tism
(o
r lo
oki
ng
afte
r o
ne’
s o
wn
) in
UN
ICEF
is
so s
tro
ng
that
is
said
to
in
flu
ence
bo
th l
oca
l an
d
inte
rnat
ion
al s
taff
to
no
t b
oth
er t
o a
pp
ly “
if y
ou
don
’t k
now
som
eon
e in
side”
.
.
A
nu
mb
er
of
staf
f ac
kno
wle
dge
d
the
nee
d
for
man
ager
s to
h
ave
flex
ibili
ty i
n m
akin
g ap
po
intm
ents
. H
ow
ever
, th
is n
eed
s to
be
do
ne
in
a tr
ansp
aren
t m
ann
er.
Th
eir
big
gest
co
nce
rn
was
th
e ap
par
ent
dis
con
nec
t an
d
lack
o
f tr
ansp
aren
cy
bet
wee
n
the
len
gth
y,
bu
reau
crat
ic
pro
cess
w
ith
m
any
chec
ks
and
b
alan
ces,
an
d
the
pre
det
erm
ined
ou
tco
me.
Th
e re
cen
t in
tro
du
ctio
n o
f co
mp
eten
cy-b
ased
pro
filin
g an
d in
terv
iew
ing
is a
n
atte
mp
t to
go
so
me
way
to
war
ds
mak
ing
the
pro
cess
mo
re t
ran
spar
ent
and
ob
ject
ive
Co
ncl
usi
on
s:
Tra
nsp
are
ncy
is
key
to
th
e cr
edib
ilit
y o
f re
cru
itm
ent
an
d s
elec
tio
n d
ecis
ion
s. T
her
e m
ay
be
inst
an
ces
wh
ere
exce
pti
on
s to
th
e st
an
da
rd p
roce
ss a
re a
pp
rop
ria
te, b
ut
the
ap
pli
cati
on
of
thes
e ex
cep
tio
ns
sho
uld
be
tra
nsp
are
nt,
an
d s
ho
uld
be
clea
rly
lin
ked
to
a
n a
rtic
ula
ted
sta
ffin
g a
nd
su
cces
sio
n p
lan
nin
g s
tra
tegy.
AN
NEX
ON
E SR
HR
30
Tools
an
d s
kil
ls i
n r
ecru
itm
ent
an
d s
elec
tion
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Imp
rove
men
ts h
ave
bee
n m
ade
in t
he
use
of
too
ls t
o s
up
po
rt t
he
recr
uit
men
t p
roce
ss a
nd
im
pro
ve t
he
leve
l o
f o
bje
ctiv
ity.
Th
e u
se o
f co
mp
eten
cies
in
th
e p
rofi
le a
nd
co
mp
eten
cy-b
ased
in
terv
iew
s is
a
sign
ific
ant
imp
rove
men
t, a
nd
th
ere
is i
ncr
easi
ng
use
of
vari
ou
s fo
rms
of
test
ing
in t
he
sele
ctio
n p
roce
ss.
Th
e u
se o
f a
com
par
ativ
e ch
art
by
pan
el m
emb
ers
sup
po
rts
the
asse
ssm
ent
of
can
did
ates
by
com
mo
n
crit
eria
.
.
Ho
wev
er,
the
use
of
too
ls s
uch
as
test
s is
ad h
oc,
an
d t
o d
ate
ther
e h
as b
een
no
use
of
form
al a
sses
smen
t ce
ntr
es.
Th
ere
is n
o c
entr
al
sup
po
rt t
o p
rovi
de
pro
fess
ion
al a
dvi
ce a
s to
th
e m
ost
ap
pro
pri
ate
too
ls t
o u
se in
an
y p
arti
cula
r re
cru
itm
ent
pro
cess
.
.
Th
ere
is a
lac
k o
f sk
ills
in r
ecru
itm
ent
and
sel
ecti
on
, b
oth
in
DH
R a
nd
at
th
e le
vel
of
man
ager
s. A
nu
mb
er o
f m
anag
ers
feel
th
ey s
ho
uld
be
trai
ned
to
mak
e b
ette
r u
se o
f th
e to
ols
ava
ilab
le a
nd
to
im
pro
ve t
hei
r sk
ills
in in
terv
iew
ing.
.
DH
R i
s n
ot
per
ceiv
ed t
o h
ave
a h
igh
lev
el o
f p
rofe
ssio
nal
ski
lls i
n
recr
uit
men
t an
d s
elec
tio
n. T
his
is p
arti
cula
rly
pro
ble
mat
ic in
th
e sh
ort
lis
tin
g p
has
e, w
her
e m
anag
ers
are
hea
vily
rel
ian
t o
n D
HR
, b
ut
do
no
t n
eces
sari
ly
hav
e co
nfi
den
ce
that
th
ey
hav
e th
e sk
ills
to
mak
e in
form
ed d
ecis
ion
s ab
ou
t w
ho
to
in
clu
de
in o
r ex
clu
de
fro
m t
he
sho
rt
list.
It
also
mea
ns
they
do
no
t fe
el c
on
fid
ent
that
DH
R i
s in
a p
osi
tio
n
to o
ffer
th
em q
ual
ity
advi
ce o
n t
he
app
rop
riat
e st
rate
gy t
o a
do
pt
wit
h
resp
ect
to a
ny
par
ticu
lar
recr
uit
men
t p
roce
ss o
r p
rob
lem
.
.
Th
e o
rgan
izat
ion
h
as
no
t to
d
ate
ou
tso
urc
ed
any
par
t o
f it
s re
cru
itm
ent
and
sel
ecti
on
pro
cess
. T
his
is
som
eth
ing
wh
ich
sh
ou
ld a
t le
ast
be
con
sid
ered
, b
oth
in
ter
ms
of
cost
an
d i
n t
erm
s o
f p
rofe
ssio
nal
ex
per
tise
.
DH
R h
as c
reat
ed a
new
u
nit
fo
r re
cru
itm
ent
and
sta
ffin
g se
lect
ion
.
.
$500
,000
has
bee
n
req
ues
ted
in t
he
bu
dge
t fo
r 20
06 t
o
dev
elo
p a
n a
sses
smen
t ce
ntr
e ap
pro
ach
to
su
cces
sio
n
man
agem
ent
and
se
lect
ion
of
mid
an
d
sen
ior
leve
l man
ager
s
.
Tra
inin
g av
aila
ble
in
te
rms
of
recr
uit
men
t an
d s
elec
tio
n
.
Nu
mb
er o
f D
HR
sta
ff i
nvo
lved
in
re
cru
itm
ent
and
se
lect
ion
w
ho
h
ave
had
p
rofe
ssio
nal
tr
ain
ing
in
this
fie
ld
.
%
of
no
n-D
HR
st
aff
invo
lved
in
R
&S
wh
o
hav
e re
ceiv
ed
form
al
trai
nin
g
.
Exte
nt
to w
hic
h f
orm
al e
valu
atio
n
too
ls
are
curr
entl
y u
sed
in
R
&S
pro
cess
AN
NEX
ON
E SR
HR
31
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
To
ols
an
d t
ech
niq
ues
use
d in
rec
ruit
men
t an
d s
elec
tio
n
.
Use
of
asse
ssm
ent
cen
tres
.
Tra
inin
g o
f th
ose
invo
lved
in t
he
recr
uit
men
t an
d s
elec
tio
n p
roce
ss
Co
ncl
usi
on
s
Att
emp
ts h
ave
bee
n m
ad
e to
in
tro
du
ce m
ore
obje
ctiv
e to
ols
to
su
pp
ort
th
e re
cru
itm
ent
an
d s
elec
tio
n p
roce
ss.
Ho
wev
er,
thes
e a
re
bei
ng i
ntr
od
uce
d i
n a
n a
d h
oc
wa
y, b
y p
eop
le w
ho
ha
ve l
ittl
e o
r n
o t
rain
ing i
n t
he
fiel
d. T
her
e is
a s
ign
ific
an
t ro
le f
or
DH
R t
o p
lay
in d
evel
op
ing a
su
ite
of
too
ls a
nd
tes
ts w
hic
h c
an
be
use
d a
s p
art
of
the
recr
uit
men
t a
nd
sel
ecti
on
pro
cess
, a
nd
to
ass
ist
ma
na
ger
s to
des
ign
th
e m
ost
ap
pro
pri
ate
rec
ruit
men
t st
rate
gy
for
an
y p
art
icu
lar
po
siti
on
, se
lect
ing t
he
mo
st a
pp
rop
ria
te t
oo
ls
an
d t
ech
niq
ues
to
su
pp
ort
th
e re
cru
itm
ent
an
d s
elec
tio
n p
roce
ss f
or
the
po
siti
on
in
qu
esti
on
.
Role
s a
nd r
espon
sibil
itie
s w
ith
res
pec
t to
rec
ruit
men
t a
nd
sel
ecti
on
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
is a
lack
of
clar
ity
of
role
s an
d r
esp
on
sib
iliti
es i
n t
he
pro
cess
fo
r th
e se
lect
ion
of
inte
rnat
ion
al o
ffic
ers
bet
wee
n
the
cou
ntr
y o
ffic
e,
regi
on
al o
ffic
e an
d D
HR
.
.
Th
ere
are
man
y le
vels
o
f d
ecis
ion
-mak
ing
in
the
pro
cess
, le
avin
g m
anag
ers
in t
he
fiel
d (
cou
ntr
y an
d r
egio
nal
) fe
elin
g fr
ust
rate
d a
bo
ut
thei
r la
ck o
f in
flu
ence
ove
r re
cru
itm
ent
of
the
staf
f fo
r th
eir
off
ice.
.
Man
y w
ou
ld l
ike
to s
ee D
HR
tak
ing
a m
ore
pro
fess
ion
al r
ole
in
th
e p
roce
ss,
advi
sin
g o
n t
he
recr
uit
men
t st
rate
gy f
or
a p
arti
cula
r p
osi
tio
n,
and
ad
din
g p
rofe
ssio
nal
val
ue
to t
he
sele
ctio
n d
ecis
ion
.
.
Th
e re
gio
nal
HR
Off
icer
s sh
ou
ld a
lso
hav
e m
ore
in
volv
emen
t in
th
e p
roce
ss,
bu
t w
ith
a
clea
rly
def
ined
ro
le
wh
ich
re
cogn
izes
th
e p
rofe
ssio
nal
val
ue
that
th
ey c
an b
rin
g to
th
e p
roce
ss.
Th
e im
ple
men
tati
on
of
the
new
SA
P s
yste
m w
ill
pro
vid
e m
ore
cla
rity
in
term
s o
f re
spec
tive
ro
les
in
the
pro
cess
.
.
In 2
005
, 12
6 c
ases
wer
e re
view
ed
by
the
AP
C.
Of
thes
e, o
nly
5 w
ere
no
t ap
pro
ved
.
AN
NEX
ON
E SR
HR
32
.
Th
e ro
le o
f th
e SA
P a
nd
AP
C a
re u
ncl
ear.
Th
ey a
dd
sig
nif
ican
tly
to t
he
len
gth
of
the
pro
cess
, an
d a
re v
ery
tim
e co
nsu
min
g fo
r p
arti
cip
ants
, b
ut
are
seen
to
ad
d v
ery
littl
e to
th
e o
utc
om
e in
ter
ms
of
the
qu
alit
y o
f th
e se
lect
ion
. W
hile
h
avin
g a
mec
han
ism
to
en
sure
th
at
du
e p
roce
ss i
s fo
llow
ed i
s re
gard
ed a
s im
po
rtan
t, t
he
com
mit
tee
pro
cess
, an
d i
n p
arti
cula
r th
e in
volv
emen
t o
f tw
o c
om
mit
tees
oft
en a
t m
ore
th
an o
ne
leve
l, is
no
t n
eces
sari
ly r
egar
ded
as
the
mo
st a
pp
rop
riat
e m
ean
s o
f ac
hie
vin
g th
is.
.
Som
e p
eop
le t
hat
sh
ou
ld b
e in
volv
ed i
n t
he
pro
cess
are
no
t in
volv
ed.
e.g.
RH
RO
s
.
In s
om
e co
un
try
off
ices
th
e in
volv
emen
t o
f a
nat
ion
al o
ffic
er (
HR
O
ffic
er/A
ssis
tan
t) i
n t
he
sele
ctio
n o
f n
atio
nal
sta
ff i
s p
erce
ived
to
be
a p
rob
lem
, giv
en is
sues
of
regi
on
al o
r tr
ibal
alle
gian
ces.
.
Th
ere
was
a
sugg
esti
on
fr
om
so
me
that
th
e o
rgan
izat
ion
sh
ou
ld
con
sid
er
mak
ing
mo
re
use
o
f ex
tern
al
pro
fess
ion
al
recr
uit
men
t ex
per
tise
. Sp
ecif
ic e
xam
ple
s in
clu
de
the
use
of
hea
dh
un
ters
, an
d t
he
po
ssib
le
ou
tso
urc
ing
of
the
sho
rt-li
stin
g p
roce
ss,
par
ticu
larl
y fo
r p
osi
tio
ns
wh
ere
man
y h
un
dre
ds
of
app
licat
ion
s ar
e re
ceiv
ed.
.
Ref
eren
ce c
hec
kin
g in
ho
use
do
es n
ot
seem
to
be
con
sist
entl
y u
sed
, an
d e
xam
ple
s w
ere
cite
d w
her
e th
e p
rovi
sio
n o
f a
goo
d r
efer
ence
w
as u
sed
as
a m
ech
anis
m t
o “
pas
s o
n”
a p
oo
rly
per
form
ing
staf
f m
emb
er t
o a
no
ther
are
a, o
r w
her
e a
pro
mo
tio
n w
as o
ffer
ed b
y D
HR
an
d t
he
man
agem
ent
in t
he
off
ice
had
no
t b
een
co
nsu
lted
.
.
Ave
rage
ti
me
in
the
pro
cess
fo
r SA
P/A
PC
.
% o
f co
st p
er g
rad
e o
f th
e cu
rren
t re
cru
itm
ent
pro
cess
(G
, P, D
etc
)
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Co
st o
f th
e re
cru
itm
ent
and
sel
ecti
on
pro
cess
fo
r p
osi
tio
ns
of
dif
fere
nt
grad
es
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Div
isio
n o
f ro
les
and
res
po
nsi
bili
ties
in t
he
recr
uit
men
t an
d s
elec
tio
n p
roce
ss
.
Use
of
com
mit
tees
or
oth
er m
ech
anis
ms
to a
ud
it t
he
pro
cess
AN
NEX
ON
E SR
HR
33
Co
ncl
usi
on
s
Wh
ile
the
seco
nd
ph
ase
of
SAP
wil
l p
rovi
de
mo
re c
lari
ty i
n t
erm
s o
f ro
les
an
d r
esp
on
sibil
itie
s, t
her
e w
ill
be
litt
le i
mp
rove
men
t u
nle
ss t
her
e is
a f
un
da
men
tal
re-t
hin
k o
f le
vels
of
del
ega
tio
n a
nd
acc
ou
nta
bil
ity,
bo
th i
n t
erm
s o
f H
Q v
ersu
s th
e fi
eld
, an
d i
n t
erm
s o
f th
e le
vel
of
au
tho
rity
giv
en t
o m
an
ager
s in
th
e fi
eld
, bef
ore
th
e n
ew s
yste
m i
s d
esig
ned
an
d i
mp
lem
ente
d.
Bo
th D
HR
an
d t
he
regio
na
l o
ffic
es n
eed
to
re-
thin
k t
hei
r ro
le i
n t
he
recr
uit
men
t a
nd
sel
ecti
on
pro
cess
. T
her
e is
a s
ign
ific
an
t o
pp
ort
un
ity
for
them
to
ad
d v
alu
e to
th
e p
roce
ss f
rom
a p
rofe
ssio
na
l ra
ther
th
an
an
ad
min
istr
ati
ve p
ersp
ecti
ve,
ad
visi
ng o
n t
he
ap
pro
pri
ate
str
ate
gy
for
an
y p
art
icu
lar
po
siti
on
, an
d p
rovi
din
g p
rofe
ssio
na
l ra
ther
th
an
ad
min
istr
ati
ve i
np
ut
at
each
ste
p i
n t
he
pro
cess
Exe
cuti
ve a
ppoin
tmen
ts a
nd “
pla
cem
ent”
of
sta
ff
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
29 i
nte
rnat
ion
al p
osi
tio
ns
in 2
005
wer
e fi
lled
th
rou
gh
exec
uti
ve
app
oin
tmen
t
.
158
po
siti
on
s w
ere
fille
d
as
emer
gen
cy d
ecis
ion
s
.
95
po
siti
on
s w
ere
fille
d
on
th
e ap
pro
val o
f th
e D
irec
tor
of
DH
R
.
114
po
siti
on
s w
ere
fille
d t
hro
ugh
ap
pro
val b
y th
e A
PC
.
34
po
siti
on
s w
ere
fille
d
thro
ugh
ap
pro
val b
y th
e SS
R
.
Th
e si
gnif
ican
t n
um
ber
of
exec
uti
ve a
pp
oin
tmen
ts m
ade
ove
r re
cen
t ye
ars
has
cau
sed
pro
ble
ms
bo
th f
or
the
org
aniz
atio
n,
and
fo
r th
e p
eop
le
app
oin
ted
th
rou
gh
this
p
roce
ss.
For
the
org
aniz
atio
n,
the
pro
cess
do
es n
ot
nec
essa
rily
lea
d t
o t
he
mo
st a
pp
rop
riat
e p
erso
n
bei
ng
pla
ced
in
th
e p
osi
tio
n.
For
the
ind
ivid
ual
co
nce
rned
, th
ey o
ften
fa
ce i
ssu
es i
n t
erm
s o
f cr
edib
ility
an
d r
esp
ect
fro
m t
he
staf
f w
ith
in t
he
un
it t
o w
hic
h t
hey
are
ap
po
inte
d,
and
th
ey h
ave
to w
ork
ex
trem
ely
har
d t
o g
ain
th
e re
cogn
itio
n a
nd
res
pec
t o
f th
eir
colle
agu
es.
.
Th
ere
are,
ho
wev
er,
inst
ance
s in
wh
ich
th
e ra
pid
rel
oca
tio
n o
f a
staf
f m
emb
er i
s im
per
ativ
e, f
or
issu
es o
f h
ealt
h,
per
son
al s
afet
y o
r o
ther
re
aso
ns
wh
ich
may
nee
d t
o r
emai
n c
on
fid
enti
al.
Th
e o
rgan
izat
ion
n
eed
s to
mai
nta
in t
he
flex
ibili
ty t
o r
esp
on
d r
apid
ly t
o s
uch
iss
ues
, b
ut
thro
ugh
a t
ran
spar
ent
pro
cess
.
.
“Pla
cem
ent”
of
staf
f is
see
n t
o b
e ex
trem
ely
pro
ble
mat
ic.
Man
ager
s fe
el t
hat
th
ey a
re s
om
etim
es p
ress
ure
d b
y D
HR
to
tak
e a
staf
f m
emb
er
wh
o h
as h
ad p
erfo
rman
ce p
rob
lem
s in
a f
orm
er r
ole
. If
th
ey a
ccep
t th
e st
aff
mem
ber
an
d
hav
e su
bse
qu
ent
per
form
ance
p
rob
lem
s,
it
bec
om
es t
hei
r is
sue,
an
d t
hey
rec
eive
lit
tle
or
no
su
pp
ort
fro
m D
HR
in
han
dlin
g th
e si
tuat
ion
.
AN
NEX
ON
E SR
HR
34
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Mec
han
ism
s fo
r h
and
ling
pla
cem
ent
of
staf
f o
uts
ide
the
stan
dar
d r
ecru
itm
ent
and
sel
ecti
on
pro
cess
Co
ncl
usi
on
s:
Th
ere
ma
y be
inst
an
ces
wh
ere
exec
uti
ve d
ecis
ion
s n
eed
to
be
ma
de
wit
h r
esp
ect
to t
he
mo
vem
ent
of
sta
ff. H
ow
ever
, th
ese
nee
d t
o
be
kep
t to
a m
inim
um
, ma
de
on
ly i
n s
itu
ati
on
s o
f cl
ear
nee
d o
r st
rate
gic
ali
gn
men
t, a
nd
ma
de
tra
nsp
are
ntl
y.
If D
HR
is
to e
nco
ura
ge
un
its
to t
ak
e st
aff
mem
ber
s w
ho
nee
d t
o b
e re
loca
ted
, th
ey m
ust
be
pre
pa
red
to
fo
llo
w-u
p t
he
mo
ve,
sup
po
rtin
g t
he
ma
na
ger
of
the
un
it w
ith
th
e in
tegra
tio
n o
f th
e st
aff
mem
ber
, a
nd
wit
h a
ny
issu
es w
hic
h a
rise
as
a r
esu
lt o
f th
eir
pla
cem
ent.
En
gage
men
t of
Con
sult
an
ts (
SSA
Pro
cess
)
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e SS
A p
roce
ss i
s “a
nig
htm
are”
. T
he
guid
elin
es a
re e
xte
nsi
ve a
nd
al
mo
st i
mp
oss
ible
to
rea
d,
par
ticu
larl
y fo
r th
ose
fo
r w
ho
m E
ngl
ish
is
no
t th
eir
firs
t la
ngu
age,
an
d e
ven
th
e ch
eckl
ist
is m
any
pag
es l
on
g.
Wh
ile t
his
may
be
app
rop
riat
e fo
r si
gnif
ican
t co
ntr
acts
, it
is
an u
nd
uly
d
iffi
cult
p
roce
ss
for
enga
gin
g co
nsu
ltan
ts
on
re
lati
vely
sm
all
con
trac
ts.
Th
ere
is c
urr
entl
y n
o d
iffe
ren
tiat
ion
in
pro
cess
acc
ord
ing
to r
isk
of
the
scal
e o
f th
e co
ntr
act.
.
SSA
s ar
e so
met
imes
u
sed
b
y m
anag
ers
to
circ
um
ven
t th
e le
ngt
hy
recr
uit
men
t an
d
sele
ctio
n
pro
cess
, o
r to
so
lve
issu
es
crea
ted
b
y b
ud
get,
fu
nd
ing
and
co
ntr
acti
ng
mec
han
ism
s.
.
Nu
mb
er
of
con
sult
ants
en
gage
d
thro
ugh
SSA
pro
cess
.
Ave
rage
len
gth
of
SSA
pro
cess
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
fo
r en
gagi
ng
con
sult
ants
/sta
ff o
n s
ho
rt t
erm
ap
po
intm
ents
, in
clu
din
g d
iffe
ren
tial
s in
pro
cess
es a
cco
rdin
g to
th
e si
ze o
r ri
sk o
f th
e p
roje
ct
Co
ncl
usi
on
s:
UN
ICE
F s
ho
uld
co
nsi
der
a “
risk
ma
na
gem
ent”
ap
pro
ach
in
ter
ms
of
the
eng
ag
emen
t o
f co
nsu
lta
nts
an
d s
ho
rt-t
erm
co
ntr
act
ors
, w
her
e th
e co
mp
lex
ity
of
the
pro
cess
is
com
men
sura
te w
ith
th
e sc
ale
an
d c
ost
of
the
con
tra
ct.
AN
NEX
ON
E SR
HR
35
5)
Per
form
an
ce M
an
agem
ent
.
Th
e P
ER s
yste
m
.
Man
agin
g p
oo
r p
erfo
rman
ce
.
DH
R a
nd
per
form
ance
man
agem
ent
.
Th
e p
erfo
rman
ce o
f m
anag
ers
Th
e P
ER
sys
tem
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
is a
lmo
st u
nan
imo
us
agre
emen
t th
at t
he
PE
R s
yste
m i
s n
ot
wo
rkin
g ef
fect
ivel
y. A
ttem
pts
to
im
pro
ve t
he
syst
em h
ave
bee
n s
een
to
b
e p
rim
arily
co
smet
ic,
and
h
ave
do
ne
no
thin
g to
ad
dre
ss
the
fun
dam
enta
l is
sues
of
ho
w t
he
syst
em i
s p
erce
ived
an
d u
sed
. Ev
en
sen
ior
man
ager
s p
lace
lim
ited
fai
th i
n P
ER r
epo
rts
wh
en c
on
sid
erin
g p
eop
le f
or
po
siti
on
s.
.
Th
e P
ER a
pp
ears
to
hav
e m
any
pu
rpo
ses-
--id
enti
fyin
g tr
ain
ing
nee
ds,
d
evel
op
men
tal
feed
bac
k an
d
per
form
ance
as
sess
men
t—n
on
e o
f w
hic
h d
oes
it a
deq
uat
ely
serv
e.
.
Th
e P
er i
s n
ot
per
ceiv
ed t
o d
iffe
ren
tiat
e p
erfo
rman
ce a
nd
UN
ICEF
la
cks
man
agem
ent
syst
ems
to r
ewar
d,
awar
d o
r ef
fect
ivel
y sa
nct
ion
p
erfo
rman
ce.
.
Th
e ra
tin
g sy
stem
ap
pea
rs t
o b
e th
e si
ngl
e m
ost
pro
ble
mat
ic i
ssu
e,
wit
h i
nco
nsi
sten
cies
in
use
of
the
scal
e ac
ross
su
per
viso
rs.
Th
ere
is a
p
erce
pti
on
th
at
the
syst
em
is
man
ipu
late
d
bo
th
po
siti
vely
an
d
neg
ativ
ely:
to
en
sure
th
at a
pro
ble
m s
taff
mem
ber
is
“mar
keta
ble
” fo
r o
ther
po
siti
on
s, o
r to
en
sure
th
at a
sta
ff m
emb
er’s
co
ntr
act
is n
ot
ren
ewed
. M
any
peo
ple
su
gges
ted
ab
olis
hin
g th
e n
um
eric
al r
atin
gs
and
usi
ng
on
ly n
arra
tive
co
mm
ents
.
.
In
man
y in
stan
ces
the
pro
cess
is
n
ot
take
n
seri
ou
sly,
w
ith
th
e ex
trem
e ca
se b
ein
g o
f th
e p
roce
ss b
ein
g co
mp
lete
d p
ure
ly o
n p
aper
, w
ith
n
o
dia
logu
e b
etw
een
th
e su
per
viso
r an
d
sup
ervi
see.
T
his
is
Ph
ase
II o
f SA
P w
ill e
nab
le
PER
to
be
com
ple
ted
el
ectr
on
ical
ly, a
nd
will
al
low
fo
r m
uch
mo
re
sop
his
tica
ted
tra
ckin
g an
d
anal
ysis
of
PER
dat
a.
AN
NEX
ON
E SR
HR
36
rein
forc
ed b
y th
e fa
ct t
hat
su
per
viso
rs a
nd
man
ager
s ar
e ra
rely
, if
ev
er, a
sses
sed
on
th
eir
will
ingn
ess
or
abili
ty t
o u
se t
he
too
l pro
per
ly.
.
Th
e p
roce
ss i
s re
gard
ed b
y m
any
as a
to
ol
of
po
ten
tial
san
ctio
n.
Ver
y fe
w p
eop
le r
egar
d i
t as
a d
evel
op
men
tal
pro
cess
. T
his
is
par
ticu
larl
y tr
ue
for
nat
ion
al s
taff
, m
any
of
wh
om
fea
r th
e co
nse
qu
ence
s o
f a
po
or
PER
on
th
eir
ren
ewal
of
con
trac
t.
.
Th
e P
ER
is
a o
ne-
way
pro
cess
. T
her
e is
no
pro
cess
in
pla
ce f
or
staf
f to
gi
ve f
eed
bac
k to
th
eir
sup
ervi
sors
.
.
In s
pit
e o
f th
is p
erce
pti
on
, P
ER r
esu
lts
are
rare
ly u
sed
to
sep
arat
e p
oo
r p
erfo
rmer
s fr
om
th
e o
rgan
izat
ion
.
Th
ere
are
po
cket
s in
wh
ich
th
e p
roce
ss s
eem
s to
be
wo
rkin
g w
ell.
Th
ese
app
ear
to
be
hea
vily
d
epen
den
t o
n
the
sup
ervi
sor,
th
eir
com
mit
men
t to
th
e sy
stem
, an
d t
hei
r sk
ills
in p
rovi
din
g fe
edb
ack,
b
oth
in
form
ally
, an
d t
hro
ugh
th
e fo
rmal
PER
pro
cess
. T
hey
are
als
o
dep
end
ent
on
th
e su
pp
ort
pro
vid
ed b
y R
HR
O (
e.g.
in
sp
ecif
ic o
ffic
es
and
reg
ion
s t
his
see
ms
to b
e im
pro
vin
g)
.
% o
f P
ER c
om
ple
ted
on
tim
e
.
Ran
ge o
f sc
ore
s o
f P
ER /
% u
se o
f ea
ch
.
Act
ion
s ta
ken
as
a re
sult
of
PER
.
Tra
inin
g o
f m
anag
ers
and
su
per
viso
rs i
n t
he
use
of
PER
, an
d
in
ho
w
to
pro
vid
e fe
edb
ack
to
staf
f.
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Per
form
ance
man
agem
ent
syst
ems
and
pro
cess
es in
oth
er U
N a
nd
no
n-U
N o
rgan
izat
ion
s
Co
ncl
usi
on
s
Wh
ile
SAP
ma
y m
ak
e th
e p
roce
ss a
dm
inis
tra
tive
ly e
asi
er t
o h
an
dle
an
d m
ay
ena
ble
mo
re s
op
his
tica
ted
tra
ckin
g a
nd
an
aly
sis
of
PE
R r
esu
lts,
th
e fu
nd
am
enta
l is
sue
is n
ot
sole
ly w
ith
res
pec
t to
th
e to
ol
itse
lf,
bu
t w
ith
res
pec
t to
ho
w i
t is
use
d a
nd
th
e n
eed
to
bu
ild
a c
ult
ure
of
ma
na
gem
ent
an
d p
erfo
rma
nce
acr
oss
th
e o
rga
niz
ati
on
. T
he
org
an
iza
tio
n n
eed
s to
be
clea
r a
nd
tra
nsp
are
nt
on
th
e p
urp
ose
of
the
PE
R (
dev
elo
pm
enta
l o
r p
erfo
rma
nce
ma
na
gem
ent)
, a
nd
on
wh
at
it i
s u
sed
fo
r. M
an
ager
s n
eed
to
be
tra
ined
n
ot
on
ly
in
the
inst
rum
ent
itse
lf,
bu
t a
lso
in
th
e p
hil
oso
ph
y o
f p
erfo
rma
nce
m
an
agem
ent,
a
nd
in
h
ow
to
giv
e fe
edba
ck
con
stru
ctiv
ely
to s
taff
. Ma
na
ger
s a
lso
nee
d t
o b
e h
eld
acc
ou
nta
ble
fo
r u
sin
g P
ER
pro
per
ly, a
nd
to
fa
ce c
on
seq
uen
ces
if t
hey
fa
il t
o
do
so
.
AN
NEX
ON
E SR
HR
37
Ma
na
gin
g poor
per
form
an
ce
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e o
rgan
izat
ion
d
oes
n
ot
hav
e a
cult
ure
o
f ad
dre
ssin
g p
oo
r p
erfo
rman
ce.
It
has
in
vest
ed
sign
ific
antl
y in
it
s p
erfo
rman
ce
man
agem
ent
syst
em,
bu
t cu
ltu
rally
is
no
t p
rep
ared
to
tak
e th
e to
ugh
d
ecis
ion
s w
ith
res
pec
t to
po
or
per
form
ers,
an
d s
eem
s to
be
fear
ful
of
bei
ng
take
n t
o t
he
trib
un
al a
s a
resu
lt o
f d
ism
issi
ng
staf
f w
ho
are
no
t p
erfo
rmin
g.
.
Th
e o
rgan
izat
ion
st
rugg
les
wit
h
the
bal
ance
b
etw
een
b
ein
g su
pp
ort
ive
of
ind
ivid
ual
s ve
rsu
s ta
kin
g d
ecis
ion
s fo
r th
e b
enef
it o
f th
e o
rgan
izat
ion
, an
d
this
si
gnif
ican
tly
infl
uen
ces
its
app
roac
h
to
the
man
agem
ent
of
po
or
per
form
ance
.
.
Th
e p
roce
ss o
f d
ealin
g w
ith
un
der
-per
form
ers,
if
it i
s fo
llow
ed,
is s
een
to
be
incr
edib
ly l
engt
hy
and
tim
e co
nsu
min
g, o
ften
wit
h v
ery
limit
ed
sup
po
rt f
rom
sen
ior
man
agem
ent
or
DH
R.
.
Th
ere
is n
o i
nce
nti
ve f
or
man
ager
s to
ad
dre
ss u
nd
er p
erfo
rman
ce.
Ind
eed
, th
e p
erce
pti
on
is
the
op
po
site
: “I
f yo
u w
an
t to
move
up i
n
the
org
an
iza
tion
yo
u
wou
ld
nev
er
take
on
a
ca
se”.
T
her
e ar
e,
ho
wev
er,
a fe
w e
xam
ple
s o
f m
anag
ers
wh
o h
ave
per
sist
ed t
hro
ugh
th
e p
roce
ss.
Th
e p
roce
ss
also
h
as
sign
ific
ant
det
rim
enta
l co
nse
qu
ence
s fo
r th
e cl
imat
e an
d m
ora
le o
f th
e o
ffic
e.
.
As
a fu
rth
er d
isin
cen
tive
, fi
eld
off
ices
hav
e to
dat
e h
ad t
o b
ear
the
cost
, w
hic
h
may
b
e q
uit
e co
nsi
der
able
, o
f n
ot
on
ly
inve
stig
atin
g p
erfo
rman
ce i
ssu
es,
bu
t al
so o
f p
ayin
g o
ut
a st
aff
mem
ber
, w
her
e th
at
is t
he
end
po
int
of
the
pro
cess
.
.
As
a re
sult
, p
roce
sses
h
ave
bu
ilt
up
to
w
ork
ar
ou
nd
p
oo
r p
erfo
rman
ce.
Th
e in
tro
du
ctio
n o
f co
ntr
acts
, ev
en f
or
FTs,
is
seen
by
som
e as
an
at
tem
pt
“dea
l w
ith
p
oo
r p
erfo
rman
ce
wit
ho
ut
real
ly
dea
ling
wit
h
it”.
T
he
abo
litio
n
of
a p
osi
tio
n
is
ano
ther
m
ean
s o
f ex
itin
g a
po
orl
y p
erfo
rmin
g st
aff
mem
ber
w
ith
ou
t ad
dre
ssin
g th
e su
bst
anti
ve is
sue
of
thei
r p
erfo
rman
ce.
Esta
blis
hm
ent
of
a b
ud
get
to f
un
d s
epar
atio
n c
ost
s.
AN
NEX
ON
E SR
HR
38
.
Th
ere
is a
par
ticu
lar
pro
ble
m w
ith
th
e m
anag
emen
t o
f p
erfo
rman
ce
of
loca
l st
aff.
T
her
e m
ay
be
sign
ific
ant
rep
ercu
ssio
ns,
in
clu
din
g p
erso
nal
th
reat
s, f
or
man
ager
s w
ho
tak
e o
n p
erfo
rman
ce i
ssu
es i
n
cou
ntr
y o
ffic
es.
.
Th
e fa
ilure
of
the
org
aniz
atio
n t
o a
dd
ress
per
form
ance
man
agem
ent
issu
es h
as a
sig
nif
ican
t im
pac
t o
n t
ho
se s
taff
wh
o d
o p
erfo
rm,
bo
th i
n
term
s o
f th
eir
wo
rklo
ad, a
nd
in t
erm
s o
f m
oti
vati
on
.
.
Th
e at
trac
tive
nes
s o
f en
titl
emen
ts a
nd
ben
efit
s w
ith
in U
NIC
EF m
akes
it
dif
ficu
lt f
or
staf
f to
lea
ve.
Th
ere
are
a co
nsi
der
able
nu
mb
er o
f lo
ng
term
sta
ff,
par
ticu
larl
y w
ith
in t
he
GS
grad
es,
wh
o h
ave
no
pro
spec
t o
f m
ovi
ng
furt
her
up
th
e o
rgan
izat
ion
an
d a
re d
emo
tiva
ted
in
th
eir
job
, b
ut
they
are
un
likel
y to
lea
ve.
Th
e o
rgan
izat
ion
has
no
t as
yet
fo
un
d a
m
ean
s o
f ad
dre
ssin
g th
is.
.
Nu
mb
er
of
per
form
ance
m
anag
emen
t ca
ses
in t
rain
.
Ou
tco
mes
o
f p
erfo
rman
ce
man
agem
ent
case
s (n
um
ber
o
f d
ism
issa
ls,
nu
mb
er
of
peo
ple
re
loca
ted
, n
um
ber
o
f p
eop
le
wh
ose
p
erfo
rman
ce
was
d
eem
ed
to
hav
e im
pro
ved
to
ac
cep
tab
le
leve
ls e
tc.)
.
Nu
mb
er
of
case
s ta
ken
to
th
e tr
ibu
nal
, an
d t
rib
un
al r
esu
lts
.
Ave
rage
ti
me
take
n
to
mo
ve
thro
ugh
a p
erfo
rman
ce p
roce
ss
.
Ave
rage
co
st o
f m
ovi
ng
thro
ugh
a
per
form
ance
pro
cess
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Nu
mb
er o
f p
oo
r p
erfo
rman
ce c
ases
han
dle
d
.
Ou
tco
mes
of
per
form
ance
man
agem
ent
case
s
.
Nu
mb
er o
f ca
ses
take
n t
o t
he
trib
un
al a
nd
res
ult
s o
f ca
ses
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
fo
r d
ealin
g w
ith
po
or
per
form
ers
in o
ther
UN
an
d n
on
-UN
org
aniz
atio
ns
Co
ncl
usi
on
s
Th
ere
nee
ds
to b
e a
cu
ltu
ral
shif
t fr
om
th
e h
igh
est
leve
ls o
f th
e o
rga
niz
ati
on
if
it i
s to
ch
an
ge
its
ap
pro
ach
to
th
e m
an
agem
ent
of
po
or
per
form
an
ce.
Wit
ho
ut
this
th
e o
rga
niz
ati
on
wil
l co
nti
nu
e to
liv
e w
ith
th
e im
pa
ct o
f p
oo
r p
erfo
rmer
s w
ho
rem
ain
on
sta
ff,
the
cost
of
this
in
ter
ms
of
bo
th t
ime
an
d m
on
ey, a
nd
th
e ef
fect
th
at
it h
as
on
th
e m
oti
vati
on
an
d w
ork
loa
ds
of
oth
er s
taff
.
AN
NEX
ON
E SR
HR
39
DH
R a
nd P
erfo
rma
nce
Ma
na
gem
ent
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
DH
R i
s n
ot
seen
to
be
sup
po
rtiv
e o
f m
anag
ers
in d
ealin
g w
ith
cas
es o
f p
oo
r p
erfo
rman
ce,
and
is
per
ceiv
ed t
o b
e re
luct
ant
to t
ake
on
cas
es
of
po
or
per
form
ance
.
.
Som
e q
ues
tio
ned
th
e le
vel
of
skill
s an
d e
xp
erti
se w
ith
in D
HR
in
ter
ms
of
per
form
ance
man
agem
ent,
an
d i
n p
arti
cula
r th
eir
un
der
stan
din
g o
f th
e p
roce
ss o
f ga
ther
ing
and
pre
sen
tin
g ev
iden
ce f
or
seri
ou
s ca
ses
of
po
or
per
form
ance
.
.
DH
R’s
mai
n s
trat
egy
is p
erce
ived
to
be
to m
ove
th
e “p
rob
lem
” to
so
mew
her
e el
se,
oft
en p
utt
ing
pre
ssu
re o
n a
un
it t
o t
ake
on
a p
oo
r p
erfo
rmer
fro
m e
lsew
her
e, a
nd
th
en p
rovi
din
g lit
tle
or
no
su
pp
ort
if
the
ind
ivid
ual
co
nti
nu
es t
o p
erfo
rm p
oo
rly.
.
Pro
file
o
f st
aff
wit
hin
D
HR
w
ho
ar
e in
volv
ed
in
per
form
ance
m
anag
emen
t
.
An
y d
ocu
men
ted
p
roce
sses
w
ith
re
spec
t to
th
e m
anag
emen
t o
f p
oo
r p
erfo
rman
ce
Co
ncl
usi
on
s
Un
less
DH
R i
s se
en t
o t
ak
e p
erfo
rma
nce
ma
na
gem
ent
seri
ou
sly
an
d s
up
po
rt m
an
ager
s th
rou
gh
th
e p
roce
ss,
litt
le i
s li
kel
y to
ch
an
ge
in t
erm
s o
f th
e cu
ltu
re a
nd
pra
ctic
e o
f p
erfo
rma
nce
ma
na
gem
ent.
Th
is m
ay
req
uir
e a
rev
iew
of
the
skil
ls a
nd
ex
per
ien
ce
curr
entl
y w
ith
in D
HR
to
su
pp
ort
th
is p
roce
ss,
as
wel
l a
s a
ph
ilo
sop
hic
al
shif
t in
ter
ms
of
the
org
an
iza
tio
n’s
wil
lin
gn
ess
to
ad
dre
ss i
ssu
es o
f p
oo
r p
erfo
rma
nce
.
AN
NEX
ON
E SR
HR
40
Th
e per
form
an
ce o
f m
an
age
rs
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Per
form
ance
m
anag
emen
t is
al
so
a p
rob
lem
w
ith
re
spec
t to
m
anag
emen
t an
d s
up
ervi
sory
po
siti
on
s.
.
Th
e “k
no
wn
fac
t” t
hat
th
e m
ost
sen
ior
man
ager
s d
o n
ot
com
ple
te
PER
S is
vie
wed
neg
ativ
ely.
.
Acc
ou
nta
bili
ty f
or
mo
nit
ori
ng
the
per
form
ance
of
man
ager
s is
no
t al
way
s cl
ear,
an
d e
ven
wh
ere
the
acco
un
tab
ility
is
clea
r, t
her
e is
lit
tle
evid
ence
th
at t
he
pro
cess
is
con
du
cted
eff
ecti
vely
. In
par
ticu
lar,
th
ere
is l
ittl
e ev
iden
ce t
hat
man
ager
s ar
e co
nsi
sten
tly
hel
d a
cco
un
tab
le f
or
the
sup
ervi
sio
n o
r m
anag
emen
t o
f th
eir
staf
f.
.
Th
e p
erfo
rman
ce o
f m
anag
ers
has
a s
ign
ific
ant
effe
ct o
n t
he
off
ice
that
th
ey m
anag
e. A
rec
urr
ent
them
e w
as t
hat
in
div
idu
al m
anag
ers
hav
e a
sign
ific
ant
imp
act
on
th
e cu
ltu
re,
per
form
ance
an
d m
oti
vati
on
w
ith
in a
n o
ffic
e, a
nd
may
in
so
me
inst
ance
s b
e th
e ro
ot
cau
se o
f p
rob
lem
s o
f st
aff
or
mo
tiva
tio
n w
ith
in a
n o
ffic
e. I
nd
eed
, so
me
staf
f m
ay b
e la
bel
ed a
s p
oo
r p
erfo
rmer
s w
ith
in o
ne
off
ice,
mo
ve t
o a
p
osi
tio
n e
lsew
her
e u
nd
er a
new
man
ager
an
d s
ho
w t
hem
selv
es t
o b
e m
oti
vate
d a
nd
pro
du
ctiv
e m
emb
ers
of
staf
f in
a n
ew e
nvi
ron
men
t.
.
Sup
ervi
sors
an
d m
anag
ers
sho
uld
be
eval
uat
ed t
hro
ugh
a 3
60-d
egre
e fe
edb
ack
pro
cess
.
.
% o
f P
ERs
of
sup
ervi
sors
/man
ager
s co
mp
lete
d o
n t
ime
.
Nu
mb
er
of
sup
ervi
sors
/man
ager
s w
ho
ar
e su
bje
ct
to
per
form
ance
m
anag
emen
t p
roce
sses
Co
ncl
usi
on
s
Th
e in
flu
ence
of
ma
na
ger
s o
ver
the
un
it t
hey
ma
na
ge
is s
ign
ific
an
t, y
et U
NIC
EF
cu
rren
tly
do
es l
ittl
e to
ho
ld t
hem
acc
ou
nta
ble
fo
r th
e m
an
ag
emen
t o
f th
eir
sta
ff.
Po
or
ma
na
ger
ial
per
form
an
ce c
an
ha
ve a
sig
nif
ica
nt
neg
ati
ve i
mp
act
on
sta
ff w
ith
in a
n o
ffic
e,
thei
r m
oti
vati
on
an
d i
n t
urn
th
eir
per
form
an
ce.
AN
NEX
ON
E SR
HR
41
6)
Sta
ff E
nti
tlem
ents
an
d B
enef
its
.
Ava
ilab
ility
of
enti
tlem
ents
an
d b
enef
its
.
Dif
fere
nce
s in
en
titl
emen
ts b
etw
een
nat
ion
al a
nd
inte
rnat
ion
al s
taff
.
Sup
po
rt f
or
fam
ilies
Ava
ila
bil
ity
of
En
titl
emen
ts a
nd b
enef
its
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
In
2004
th
ere
wer
e 42
se
nio
r p
rofe
ssio
nal
s (P
5 an
d a
bo
ve)
wh
o
resi
gned
fro
m U
NC
IEF
for
reas
on
s o
ther
th
an
reti
rem
ent
or
earl
y re
tire
men
t (d
ata
fro
m
Gen
der
st
ud
y).
.
Staf
f en
titl
emen
ts a
nd
ben
efit
s ar
e la
rgel
y re
gula
ted
by
the
UN
sys
tem
. H
ow
ever
, th
ere
are
exce
pti
on
s, a
nd
th
e in
terp
reta
tio
n w
ith
in U
NIC
EF
of
enti
tlem
ents
an
d b
enef
its
in s
om
e in
stan
ces
dif
fers
fro
m o
ther
UN
o
rgan
izat
ion
s,
and
ev
en
fro
m
off
ice
to
off
ice.
T
her
e ar
e so
me
per
ceiv
ed i
neq
uit
ies
in t
he
app
licat
ion
of
enti
tlem
ents
, w
ith
sen
ior
off
icer
s p
erce
ived
to
rec
eive
mo
re e
xce
pti
on
s an
d m
ore
fav
ora
ble
ap
plic
atio
n o
f th
e ru
les.
.
Enti
tlem
ents
an
d
ben
efit
s w
ith
in
UN
ICEF
ar
e ex
trem
ely
goo
d
in
com
par
iso
n w
ith
no
n-U
N o
rgan
izat
ion
s, p
arti
cula
rly
in t
he
fiel
d.
Th
is
acts
as
a d
isin
cen
tive
fo
r st
aff
to l
eave
, an
d i
n s
om
e in
stan
ces
lead
s to
d
e-m
oti
vate
d s
taff
co
nti
nu
ing
thei
r em
plo
ymen
t at
UN
ICEF
bec
ause
th
ey w
ou
ld l
ose
co
nsi
der
ably
in
ter
ms
of
enti
tlem
ents
an
d b
enef
its
if
they
wer
e to
mo
ve t
o a
no
ther
em
plo
yer.
.
Dif
fere
nce
s in
en
titl
emen
ts a
nd
ben
efit
s b
etw
een
sta
ff o
n d
iffe
ren
t ty
pes
of
con
trac
t b
ut
do
ing
the
sam
e w
ork
can
hav
e a
sign
ific
ant
neg
ativ
e im
pac
t o
n s
taff
mo
rale
an
d m
oti
vati
on
.
.
Acc
ess
to
info
rmat
ion
ab
ou
t en
titl
emen
ts
is
po
or.
T
her
e is
n
o
syst
emat
ic
ind
uct
ion
p
roce
ss
that
in
form
s n
ew
staf
f o
f th
eir
enti
tlem
ents
, an
d n
o p
roac
tive
mea
ns
of
info
rmin
g st
aff
abo
ut
thei
r en
titl
emen
ts.
Th
e ex
ten
t to
wh
ich
sta
ff a
cces
s th
eir
enti
tlem
ents
is
ther
efo
re h
aph
azar
d.
.
Mo
re c
om
ple
te d
ata
on
sep
arat
ion
s
AN
NEX
ON
E SR
HR
42
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Co
mp
aris
on
of
key
enti
tlem
ents
wit
h o
ther
UN
age
nci
es
Co
ncl
usi
on
s:
Th
e a
ttra
ctiv
enes
s o
f th
e en
titl
emen
ts a
nd
ben
efit
s w
ith
in U
NIC
EF
act
s a
det
erre
nt
for
sta
ff t
o l
eave
vo
lun
tari
ly,
even
wh
en t
hey
a
re d
e-m
oti
vate
d i
n t
hei
r jo
bs.
It
is o
ne
the
key
ch
all
enges
fo
r th
e o
rga
niz
ati
on
to
det
erm
ine
an
ap
pro
pri
ate
str
ate
gy
for
ad
dre
ssin
g t
his
.
Dif
fere
nce
s in
en
titl
emen
ts b
etw
een
na
tion
al a
nd i
nte
rna
tion
al st
aff
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Dif
fere
nce
s in
en
titl
emen
ts b
etw
een
nat
ion
al a
nd
in
tern
atio
nal
sta
ff
cau
se t
ensi
on
wit
hin
man
y co
un
try
off
ices
. N
atio
nal
sta
ff p
erce
ive
that
th
e in
tern
atio
nal
st
aff
hav
e ac
cess
to
co
nsi
der
ably
b
ette
r co
nd
itio
ns
of
serv
ice.
Iss
ues
th
at w
ere
con
sist
entl
y ra
ised
in
clu
ded
ed
uca
tio
n
gran
ts
and
d
epen
den
cy
allo
wan
ces,
m
edic
al
cove
rage
, ac
cess
to
lo
ans/
sala
ry a
dva
nce
s, a
nd
th
e fa
ct t
hat
nat
ion
al s
taff
are
no
t in
clu
ded
in e
vacu
atio
ns
in t
imes
of
sign
ific
ant
dan
ger
or
civi
l un
rest
.
.
Wh
ile n
atio
nal
sta
ff r
eco
gniz
e th
at t
hey
are
pai
d c
on
sid
erab
ly m
ore
th
an o
ther
s in
th
eir
cou
ntr
y, i
n s
om
e in
stan
ces
they
sti
ll fe
el t
hat
sa
lary
ris
es h
ave
no
t ke
pt
pac
e w
ith
th
e co
st o
f liv
ing
in t
hei
r co
un
try,
p
arti
cula
rly
in c
ou
ntr
ies
wh
ere
thei
r lo
cal
curr
ency
had
un
der
gon
e si
gnif
ican
t d
eval
uat
ion
. T
he
crit
eria
fo
r re
visi
on
s o
f n
atio
nal
sal
arie
s ar
e re
gard
ed a
s o
bso
lete
, an
d t
he
po
licy
do
es n
ot
take
in
to a
cco
un
t th
e “d
olla
riza
tio
n”
of
the
wo
rld
.
.
Th
e m
ost
co
nsi
sten
t co
mp
arat
or
gro
up
cit
ed b
y n
atio
nal
off
icer
s w
as
po
siti
on
s in
th
e n
atio
nal
go
vern
men
t.
In
gen
eral
, n
atio
nal
st
aff
per
ceiv
e th
at p
eop
le i
n n
atio
nal
go
vern
men
t p
osi
tio
ns
are
pai
d l
ess,
b
ut
hav
e si
gnif
ican
tly
bet
ter
care
er p
rosp
ects
th
an w
ith
in U
NIC
EF,
and
th
at t
her
e is
a m
uch
hig
her
lev
el o
f in
vest
men
t in
lea
rnin
g an
d
dev
elo
pm
ent
for
staf
f in
th
e n
atio
nal
go
vern
men
t th
an
wit
hin
U
NIC
EF.
.
Dat
a o
n t
he
revi
sio
ns
of
nat
ion
al
sala
ries
.
Nu
mb
er
of
staf
f w
ho
h
ave
left
U
NIC
EF
to
mo
ve
to
nat
ion
al
gove
rnm
ent
po
siti
on
s
AN
NEX
ON
E SR
HR
43
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Co
mp
arat
ive
info
rmat
ion
wit
h s
elec
ted
nat
ion
al g
ove
rnm
ent
enti
tlem
ents
Co
ncl
usi
on
s:
Dif
fere
nce
s in
en
titl
emen
ts b
etw
een
na
tio
na
l a
nd
in
tern
ati
on
al
off
icer
s ex
ace
rba
te t
he
fric
tio
ns
wh
ich
alr
ead
y ex
ist
bet
wee
n t
he
two
gro
up
s o
f st
aff
.
Support
for
fam
ilie
s
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
are
two
co
ntr
asti
ng
view
s w
ith
res
pec
t to
UN
ICEF
’s a
ttem
pts
to
be
fam
ily -f
rien
dly
.
.
On
on
e h
and
, so
me
staf
f fe
el t
hat
th
e o
rgan
izat
ion
has
go
ne
too
far
, an
d
that
th
ere
are
sign
ific
ant
dis
par
itie
s in
th
e en
titl
emen
ts
and
b
enef
its
avai
lab
le t
o s
taff
wh
o h
ave
fam
ilies
in
co
mp
aris
on
wit
h t
ho
se
wh
o d
o n
ot,
su
ch a
s in
ter
ms
of
acco
mm
od
atio
n a
llow
ance
s an
d
edu
cati
on
gra
nts
. “W
hen
will
UN
ICEF
sta
rt p
ayin
g p
eop
le f
or
the
job
th
ey d
o—
no
th
e n
um
ber
of
child
ren
th
ey h
ave.
”
.
Furt
her
, th
ese
po
licie
s ar
e se
en t
o s
up
po
rt s
taff
in
a t
rad
itio
nal
fam
ily
rela
tio
nsh
ip,
bu
t n
ot
tho
se
wh
o
are
livin
g in
le
ss
trad
itio
nal
ar
ran
gem
ents
.
.
On
th
e o
ther
han
d,
inte
rnat
ion
al s
taff
wh
o h
ave
mo
ved
aro
un
d t
he
wo
rld
wit
h U
NIC
EF w
ith
yo
un
g fa
mili
es e
mp
has
ise
the
dif
ficu
ltie
s o
f w
ork
ing
for
the
org
aniz
atio
n w
hile
bri
ngi
ng
up
a f
amily
. M
any
cite
d
the
neg
ativ
e im
pac
t o
f w
ork
ing
for
UN
ICEF
on
th
eir
ow
n c
hild
ren
, th
eir
edu
cati
on
, th
eir
hea
lth
an
d t
hei
r ab
ility
to
dev
elo
p l
asti
ng
soci
al
rela
tio
nsh
ips,
an
d f
elt
that
th
e o
rgan
izat
ion
do
es n
ot
do
en
ou
gh t
o
sup
po
rt o
r sa
fegu
ard
th
e ch
ildre
n o
f it
s o
wn
em
plo
yees
.
.
Th
ere
are
som
e sp
ecif
ic
po
licy
pro
visi
on
s ar
ou
nd
m
ater
nit
y le
ave
wh
ich
are
co
ntr
adic
tory
, d
iffi
cult
to
im
ple
men
t o
r w
hic
h r
un
co
un
ter
to t
he
org
aniz
atio
n’s
art
icu
late
d p
rio
riti
es in
ter
ms
of
the
wel
l-bei
ng
of
mo
ther
s an
d
smal
l ch
ildre
n
(e.g
. ti
min
g o
f m
ater
nit
y le
ave,
Th
e re
cen
t st
ud
y o
n
Gen
der
Par
ity
in S
enio
r M
anag
emen
t h
as m
ade
a n
um
ber
of
reco
mm
end
atio
ns
rela
tin
g n
ot
on
ly t
o g
end
er is
sues
, b
ut
also
to
issu
es o
f su
pp
ort
fo
r em
plo
yees
wit
h
fam
ily r
esp
on
sib
iliti
es
.
Ap
pro
xim
atel
y 68
% o
f al
l IP
Os
are
mar
ried
.
Ap
pro
xim
atel
y 50
% o
f fe
mal
e an
d
82%
of
mal
e IP
Os
are
mar
ried
AN
NEX
ON
E SR
HR
44
bre
astf
eed
ing
po
licy)
.
.
Wh
ile t
he
avai
lab
ility
of
adeq
uat
e m
ater
nit
y le
ave
is r
eco
gniz
ed a
s b
ein
g im
po
rtan
t, i
ts i
mp
lem
enta
tio
n i
s o
ften
reg
ard
ed a
s p
rob
lem
atic
at
th
e o
ffic
e le
vel,
for
reas
on
s o
f b
ud
get
or
the
dif
ficu
lty
of
rep
laci
ng
key
staf
f.
.
Mo
re
com
pre
hen
sive
b
reak
do
wn
o
f st
aff
by
fam
ily s
itu
atio
n
.
Stat
isti
cs
on
m
ater
nit
y/p
ater
nit
y le
ave
.
Bre
akd
ow
n
of
cost
o
f fa
mily
p
olic
ies
.
Bre
akd
ow
n
of
staf
f w
ho
le
ave
UN
ICEF
aft
er m
ater
nit
y le
ave
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Fam
ily p
olic
ies
in o
ther
UN
an
d n
on
-UN
org
aniz
atio
ns
Co
ncl
usi
on
s:
Wo
rkin
g w
ith
in U
NIC
EF
wh
ile
sup
po
rtin
g a
fa
mil
y is
dif
ficu
lt,
pa
rtic
ula
rly
for
inte
rna
tio
na
l st
aff
. T
her
e a
re a
nu
mber
of
fam
ily-
frie
nd
ly p
oli
cies
in
pla
ce.
Ho
wev
er,
thes
e te
nd
s to
fa
vou
r p
eop
le l
ivin
g i
n t
rad
itio
na
l fa
mil
y si
tua
tio
ns,
in
so
me
inst
an
ces
cau
se
fric
tio
n b
etw
een
th
ose
wit
h f
am
ilie
s a
nd
th
ose
wit
ho
ut,
an
d s
till s
eem
to
do
lit
tle
to a
dd
ress
so
me
of
the
fun
da
men
tal
issu
es w
hic
h
are
fa
ced
by
UN
ICE
F s
taff
wh
o h
ave
fa
mil
ies.
AN
NEX
ON
E SR
HR
45
7)
HR
M
.
Ro
les
and
res
po
nsi
bili
ties
fo
r H
RM
.
HR
M s
yste
ms,
po
licie
s an
d p
roce
du
res
.
Staf
f d
evel
op
men
t an
d t
rain
ing
.
Ind
uct
ion
/ori
enta
tio
n
.
Dev
elo
pm
ent
of
man
agem
ent
and
su
per
viso
ry s
kills
.
Car
eer
stru
ctu
res
Role
s a
nd r
espon
sibil
itie
s fo
r H
RM
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
do
es n
ot
app
ear
to b
e a
clea
r o
r sh
ared
vie
w a
bo
ut
wh
at H
RM
sh
ou
ld b
e, o
r w
ho
sh
ou
ld b
e re
spo
nsi
ble
fo
r it
. T
he
resp
ecti
ve r
ole
s o
f H
Q,
the
regi
on
al o
ffic
es a
nd
co
un
try
off
ices
an
d t
he
rela
tio
nsh
ips
bet
wee
n t
hem
are
no
t cl
ear.
No
r ar
e th
e ro
les
and
res
po
nsi
bili
ties
of
man
ager
s cl
ear
in t
erm
s o
f H
RM
.
.
Th
e ro
le o
f th
e re
gio
nal
off
ice
wit
h r
esp
ect
to H
R m
anag
emen
t is
p
arti
cula
rly
un
clea
r,
and
b
y m
any
is
seen
to
b
e re
du
nd
ant
in
its
curr
ent
form
. In
so
me
cou
ntr
y o
ffic
es t
he
HR
Off
icer
or
Ass
ista
nt
has
lit
tle
con
tact
wit
h t
he
regi
on
al o
ffic
e, a
nd
ten
ds
to d
eal
dir
ectl
y w
ith
D
HR
.
.
Som
e fe
el t
hat
if
they
are
to
ad
d v
alu
e, t
he
RH
RO
sh
ou
ld t
ake
on
a
mu
ch g
reat
er r
ole
in
ter
ms
of
coo
rdin
atin
g st
aff
exch
ange
s w
ith
in t
he
regi
on
, m
on
ito
rin
g an
d
eval
uat
ing
HR
st
aff
in
cou
ntr
y o
ffic
es,
pro
vid
ing
sup
po
rt
to
HR
Os
in
cou
ntr
y o
ffic
es
and
co
ord
inat
ing
regi
on
al t
rain
ing.
Ho
wev
er,
oth
ers
qu
esti
on
wh
eth
er t
hey
hav
e a
role
to
pla
y at
all,
an
d w
het
her
in
stea
d t
he
org
aniz
atio
n s
ho
uld
str
engt
hen
th
e H
R r
ole
wit
hin
co
un
try
off
ices
, wit
h a
dir
ect
link
then
to
DH
R.
AN
NEX
ON
E SR
HR
46
.
Th
e le
vel
and
nu
mb
er o
f H
R s
taff
in
co
un
try
off
ices
var
ies
fro
m o
ffic
e to
off
ice,
an
d i
n s
om
e o
ffic
es t
he
po
st o
f H
R a
dvi
sor
is i
nte
rnat
ion
al
wh
ile i
n o
ther
s it
is
nat
ion
al.
Som
e co
un
try
rep
s ar
e co
nce
rned
ab
ou
t th
e im
pac
t o
f h
avin
g a
nat
ion
al o
ffic
er i
n s
uch
a s
ensi
tive
po
siti
on
, an
d f
eel s
tro
ngl
y th
at t
he
po
siti
on
sh
ou
ld b
e in
tern
atio
nal
.
.
HR
Off
icer
s in
co
un
try
off
ices
nee
d m
ore
tra
inin
g, b
oth
in
HR
po
licie
s an
d p
roce
du
res,
bu
t al
so i
n i
nte
rper
son
al s
kills
, an
d h
ow
to
dea
l ef
fect
ivel
y w
ith
peo
ple
.
.
Dis
trib
uti
on
an
d g
rad
es o
f H
R s
taff
ac
ross
reg
ion
al a
nd
co
un
try
off
ices
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Stru
ctu
re a
nd
bre
akd
ow
n o
f H
R r
ole
s in
oth
er o
rgan
izat
ion
s w
ith
geo
grap
hic
ally
dis
per
sed
off
ices
Co
ncl
usi
on
s:
Th
e re
spec
tive
res
po
nsi
bil
itie
s o
f D
HR
, reg
ion
al
HR
sta
ff a
nd
co
un
try
off
ice
HR
sta
ff n
eed
to
be
re-t
ho
ug
ht
an
d r
edef
ined
, an
d t
he
skil
ls r
equ
ired
to
su
pp
ort
th
ese
red
efin
ed r
ole
s n
eed
to
be
iden
tifi
ed. T
his
is
pa
rtic
ula
rly
an
im
po
rta
nt
for
the
role
of
the
regio
na
l H
R p
rese
nce
. In
red
efin
ing t
he
role
s, c
are
ful
tho
ugh
t n
eed
s to
be
giv
en t
o a
pp
rop
ria
te l
evel
s o
f a
uth
ori
ty i
n d
ecis
ion
-ma
kin
g, a
nd
to
ba
lan
cin
g t
he
nee
d f
or
cen
tra
l co
ord
ina
tio
n w
ith
th
e n
eed
fo
r ef
fici
ent
dec
isio
n-m
ak
ing a
nd
fle
xib
ilit
y a
t th
e lo
cal le
vel.
HR
M s
yste
ms,
poli
cies
an
d p
roce
du
res
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Som
e fe
el t
hat
UN
ICEF
’s H
R p
roce
du
res
are
extr
emel
y b
ure
aucr
atic
an
d n
eed
ser
iou
s st
ream
linin
g, w
hile
oth
ers
bel
ieve
th
at t
he
po
licie
s ar
e w
ell
dev
elo
ped
, an
d
that
it
is
th
eir
imp
lem
enta
tio
n
wh
ich
is
p
rob
lem
atic
.
.
Po
licy
do
cum
ents
are
vo
lum
ino
us,
bu
t n
ot
nec
essa
rily
cle
ar.
Th
is,
cou
ple
d w
ith
th
e fa
ct t
hat
HR
gu
idel
ines
are
typ
ical
ly p
rovi
ded
on
ly
in E
ngl
ish
, m
ean
s th
at l
oca
l in
terp
reta
tio
ns
and
ap
plic
atio
ns
of
rule
s ca
n v
ary
wid
ely,
an
d c
reat
es p
arti
cula
r d
iffi
cult
ies
for
som
e st
aff
in
cou
ntr
ies
wh
ich
are
no
t p
red
om
inan
tly
An
glo
ph
on
e
Th
e im
ple
men
tati
on
of
SAP
P
has
e II
will
lead
to
th
e re
des
ign
of
a n
um
ber
of
HR
p
roce
sses
A r
evie
w o
f si
gnif
ican
t co
rpo
rate
pro
cess
es w
ill
com
men
ce s
ho
rtly
AN
NEX
ON
E SR
HR
47
.
HR
pro
cess
es a
nd
pro
ced
ure
s te
nd
to
co
nce
ntr
ate
on
fo
rm r
ath
er
than
su
bst
ance
. C
hec
ks
and
b
alan
ces
in
pro
cess
es
sati
sfy
aud
it
req
uir
emen
ts, b
ut
do
no
t n
eces
sari
ly le
ad t
o b
ette
r o
utc
om
es. T
her
e is
a
real
te
nsi
on
b
etw
een
p
roce
sses
b
uilt
ar
ou
nd
a
nee
d
for
aud
it
acco
un
tab
ility
, an
d t
ho
se w
hic
h f
ocu
s o
n t
he
qu
alit
y o
f o
utc
om
es,
and
a s
ense
th
at a
t p
rese
nt
pro
cess
es t
end
to
fo
cus
on
th
e fo
rmer
m
ore
th
an t
he
latt
er.
.
Th
ere
is a
lso
a t
ensi
on
bet
wee
n t
he
nee
d f
or
con
sist
ency
, an
d t
he
nee
d f
or
flex
ibili
ty.
“You
hir
e so
meo
ne
bec
au
se t
hey
ca
n t
hin
k, t
hen
yo
u
don
’t
let
them
, a
nd
try
to
con
trol
wit
h
pro
cedu
res
for
ever
yth
ing”
. T
his
has
to
be
bal
ance
d a
gain
st t
he
con
cern
ab
ou
t th
e cu
rren
t le
vels
of
man
agem
ent
exp
erti
se a
nd
acc
ou
nta
bili
ty a
cro
ss t
he
org
aniz
atio
n,
and
th
e si
gnif
ican
t in
flu
ence
th
at i
nd
ivid
ual
man
ager
s ca
n h
ave
on
an
off
ice
and
its
staf
f.
.
In s
om
e in
stan
ces
ther
e is
a d
isco
nn
ect
bet
wee
n t
ho
se w
ho
wri
te
po
licie
s in
HQ
, an
d t
he
real
itie
s o
f th
e fi
eld
. T
her
e ar
e a
nu
mb
er o
f ex
amp
les
of
po
licie
s w
hic
h h
ave
bee
n d
evel
op
ed c
entr
ally
bu
t ar
e u
nw
ork
able
in
th
e fi
eld
. M
anag
ers
then
hav
e to
fin
d c
reat
ive
way
s o
f w
ork
ing
aro
un
d t
hem
.
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Key
HR
po
licie
s, p
roce
sses
an
d p
roce
du
res
fro
m o
ther
UN
an
d n
on
-UN
org
aniz
atio
ns
Co
ncl
usi
on
s:
Th
e im
ple
men
tati
on
of
SAP
Ph
ase
II
wil
l en
tail
th
e re
des
ign
of
a n
um
ber
of
key
HR
pro
cess
es.
It i
s es
sen
tia
l th
at
this
pro
cess
sh
ou
ld e
nta
il a
co
mp
reh
ensi
ve r
edes
ign
of
pro
ble
ma
tic
pro
cess
es,
ba
sed
on
a t
ho
rou
gh
an
aly
sis
of
the
issu
es,
an
d n
ot
just
a
uto
ma
tio
n o
f ex
isti
ng f
law
ed p
roce
sses
. F
urt
her
, th
is p
roce
ss n
eed
s to
en
com
pa
ss s
ign
ific
an
t in
pu
t fr
om
th
e fi
eld
, giv
en t
ha
t o
ver
80%
of
UN
ICE
F’s
sta
ff a
re i
n t
he
fiel
d,
an
d t
ha
t it
is
in t
he
imp
lem
enta
tio
n o
f p
roce
sses
in
reg
ion
al
an
d c
ou
ntr
y o
ffic
es t
ha
t th
e p
roble
ms
bec
om
e ev
iden
t.
AN
NEX
ON
E SR
HR
48
Sta
ff d
evel
opm
ent
an
d t
rain
ing
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
UN
ICEF
is
no
t se
en t
o h
ave
a cu
ltu
re o
f in
vest
ing
in t
he
gro
wth
an
d
dev
elo
pm
ent
of
its
staf
f. I
t is
ab
le t
o s
elec
t fr
om
am
on
g th
e b
est
and
re
cru
its
hig
hly
qu
alif
ied
peo
ple
, b
ut
then
do
es l
ittl
e to
su
pp
ort
th
eir
per
son
al a
nd
pro
fess
ion
al g
row
th a
nd
dev
elo
pm
ent.
“U
NIC
EF
does
n’t
bu
ild s
taff
– w
e a
re r
eady
ma
de…
It
extr
act
s w
ha
t it
ca
n f
rom
you
, a
nd
th
en d
isca
rds
you
”.
.
Th
ere
is n
o c
oo
rdin
ated
tra
inin
g an
d d
evel
op
men
t st
rate
gy f
or
staf
f.
Tra
inin
g is
per
ceiv
ed a
s p
iece
mea
l, a
“sh
op
pin
g lis
t” o
f co
urs
es t
hat
yo
u c
an c
ho
ose
to
acc
ess,
oft
en w
ith
litt
le o
r n
o s
trat
egic
val
ue.
.
Th
e ti
min
g o
f co
mp
uls
ory
HQ
tra
inin
g in
th
e fi
eld
(o
ften
in
th
e la
st
two
mo
nth
s o
f th
e ye
ar)
is f
elt
to b
e in
app
rop
riat
e gi
ven
th
e st
aff
mem
ber
s w
ork
load
at
the
sam
e ti
me.
.
Th
ere
are
po
siti
ve
thin
gs
hap
pen
ing
in
the
area
o
f tr
ain
ing.
O
pp
ort
un
itie
s ex
ist,
b
ut
the
con
dit
ion
s ar
e n
ot
crea
ted
to
ta
ke
adva
nta
ge o
f th
em.
For
exam
ple
, th
e cu
rren
t e-
lear
nin
g p
acka
ges
are
reco
gniz
ed a
s b
enef
icia
l, b
ut
few
peo
ple
hav
e ti
me
to d
o t
hem
, an
d
the
fact
th
at
they
ar
e o
nly
av
aila
ble
in
En
glis
h
is
a p
rob
lem
in
fr
anco
ph
on
e co
un
trie
s.
.
P2D
is
rega
rded
by
man
y as
a p
osi
tive
ste
p,
bu
t th
ere
is a
hig
h l
evel
of
cyn
icis
m
in
term
s o
f fo
llow
-th
rou
gh,
and
th
e w
illin
gnes
s o
f th
e o
rgan
izat
ion
to
su
pp
ort
an
d e
nco
ura
ge s
taff
in t
hei
r d
evel
op
men
t.
.
Th
ere
are
ineq
uit
ies
in t
erm
s o
f ac
cess
to
tra
inin
g. D
iffe
ren
t co
ntr
act
typ
es (
such
as
tho
se b
ased
on
pro
ject
fu
nd
ing)
res
tric
t ac
cess
to
tr
ain
ing.
T
imin
g is
sues
in
te
rms
of
app
licat
ion
fo
r tr
ain
ing
are
“rid
icu
lou
s” a
nd
can
pro
hib
it p
eop
le f
rom
ap
ply
ing
wh
ile t
hey
are
aw
aiti
ng
con
firm
atio
n o
f re
new
al o
f th
eir
con
trac
t. T
her
e is
als
o a
p
erce
pti
on
th
at i
t is
pri
mar
ily w
hit
e, A
ngl
o m
ales
wh
o g
ain
acc
ess
to
trai
nin
g o
pp
ort
un
itie
s,
and
th
at
acce
ss
to
trai
nin
g is
p
arti
cula
rly
dif
ficu
lt f
or
loca
l GS
staf
f.
.
Furt
her
, ac
cess
to
tr
ain
ing
is
seen
to
b
e h
eavi
ly
dep
end
ent
on
in
div
idu
al s
up
ervi
sors
. In
so
me
off
ices
, ev
en s
elf-f
un
ded
dev
elo
pm
ent
such
as
com
ple
tio
n o
f a
deg
ree
is f
row
ned
up
on
by
man
ager
s b
ecau
se
AN
NEX
ON
E SR
HR
49
it m
ay “
dis
trac
t” s
taff
fro
m t
hei
r jo
b o
r ra
ise
un
real
isti
c ex
pec
tati
on
s ab
ou
t ca
reer
dev
elo
pm
ent
wit
hin
th
e o
rgan
izat
ion
.
.
Th
ere
are
a n
um
ber
o
f ge
ner
ic,
wh
ole
-of-o
rgan
izat
ion
tr
ain
ing
pro
gram
mes
, w
hic
h a
re o
ften
co
mp
uls
ory
. In
man
y in
stan
ces
thes
e ar
e fe
lt t
o b
e a
was
te o
f ti
me,
an
d n
ot
goo
d u
se o
f th
e o
rgan
izat
ion
’s
trai
nin
g d
olla
rs.
Th
ey a
re o
ften
on
pro
cess
es a
nd
no
t o
n t
ech
nic
al
nee
ds.
.
Th
e d
evel
op
men
t o
f le
arn
ing
pla
ns
as p
art
of
the
PER
pro
cess
is
no
t ta
ken
ser
iou
sly,
as
they
are
so
rar
ely
imp
lem
ente
d d
ue
to f
un
din
g o
r ti
me
con
stra
ints
.
.
Loca
l st
aff
are
con
cern
ed a
bo
ut
falli
ng
beh
ind
th
eir
cou
nte
rpar
ts i
n
nat
ion
al g
ove
rnm
ent,
wh
ere
ther
e is
a m
uch
gre
ater
em
ph
asis
on
d
evel
op
ing
and
mai
nta
inin
g sk
ills.
.
Pro
gram
me
of
ann
ual
ce
ntr
ally
/reg
ion
ally
-co
ord
inat
ed
trai
nin
g
.
Bre
akd
ow
n o
f tr
ain
ing
bu
dge
t an
d
ho
w it
is u
sed
.
Exis
tin
g tr
ain
ing
pro
gram
mes
an
d
thei
r at
ten
dan
ce
.
Eval
uat
ion
of
e-le
arn
ing
(if
on
e h
as
bee
n u
nd
erta
ken
)
.
Stat
isti
cs
on
ac
cess
to
tr
ain
ing
(ho
w
trai
nin
g h
as
bee
n
acce
ssed
b
y d
iffe
ren
t o
ffic
es)
.
Stat
isti
cs o
n t
he
imp
lem
enta
tio
n o
f le
arn
ing
pla
ns
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Tra
inin
g b
ud
get
in o
ther
UN
an
d n
on
-UN
org
aniz
atio
ns,
an
d b
reak
do
wn
on
ho
w i
t is
sp
ent
(su
ch a
s in
tern
al v
ersu
s ex
tern
al t
rain
ing,
del
iver
y m
od
es e
g, e
-lear
nin
g, f
ace-
to-fa
ce o
r in
div
idu
al s
up
po
rt, f
ocu
s o
f tr
ain
ing
eg. O
rgan
izat
ion
-wid
e, s
up
ervi
sory
an
d m
anag
emen
t)
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Tra
inin
g st
rate
gies
of
oth
er U
N/n
on
UN
org
aniz
atio
ns
Co
ncl
usi
on
s:
UN
ICE
F i
s p
rim
ari
ly a
kn
ow
led
ge-
ba
sed
org
an
iza
tio
n,
yet
seem
s to
in
vest
rel
ati
vely
lit
tle
in d
evel
op
ing
an
d m
ain
tain
ing t
he
kn
ow
led
ge-
ba
sed
of
its
sta
ff.
Fu
rth
er,
wit
ho
ut
a c
oo
rdin
ate
d t
rain
ing
str
ate
gy,
mu
ch o
f th
e m
on
ey a
vail
able
fo
r tr
ain
ing
ma
y be
wa
sted
on
pro
gra
mm
es w
hic
h a
re n
ot
in t
he
stra
tegic
in
tere
sts
of
the
org
an
iza
tio
n, o
n e
xp
ensi
ve t
rain
ing c
ou
rses
fo
r in
div
idu
als
w
hic
h c
ou
ld b
e co
ord
ina
ted
cen
tra
lly
in a
mu
ch m
ore
co
st e
ffec
tive
ma
nn
er,
an
d o
n p
rovi
din
g t
rain
ing t
o t
ho
se s
taff
wh
o a
re n
ot
nec
essa
rily
th
ose
wh
o m
ost
nee
d i
t. A
cces
s to
tra
inin
g n
eed
s to
be
clea
rly
lin
ked
to
th
e p
erfo
rma
nce
ma
na
gem
ent
an
d s
ucc
essi
on
p
lan
nin
g p
roce
sses
.
AN
NEX
ON
E SR
HR
50
Indu
ctio
n/O
rien
tati
on
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e o
rien
tati
on
pro
cess
is
alm
ost
no
n-e
xis
ten
t, w
ith
peo
ple
ex
pec
ted
to
be
100%
pro
du
ctiv
e fr
om
day
on
e, w
ith
lit
tle
or
no
ori
enta
tio
n t
o
the
org
aniz
atio
n,
the
cou
ntr
y,
the
peo
ple
o
r p
roce
sses
an
d
pro
ced
ure
s. B
oth
th
e o
rgan
izat
ion
an
d t
he
peo
ple
pay
th
e p
rice
fo
r th
is.
.
Sim
ilarl
y, w
hen
in
tern
atio
nal
sta
ff m
ove
to
a n
ew d
uty
sta
tio
n t
her
e is
al
mo
st n
oth
ing
in t
he
way
of
ori
enta
tio
n t
o t
he
new
co
un
try.
Th
is i
s p
arti
cula
rly
dif
ficu
lt f
or
cou
ntr
y re
ps,
as
give
n t
hei
r p
osi
tio
n t
her
e ar
e fe
w p
eop
le f
rom
wh
om
th
ey c
an a
sk a
dvi
ce w
hen
th
ey a
rriv
e at
a
new
du
ty s
tati
on
.
.
Stat
isti
cs
on
co
mp
leti
on
o
f o
rien
tati
on
/in
du
ctio
n p
rogr
amm
e
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Leve
l of
inve
stm
ent
in o
rien
tati
on
pro
gram
mes
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Ori
enta
tio
n/i
nd
uct
ion
pro
gram
mes
of
oth
er U
N a
nd
no
n-U
N o
rgan
izat
ion
s
Co
ncl
usi
on
s:
Wh
ile
the
pre
ssu
re t
o g
et s
taff
on
bo
ard
an
d p
rod
uct
ive
as
qu
ick
ly a
s p
oss
ible
ca
nn
ot
be
ign
ore
d,
bo
th t
he
org
an
iza
tio
n a
nd
its
n
ew s
taff
wil
l co
nti
nu
e to
su
ffer
un
less
new
sta
ff a
re g
iven
th
e o
pp
ort
un
ity
to b
e p
rop
erly
in
du
cted
in
to t
he
org
an
iza
tio
n.
Wh
ile
ind
ivid
ua
ls h
ave
a c
erta
in l
evel
of
resp
on
sibil
ity
to f
ind
ou
t w
ha
t th
ey c
an
abo
ut
the
org
an
iza
tio
n a
nd
ho
w i
t o
per
ate
s, t
her
e a
re
sign
ific
an
t p
erso
na
l a
nd
org
an
iza
tio
na
l co
nse
qu
ence
s o
f n
ot
pro
vid
ing n
ew s
taff
wit
h a
deq
ua
te o
rien
tati
on
, p
art
icu
larl
y th
ose
w
ho
se f
irst
po
siti
on
wit
h U
NIC
EF
is
in t
he
fiel
d,
wh
ere
the
ava
ila
bil
ity
of
sup
po
rt a
nd
ad
vice
on
th
e o
rga
niz
ati
on
an
d i
ts
pro
cess
es i
s li
mit
ed.
AN
NEX
ON
E SR
HR
51
Dev
elopm
ent
of
ma
na
gem
ent
an
d s
uper
viso
ry s
kil
ls
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e tr
ain
ing
that
is a
vaila
ble
ten
ds
to f
ocu
s o
n t
he
tech
nic
al a
spec
ts o
f th
e w
ork
ra
ther
th
an
on
th
e d
evel
op
men
t o
f m
anag
emen
t,
sup
ervi
sory
an
d i
nte
rper
son
al s
kills
. T
her
e is
an
urg
ent
nee
d f
or
a co
ord
inat
ed
pro
gram
me
to
dev
elo
p
futu
re
man
ager
s o
f th
e o
rgan
izat
ion
, th
rou
gh
a co
mb
inat
ion
o
f fo
rmal
tr
ain
ing
and
d
evel
op
men
t (o
ffer
ed
eith
er
in-h
ou
se
or
exte
rnal
ly),
va
ried
jo
b
exp
erie
nce
an
d m
ento
rin
g.
.
In
par
ticu
lar
sup
ervi
sors
n
eed
m
ore
tr
ain
ing
in
per
form
ance
m
anag
emen
t an
d t
he
effe
ctiv
e an
d a
pp
rop
riat
e p
rovi
sio
n o
f fe
edb
ack.
.
Sen
ior
man
ager
s sh
ou
ld h
ave
the
op
po
rtu
nit
y an
d b
e en
cou
rage
d t
o
take
a s
abb
atic
al f
rom
tim
e to
tim
e, t
o r
efre
sh t
hem
selv
es p
erso
nal
ly
and
p
rofe
ssio
nal
ly,
and
to
sp
end
ti
me
gain
ing
exp
erie
nce
fr
om
o
uts
ide
the
org
aniz
atio
n.
.
Th
e o
rgan
izat
ion
sh
ou
ld l
oo
k at
mai
nta
inin
g th
e n
etw
ork
of
wo
men
w
ho
hav
e b
een
th
rou
gh t
he
“wo
men
in le
ader
ship
” p
rogr
amm
e.
.
Th
e SP
O O
PS
and
Sen
ior
Lead
ers
pro
gram
mes
wer
e se
en t
o b
e h
elp
ful
esp
ecia
lly i
f ea
rly
in s
om
eon
e’s
care
er b
ut
no
t fr
equ
ent
eno
ugh
an
d
lack
ing
in f
ollo
w u
p a
nd
su
pp
ort
.
.
Exis
tin
g p
rogr
amm
es
for
man
agem
ent
and
su
per
viso
ry
pro
gram
mes
an
d
stat
isti
cs
on
at
ten
dan
ce
.
Nu
mb
er o
f se
nio
r st
aff
wh
o h
ave
take
n a
sab
bat
ical
in p
ast
five
yea
rs
.
Nu
mb
er
of
staf
f w
ho
h
ave
par
tici
pat
ed
in
“wo
men
in
le
ader
ship
” p
rogr
amm
e
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Bu
dge
t fo
r m
anag
emen
t/su
per
viso
ry t
rain
ing
.
Nu
mb
er/p
erce
nta
ge o
f st
aff
par
tici
pat
ing
in m
anag
emen
t/su
per
viso
ry t
rain
ing
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Stra
tegy
fo
r m
anag
emen
t/su
per
viso
ry t
rain
ing
AN
NEX
ON
E SR
HR
52
Co
ncl
usi
on
s:
Th
e le
vel
of
ma
na
gem
ent
an
d s
up
ervi
sory
sk
ills
ha
s bee
n r
ais
ed c
on
sist
entl
y a
s a
co
nce
rn.
Th
is m
ay
be
a c
on
seq
uen
ce o
f p
oo
r re
cru
itm
ent
or
po
or
acc
ou
nta
bil
ity
mec
ha
nis
ms,
bu
t th
e la
ck o
f co
ord
ina
ted
tra
inin
g f
or
ma
na
ger
s a
nd
su
per
viso
rs a
lso
pla
ys a
p
art
in
th
is. T
he
dev
elo
pm
ent
of
a c
oo
rdin
ate
d t
rain
ing p
rogra
mm
e in
ma
na
gem
ent
an
d s
up
ervi
sory
sk
ills
sh
ou
ld b
e li
nk
ed t
o t
he
succ
essi
on
pla
nn
ing p
roce
ss,
an
d s
ho
uld
in
clu
de
a r
an
ge
of
mec
ha
nis
ms
to s
up
po
rt m
an
ag
emen
t d
evel
op
men
t, i
ncl
ud
ing
fo
rma
l tr
ain
ing p
rogra
mm
es, p
lan
ned
ca
reer
mo
vem
ents
an
d i
nd
ivid
ua
l co
ach
ing o
r m
ento
rin
g.
Ca
reer
str
uct
ure
s
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Man
y st
aff
see
no
o
pp
ort
un
itie
s fo
r ca
reer
p
rogr
essi
on
w
ith
in
UN
ICEF
, an
d l
ittl
e ac
kno
wle
dge
men
t at
an
org
aniz
atio
nal
lev
el o
f th
e im
po
rtan
ce o
f ca
reer
op
po
rtu
nit
ies
(sta
ff w
ere
told
at
on
e m
eeti
ng
that
“n
obod
y is
ma
rrie
d t
o U
NIC
EF:
you
ca
n c
hoose
to t
ake
it o
r le
ave
it”
). T
his
has
a s
ign
ific
ant
neg
ativ
e im
pac
t o
n m
oti
vati
on
an
d
staf
f m
ora
le,
wh
ich
is
exac
erb
ated
by
the
fact
th
at t
he
con
dit
ion
s an
d
enti
tlem
ents
are
go
od
, so
it
is d
iffi
cult
to
lea
ve t
o g
o t
o a
no
ther
o
rgan
izat
ion
.
.
UN
ICEF
ri
sks
losi
ng
goo
d
peo
ple
if
it
is
n
ot
able
to
o
ffer
th
em
op
po
rtu
nit
ies
for
adva
nce
men
t.
Bri
ght,
yo
un
g p
rofe
ssio
nal
s in
p
arti
cula
r w
ho
are
mo
bile
an
d a
ble
to
fin
d e
mp
loym
ent
else
wh
ere
talk
ed a
bo
ut
the
fact
th
at t
hey
wer
e n
ot
sure
th
at t
hey
wo
uld
sta
y w
ith
UN
ICEF
pas
t th
e en
d o
f th
eir
init
ial c
on
trac
t.
.
Th
ere
is n
o p
rom
oti
on
pro
cess
wit
hin
UN
ICEF
. P
eop
le d
o n
ot
kno
w
wh
at t
hey
hav
e to
do
to
pro
gres
s u
nle
ss t
hey
hav
e a
par
ticu
larl
y su
pp
ort
ive
sup
ervi
sor.
.
Th
ere
has
bee
n a
tre
nd
ove
r th
e p
ast
few
yea
rs t
o c
reat
e m
ore
sen
ior
pro
fess
ion
al p
ost
s, a
nd
few
er j
un
ior
pro
fess
ion
al p
ost
s. T
his
mak
es i
t in
crea
sin
gly
dif
ficu
lt f
or
GS
and
NO
sta
ff t
o p
rogr
ess
in a
car
eer,
as
ther
e ar
e ga
ps
bet
wee
n
leve
ls
and
lim
ited
o
pp
ort
un
itie
s fo
r a
man
agea
ble
pro
gres
sio
n.
.
24%
of
staf
f ar
e IP
Os,
22
% a
re N
Os
and
54%
are
GS
.
Th
e la
rges
t gr
ou
ps
of
staf
f is
P
3/L3
/NO
C (
14.2
%)
.
Th
e n
ext
larg
est
gro
up
s ar
e P
2/L2
/NO
B (
12.8
%),
GS5
(12
.8%
),
GS6
(2.
2%)
and
GS2
(11
.7%
)
.
In 2
005,
78
% o
f IP
O a
pp
oin
tmen
ts
wer
e in
tern
al, 2
2% w
ere
exte
rnal
.
In 2
005
ther
e w
ere
47 N
O t
o I
PO
co
nve
rsio
ns
(10.
1%
of
all
IPO
ap
po
intm
ents
) an
d 1
0 G
S to
IP
O
con
vers
ion
s (2
.3%
o
f al
l IP
O
app
oin
tmen
ts)
AN
NEX
ON
E SR
HR
53
.
Th
ere
is a
big
dif
fere
nce
in
op
po
rtu
nit
ies
avai
lab
le t
o I
PO
, N
O a
nd
GS
staf
f in
ter
ms
of
care
er p
ath
s. I
n s
om
e o
ffic
es G
S st
aff
hav
e b
een
to
ld
clea
rly
that
th
ere
is
no
p
oss
ibili
ty
for
them
to
ad
van
ce
in
the
org
aniz
atio
n.
Th
e “a
nti
cip
ated
” p
rofe
ssio
nal
car
eer
pat
h i
s N
O t
o I
PO
p
roje
ct/p
rogr
amm
e o
ffic
er
to
SPO
to
C
ou
ntr
y R
epre
sen
tati
ve.
Ho
wev
er,
no
t al
l N
Os
asp
ire
to i
nte
rnat
ion
al p
osi
tio
ns,
par
ticu
larl
y w
om
en.
Car
eer
op
po
rtu
nit
ies
as a
n N
O o
r G
S st
aff
mem
ber
rem
ain
lim
ited
.
.
Th
e b
alan
ce
bet
wee
n
NO
s an
d
IPO
s in
co
un
try
off
ices
re
mai
ns
con
ten
tio
us.
So
me
feel
th
at t
he
bal
ance
has
sw
un
g to
o f
ar i
n f
avo
ur
of
NO
s, a
nd
th
at t
he
off
ices
are
bec
om
ing
“de-
inte
rnat
ion
aliz
ed”.
Oth
ers
feel
th
at t
her
e ar
e in
suff
icie
nt
NO
s in
sen
ior
po
siti
on
s. G
iven
th
at i
t is
th
e n
atio
nal
off
icer
s w
ho
giv
e th
e co
nti
nu
ity
to o
ffic
es a
nd
wh
o h
ave
the
loca
l kn
ow
led
ge,
exp
erti
se a
nd
ex
per
ien
ce,
som
e fe
el t
hat
th
ey
sho
uld
be
invo
lved
mo
re i
n s
enio
r p
osi
tio
ns
and
dec
isio
n-m
akin
g in
co
un
try
off
ices
.
.
Per
son
al n
etw
ork
s an
d r
elat
ion
ship
s w
ith
sen
ior
peo
ple
are
ess
enti
al
for
succ
essf
ully
bu
ildin
g a
care
er i
n U
NIC
EF.
Th
e ab
ility
to
pro
gres
s is
al
so h
eavi
ly d
epen
den
t o
n t
he
sup
ervi
sor
or
cou
ntr
y re
pre
sen
tati
ve.
.
Bre
akd
ow
n
of
inte
rnat
ion
al/l
oca
l st
aff
by
leve
l
.
Bre
akd
ow
n
of
sep
arat
ion
o
f st
aff
for
reas
on
s o
ther
th
an r
etir
emen
t o
r ea
rly
reti
rem
ent
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Bre
akd
ow
n o
f lo
cal v
ersu
s in
tern
atio
nal
sta
ff in
oth
er U
N o
rgan
izat
ion
s
.
Bre
akd
ow
n o
f in
tern
al v
ersu
s ex
tern
al a
pp
oin
tmen
ts
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
fo
r p
rom
oti
on
Co
ncl
usi
on
s:
Wh
ile
no
t ev
ery
sta
ff m
ember
ca
n e
xp
ect
to b
uil
d a
ca
reer
fo
r li
fe w
ith
in U
NIC
EF
, it
is
imp
ort
an
t in
ter
ms
of
sta
ff m
ora
le a
nd
m
oti
vati
on
th
at
sta
ff c
an
see
op
po
rtu
nit
ies
for
pro
gre
ssio
n t
hro
ugh
th
e o
rga
niz
ati
on
. T
he
con
cep
t o
f ca
reer
dev
elo
pm
ent
ha
s to
be
clea
rly
lin
ked
wit
h t
he
wh
ole
pro
cess
of
tale
nt
ma
na
gem
ent,
in
clu
din
g p
erfo
rma
nce
fee
dba
ck,
succ
essi
on
pla
nn
ing,
tra
inin
g
an
d d
evel
op
men
t a
nd
th
e st
aff
ing
str
ate
gy.
AN
NEX
ON
E SR
HR
54
8)
UN
Ref
orm
.
Un
der
stan
din
g o
f U
N r
efo
rm
.
Res
po
nse
to
/im
pac
t o
f U
N r
efo
rm
Un
der
sta
ndin
g of
UN
ref
orm
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Few
sta
ff h
ave
a cl
ear
idea
of
wh
at U
N r
efo
rm m
igh
t en
tail.
Th
ere
seem
to
be
thre
e b
asic
res
po
nse
s: s
taff
at
larg
e fe
ar i
t; m
id-le
vel
IPO
s se
em t
o b
e ig
no
ran
t ab
ou
t it
an
d s
ee l
ittl
e im
pac
t o
n t
hem
, an
d s
enio
r m
anag
ers
see
it a
s an
op
po
rtu
nit
y.
.
UN
ref
orm
has
bee
n l
iken
ed t
o a
mo
nst
er h
urr
ican
e th
at h
as b
een
an
no
un
ced
, b
ut
ther
e is
no
t m
uch
yo
u c
an d
o t
o p
rep
are.
Mo
stly
, at
th
e st
aff
leve
l, it
en
gen
der
s fe
ar:
ho
w w
ill i
t af
fect
us?
Ho
w w
ill i
t h
app
en?
Ho
w c
an w
e p
rep
are?
Th
ere
is f
ear
of
the
un
cert
ain
ty a
nd
p
oss
ibili
ty o
f lo
sin
g jo
bs,
par
ticu
larl
y in
op
erat
ion
s.
.
At
the
sen
ior
leve
l (r
eps,
RD
, R
C,
som
e o
ther
s) i
t is
see
n m
ore
as
an
op
po
rtu
nit
y. I
t is
sti
ll n
ot
clea
r ex
actl
y w
hat
it
will
en
tail,
bu
t it
is
seen
as
inev
itab
le f
or
surv
ival
.
.
Som
e th
ink
it i
s ab
ou
t an
in
tera
gen
cy m
ob
ility
sch
eme
pilo
t, b
ut
that
it
see
ms
like
a se
lf c
on
tain
ed p
roje
ct.
.
Som
e se
e U
N r
efo
rm a
s m
ore
of
the
sam
e ki
nd
of
chal
len
ges
wh
ich
ar
e fa
cin
g U
NIC
EF
alre
ady.
T
he
goal
s re
mai
n
the
sam
e,
the
envi
ron
men
t re
mai
ns
the
sam
e b
ut
we
bu
t n
eed
to
wo
rk t
oge
ther
w
ith
oth
er a
gen
cies
.
.
Info
rmat
ion
p
rovi
ded
to
st
aff
at
dif
fere
nt
leve
ls
rega
rdin
g U
N
refo
rm
Co
ncl
usi
on
s:
Th
ere
is l
imit
ed u
nd
erst
an
din
g a
nd
a h
igh
lev
el o
f fe
ar
an
d a
nx
iety
reg
ard
ing t
he
UN
ref
orm
pro
cess
an
d i
ts c
on
seq
uen
ces
for
UN
ICE
F s
taff
.
AN
NEX
ON
E SR
HR
55
Res
pon
se t
o/i
mpa
ct o
f U
N r
eform
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Reg
ion
al D
irec
tors
pu
shin
g fo
r U
N r
efo
rm w
ith
reg
ion
al U
N o
ffic
es,
feel
th
at H
Qs
are
dra
ggin
g th
eir
feet
, an
d t
hat
th
e le
ader
ship
fo
r U
N
refo
rm w
ill c
om
e fr
om
th
e re
gio
ns.
.
UN
re
form
is
ab
ou
t h
arm
on
izin
g,
and
th
is
has
to
h
app
en
bo
th
stru
ctu
rally
an
d c
ult
ura
lly.
To
dat
e m
ore
att
enti
on
has
bee
n g
iven
to
st
ruct
ure
an
d
syst
ems
than
to
cu
ltu
re
(lea
der
ship
st
yle,
te
am
app
roac
h,
etc.
). A
dd
ress
ing
the
cult
ura
l an
d H
RM
iss
ues
will
be
an
imp
ort
ant
par
t o
f th
e p
roce
ss a
nd
nee
ds
to s
tart
no
w,
to b
reak
do
wn
th
e si
los
bet
wee
n a
gen
cies
.
.
HR
is
seen
as
pla
yin
g a
role
in
th
e cu
rren
t u
nce
rtai
nty
su
rro
un
din
g U
N r
efo
rm.
Th
ere
is a
fea
r o
f p
ost
s b
ein
g cu
t. H
R s
ho
uld
be
pla
yin
g a
stro
ng
and
pro
acti
ve r
ole
in
th
e p
roce
ss,
to o
rien
t p
eop
le,
pro
vid
e fa
ctu
al a
nd
tim
ely
info
rmat
ion
an
d a
llay
mis
-info
rmat
ion
. P
2D c
ou
ld
be
bet
ter
exp
loit
ed t
o h
elp
in t
his
.
.
UN
ICEF
’s r
epu
tati
on
/bra
nd
sh
ou
ld b
e a
“co
nve
ner
” in
th
e U
N r
efo
rm
pro
cess
, pro
vid
ing
stro
ng
lead
ersh
ip t
o g
et p
artn
ers/
UN
on
bo
ard
.
.
Th
e fo
cus
nee
ds
to
be
on
a
coh
eren
t,
inte
grat
ed
app
roac
h,
bu
t re
cogn
izin
g th
at
each
ag
ency
is
u
niq
ue,
an
d
allo
win
g th
em
to
con
cen
trat
e o
n d
oin
g w
hat
th
ey d
o b
est.
.
It i
s im
po
rtan
t fo
r U
NIC
EF s
taff
to
ser
ve i
n o
ther
age
nci
es.
Som
e “l
ive
an
d
die
in
U
NIC
EF”
, re
fusi
ng
to
con
sid
er
Res
iden
t C
oo
rdin
ato
r p
osi
tio
ns
bec
ause
th
e p
aych
eck
is f
rom
UN
DP
.
.
“UN
ICE
F h
as
a c
ult
ure
of
pra
isin
g it
self
too m
uch
, a
ctin
g on
its
ow
n,
an
d p
utt
ing
itse
lf a
hea
d o
f oth
er a
gen
cies
.” T
oo
man
y th
ink
we
are
the
bes
t ag
ency
. U
NIC
EF h
as d
evel
op
ed a
cer
tain
arr
oga
nce
, in
p
art
bec
ause
UN
ICEF
has
eas
iest
man
dat
e to
sel
l. T
his
is
seen
as
an
ob
stac
le
to
aski
ng
imp
ort
ant
qu
esti
on
s ab
ou
t h
ow
to
st
rate
gica
lly
situ
ate
UN
ICEF
wit
hin
UN
Ref
orm
, to
bei
ng
pro
acti
ve.
.
Nu
mb
er o
f p
eop
le w
ith
in U
NIC
EF
invo
lved
in t
he
UN
ref
orm
pro
cess
.
Co
ncr
ete
acti
on
s al
read
y ta
ken
w
ith
in U
NIC
EF t
o s
up
po
rt t
he
UN
re
form
pro
cess
.
An
y d
ata
on
th
e p
ote
nti
al i
mp
act
of
UN
ref
orm
on
UN
ICEF
sta
ffin
g
AN
NEX
ON
E SR
HR
56
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Nu
mb
er o
f st
aff
in o
ther
age
nci
es d
edic
ated
to
th
e U
N f
orm
pro
cess
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Step
s ta
ken
by
oth
er U
N a
gen
cies
reg
ard
ing
UN
ref
orm
Co
ncl
usi
on
s:
UN
ICE
F i
s cu
rren
tly
seen
to
be
dra
ggin
g i
ts f
eet
wit
h r
esp
ect
to t
he
UN
ref
orm
pro
cess
, in
pa
rt d
ue
to a
per
ceiv
ed l
evel
of
org
an
iza
tio
na
l a
rro
ga
nce
. T
her
e is
a c
on
cern
th
at
if i
t d
oes
no
t ra
pid
ly e
ng
ag
e a
nd
ta
ke
an
act
ive
role
in
th
e p
roce
ss i
t w
ill
be
“do
ne
to”,
ra
ther
th
an
bei
ng a
pro
act
ive
pa
rt o
f th
e p
roce
ss o
f se
ttin
g t
he
agen
da
.
AN
NEX
ON
E SR
HR
57
9)
Cu
ltu
re
.
Th
e cu
ltu
re o
f U
NIC
EF
.
Th
e cu
ltu
re w
ith
in c
ou
ntr
y/re
gio
nal
off
ices
.
Th
e w
ork
en
viro
nm
ent
.
Mo
tiva
tors
/de-
mo
tiva
tors
.
Gen
der
issu
es
.
Pre
vio
us
chan
ge e
ffo
rts
Th
e cu
ltu
re o
f U
NIC
EF
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
is a
str
on
g se
nse
th
at t
he
cult
ure
wit
hin
th
e o
rgan
izat
ion
ru
ns
cou
nte
r to
th
e es
po
use
d v
isio
n o
f U
NC
IEF.
Th
e ex
tern
al p
erce
pti
on
an
d i
nte
rnal
rea
litie
s ar
e q
uit
e d
iffe
ren
t. “
I w
as
so h
appy
to g
et a
job
wit
h U
NIC
EF.
Wit
hin
on
e w
eek I
rea
lise
d m
y m
ista
ke”
.
.
UN
ICEF
is
d
escr
ibed
as
ve
ry
hie
rarc
hic
al,
mac
ho
, “c
om
man
d
and
co
ntr
ol”
, w
ith
lim
ited
em
po
wer
men
t o
f st
aff
and
a r
elat
ivel
y lo
w l
evel
o
f tr
ust
in
peo
ple
to
do
th
e ri
ght
thin
g. T
his
is
exem
plif
ied
th
rou
gh
the
stru
ctu
re,
and
th
e co
mp
lex
an
d b
ure
aucr
atic
pro
cess
es f
or
even
th
e m
ost
si
mp
le
of
thin
gs.
UN
ICE
F st
rugg
les
wit
h
tryi
ng
to
be
dem
ocr
atic
, in
clu
sive
an
d p
arti
cip
ato
ry.
It g
ives
th
e im
pre
ssio
n o
f o
pen
nes
s, b
ut
the
hie
rarc
hy
rem
ain
s. S
taff
in
lo
wer
lev
els
feel
th
at
thei
r co
ntr
ibu
tio
n i
s n
ot
valu
ed,
and
th
at c
erta
in s
enio
r st
aff
mem
ber
s sh
ow
a la
ck o
f re
spec
t fo
r th
e st
aff
wo
rkin
g fo
r th
em.
.
In s
pit
e o
f th
is,
ther
e is
lit
tle
cult
ure
of
lead
ersh
ip,
and
no
cu
ltu
re o
f m
anag
emen
t ac
cou
nta
bili
ty.
.
Th
ere
is l
ittl
e en
cou
rage
men
t fo
r cr
eati
vity
, in
no
vati
on
fo
r fl
exib
ility
. R
igid
ity
of
pro
cess
es k
ills
init
iati
ve.
Peo
ple
sen
se t
hat
“yo
u a
re n
ot
her
e to
th
ink, y
ou
are
ju
st h
ere
to d
o”.
AN
NEX
ON
E SR
HR
58
.
In
gen
eral
, th
e cu
ltu
re
is
no
t su
pp
ort
ive
of
op
en
and
h
on
est
com
mu
nic
atio
n,
Peo
ple
do
no
t n
eces
sari
ly s
ay w
hat
th
ey t
hin
k, a
nd
ar
e m
ore
lik
ely
to c
om
pla
in i
n t
he
hal
lway
s ra
ther
th
an u
sin
g th
e ap
pro
pri
ate
chan
nel
s. T
her
e ar
e ex
cep
tio
ns
in s
om
e o
ffic
es,
bu
t th
ese
are
hea
vily
dep
end
ent
on
co
un
try
rep
s.
.
Peo
ple
are
lo
ath
e to
tal
k ab
ou
t it
, b
ut
lack
of
tran
spar
ency
is
a re
al
issu
e,
wit
h
dec
isio
ns
mad
e o
n
po
litic
al
gro
un
ds,
o
r b
ecau
se
of
pre
ssu
re
fro
m
do
no
rs,
rath
er
than
o
n
the
bas
is
of
an
ob
ject
ive
asse
ssm
ent
of
the
fact
s.
.
Staf
f d
o n
ot
feel
th
at U
NIC
EF v
alu
es t
hem
as
an o
rgan
izat
ion
. T
his
is
man
ifes
ted
b
y th
e la
ck
of
sup
po
rt
for
trai
nin
g an
d
care
er
dev
elo
pm
ent,
an
d t
he
inab
ility
to
fin
d a
so
luti
on
fo
r st
aff
wh
o h
ave
bee
n s
tuck
at
the
top
of
thei
r gr
ade
for
man
y ye
ars.
UN
ICEF
pu
shes
th
e lin
e o
f “t
he
UN
ICE
F fa
mily
” “b
ut
it
is
not
my
fam
ily,
a
nd
cert
ain
ly d
oes
n’t a
ct lik
e it
”.
.
Man
y o
f th
e m
anag
emen
t to
ols
th
at a
re d
evel
op
ed i
n U
NIC
EF a
re
per
ceiv
ed
as
bu
reau
crat
ic
req
uir
emen
ts,
and
ar
e n
ot
seen
to
b
e u
sefu
l. P
art
of
this
is
d
ue
to
thei
r fo
rm
and
th
e w
ay
they
ar
e in
tro
du
ced
, b
ut
par
t is
du
e to
a l
ack
of
un
der
stan
din
g o
f th
e va
lue
of
the
too
ls a
nd
a c
ult
ura
l te
nd
ency
to
rej
ect
chan
ges
in m
anag
emen
t to
ols
ou
t o
f h
and
.
.
Th
e cu
ltu
re o
f U
NIC
EF i
s m
ore
sel
f-co
ngr
atu
lato
ry t
han
sel
f-cri
tica
l. It
is
n
ot
a cu
ltu
re
that
en
cou
rage
s h
on
est
qu
esti
on
ing
and
ri
goro
us
refl
ecti
on
on
ho
w t
he
org
aniz
atio
n i
s p
erfo
rmin
g. I
t h
as h
eld
man
y m
eeti
ngs
to
d
eter
min
e w
hat
n
eed
s to
ch
ange
, b
ut
has
n
ot
dem
on
stra
ted
a c
om
mit
men
t to
im
ple
men
tati
on
of
wh
at c
om
es o
ut
of
the
mee
tin
gs.
.
Op
erat
ion
s st
aff
feel
th
at t
hei
r w
ork
is
dev
alu
ed i
n c
om
par
iso
n w
ith
th
e w
ork
o
f th
e p
rogr
amm
e st
aff.
“W
e a
re
the
du
stbin
s of
the
org
an
iza
tion
”.
.
In s
pit
e o
f it
s o
ffic
ial
po
siti
on
, U
NIC
EF i
s h
eavi
ly A
ngl
op
ho
ne.
En
glis
h
is t
he
“lan
guag
e o
f p
ow
er”,
an
d m
any
imp
ort
ant
do
cum
ents
, as
wel
l as
th
e m
ajo
rity
of
trai
nin
g, is
ava
ilab
le o
nly
in E
ngl
ish
.
.
Staf
f su
rvey
dat
a
AN
NEX
ON
E SR
HR
59
Co
ncl
usi
on
s:
Cu
ltu
ral
issu
es r
un
dee
p w
ith
in a
n o
rga
niz
ati
on
. If
UN
ICE
F i
s to
ach
ieve
sig
nif
ica
nt
cha
nges
wit
h r
esp
ect
to h
ow
it
ma
na
ges
its
h
um
an
res
ou
rces
, it
nee
ds
to a
dd
ress
so
me
of
the
un
der
lyin
g c
ult
ura
l is
sues
wh
ich
in
ma
ny
case
s ru
n c
ou
nte
r to
th
e es
po
use
d
valu
es o
f th
e o
rga
niz
ati
on
, an
d a
re c
urr
entl
y im
ped
ing a
ny
sign
ific
an
t im
pro
vem
ents
in
HR
M.
Th
e cu
ltu
re w
ith
in c
ou
ntr
y/re
gion
al off
ices
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e cu
ltu
re a
nd
clim
ate
wit
hin
in
div
idu
al o
ffic
es i
s h
eavi
ly d
epen
den
t o
n t
he
cou
ntr
y re
pre
sen
tati
ve/r
egio
nal
dir
ecto
r, a
s w
ell
as t
he
sen
ior
team
of
IPO
s. T
he
rep
s ar
e ve
ry i
mp
ort
ant,
an
d a
lmo
st h
ave
the
stat
us
of
“vic
ero
ys”
wit
hin
th
e co
un
try.
.
Th
is
can
b
e p
arti
cula
rly
dif
ficu
lt
for
loca
l st
aff,
as
th
ey
are
“th
e co
nti
nu
ity”
w
ith
in
the
off
ice,
an
d
hav
e to
ad
just
to
a
dif
fere
nt
man
agem
ent
styl
e ea
ch t
ime
the
rep
ch
ange
s.
.
It i
s d
iffi
cult
to
bu
ild a
rea
l se
nse
of
a te
am w
ith
in r
egio
nal
off
ices
b
ecau
se s
o m
any
peo
ple
are
co
nti
nu
ally
on
th
e m
ove
.
.
In m
any
off
ices
th
ere
is a
“co
nsp
irac
y o
f co
urt
esy”
an
d c
ult
ure
of
sile
nce
, w
her
e p
eop
le a
re n
ot
will
ing
to s
pea
k u
p f
or
fear
of
the
imp
act
on
th
eir
futu
re e
mp
loym
ent.
.
Som
e p
eop
le d
escr
ibed
ex
cep
tio
ns
to t
his
sce
nar
io,
bu
t th
ey a
pp
ear
to b
e d
epen
den
t o
n t
he
man
ager
or
the
Rep
rese
nta
tive
. Fo
r ex
amp
le,
wh
ere
the
man
ager
s b
elie
ved
in
th
e p
rin
cip
les
of
the
Man
agem
ent
Exce
llen
ce p
rogr
amm
e (o
r o
ther
su
ch m
ore
per
son
al m
anag
emen
t p
rin
cip
les)
, an
d i
mp
lem
ente
d t
ho
se p
rin
cip
les
and
kep
t th
em a
live,
th
ey h
ave
bec
om
e m
ore
in
tegr
ated
in
to t
he
cult
ure
of
the
off
ice.
In
th
ose
o
ffic
es
ther
e is
a
no
tice
able
d
iffe
ren
ce
in
the
clim
ate,
H
R
man
agem
ent,
co
mm
un
icat
ion
an
d e
ven
th
e u
se o
f th
e P
ER.
Th
is l
asts
u
nti
l a
man
ager
or
Rep
rese
nta
tive
is
rota
ted
in
to t
he
off
ice
wh
o d
oes
n
ot
ho
ld t
he
sam
e b
elie
fs a
bo
ut
man
agem
ent.
AN
NEX
ON
E SR
HR
60
.
Som
e co
un
try
off
ices
hav
e su
ccee
ded
in
dev
elo
pin
g a
colla
bo
rati
ve,
con
sult
ativ
e cu
ltu
re,
wit
h a
mix
of
form
al h
iera
rch
y an
d h
ori
zon
tal
inte
rdis
cip
linar
y te
ams
that
co
ntr
ibu
te
to
an
inte
grat
ed
visi
on
, ex
chan
ges,
an
d m
utu
al le
arn
ing.
.
In
a n
um
ber
o
f o
ffic
es
ther
e ar
e si
gnif
ican
t cu
ltu
ral
and
ra
cial
te
nsi
on
s, b
ut
thes
e ar
e ra
rely
bro
ugh
t to
th
e su
rfac
e o
r d
iscu
ssed
o
pen
ly.
Tri
bal
or
relig
iou
s d
iffe
ren
ces
at t
he
cou
ntr
y le
vel,
as w
ell
as
dif
fere
nce
s b
etw
een
lo
cal
and
in
tern
atio
nal
st
aff
and
d
iffe
ren
ces
bet
wee
n c
ult
ure
s o
f in
tern
atio
nal
sta
ff a
ll ad
d t
o c
ult
ura
l co
mp
lex
itie
s an
d p
ote
nti
al t
ensi
on
s w
ith
in o
ffic
es.
.
Nat
ion
al/I
nte
rnat
ion
al
staf
f te
nsi
on
s ar
e ex
acer
bat
ed
by
per
ceiv
ed
dif
fere
nce
s in
st
atu
s an
d
trea
tmen
t an
d
a re
al
dif
fere
nce
in
en
titl
emen
ts.
.
Map
o
f n
atio
nal
itie
s o
f st
aff
in
regi
on
s/co
un
try
off
ices
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Stra
tegi
es p
ut
in p
lace
by
oth
er U
N o
r n
on
-UN
org
aniz
atio
ns
to e
ase
cult
ura
l ten
sio
ns
in m
ult
icu
ltu
ral o
ffic
es
Co
ncl
usi
on
s:
Co
un
try
rep
s/re
gio
na
l d
irec
tors
ha
ve a
sig
nif
ica
nt
imp
act
on
th
e cu
ltu
re a
nd
cli
ma
te o
f in
div
idu
al
off
ices
. T
his
rei
nfo
rces
th
e n
eed
to
in
vest
in
th
e se
lect
ion
, tr
ain
ing a
nd
on
go
ing p
erfo
rma
nce
ma
na
gem
ent
of
thes
e st
aff
, w
ho
are
oft
en o
per
ati
ng i
n r
ela
tive
is
ola
tio
n f
rom
th
eir
collea
gu
es a
nd
HQ
. G
iven
th
e co
mp
lex
itie
s o
f th
e cu
ltu
ral
mix
in
th
e fi
eld
an
d t
he
ten
sio
ns
tha
t ca
n e
xis
t in
co
un
try
an
d r
egio
na
l o
ffic
es, t
he
ab
ilit
y to
eff
ecti
vely
ma
na
ge
sta
ff a
nd
ha
nd
le d
elic
ate
in
terp
erso
na
l re
lati
on
s is
a c
riti
cal
pa
rt o
f th
e jo
b.
AN
NEX
ON
E SR
HR
61
Th
e w
ork
en
viro
nm
ent
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Wo
rklo
ads
are
hig
h,
and
th
ere
is a
gen
eral
ized
ex
pec
tati
on
of
lon
g h
ou
rs,
par
ticu
larl
y fo
r IP
Os.
Th
is i
s ex
acer
bat
ed b
y th
e b
read
th o
f U
NIC
EF’s
man
dat
e, a
nd
th
e fa
ct t
hat
th
e o
rgan
izat
ion
tak
es o
n m
ore
th
an i
t ca
n h
and
le.
“Th
ere
is a
n e
norm
ou
s, c
hro
nic
, sys
tem
-wid
e ga
p
bet
wee
n
the
mis
sion
/goa
ls
an
d
the
sta
ffin
g,
tha
t re
sult
s in
tr
emen
dou
s pro
ble
ms
of
work
loa
d”.
.
Peo
ple
co
nti
nu
e to
w
ork
lo
ng
ho
urs
, n
ot
on
ly
bec
ause
o
f th
e w
ork
load
, b
ut
also
fo
r fe
ar o
f n
on
-ren
ewal
of
thei
r co
ntr
act.
Th
e ro
le
mo
del
of
the
cou
ntr
y re
p a
lso
im
pac
ts o
n t
he
ho
urs
th
at p
eop
le f
eel
they
nee
d t
o w
ork
.
.
Th
ere
is a
gen
eral
sen
se t
hat
wo
rkin
g en
viro
nm
ent
is n
ot
hea
lth
y, d
ue
mai
nly
to
.
A l
ack
of
pla
nn
ing,
wh
ich
mea
ns
that
off
ices
are
alw
ays
op
erat
ing
in c
risi
s m
od
e
.
Hig
h w
ork
load
s
.
Bu
reau
crat
ic p
roce
du
res
.
Po
or
man
agem
ent/
sup
ervi
sio
n
.
Th
e p
hys
ical
en
viro
nm
ent
.
Co
nce
rns
ove
r co
ntr
act
ren
ewal
.
Per
ceiv
ed in
just
ices
in a
pp
oin
tmen
ts/t
he
pro
gres
sio
n o
f st
aff
.
Ave
rage
wo
rkin
g h
ou
rs o
f st
aff
at
dif
fere
nt
leve
ls
and
in
d
iffe
ren
t o
ffic
es
Co
ncl
usi
on
s:
Th
ere
is
a
per
cep
tio
n
tha
t w
ork
loa
ds
are
h
igh
a
nd
th
at
lon
g
ho
urs
a
re
valu
ed,
som
etim
es
ove
r a
nd
a
bo
ve
pro
du
ctiv
ity.
O
bse
rva
tio
ns
in t
he
fiel
d s
ugges
ted
th
at
this
ma
y be
the
case
fo
r p
ock
ets
of
sta
ff,
bu
t it
ma
y n
ot
be
tru
e a
cro
ss t
he
bo
ard
. F
or
tho
se s
itu
ati
on
s w
her
e lo
ng h
ou
rs a
re t
he
no
rm, a
fir
st s
tep
sh
ou
ld b
e to
id
enti
fy a
nd
to
try
to
red
uce
th
e n
on
-va
lue-
ad
din
g w
ork
a
nd
bu
rea
ucr
ati
c p
roce
sses
th
at
con
trib
ute
to
th
e w
ork
loa
d.
AN
NEX
ON
E SR
HR
62
Moti
vato
rs/d
e-m
oti
vato
rs
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
e m
and
ate
and
mis
sio
n o
f th
e o
rgan
izat
ion
rem
ain
a s
ign
ific
ant
mo
tiva
tin
g fa
cto
r fo
r m
any
UN
ICEF
sta
ff.
.
For
som
e, t
he
inte
rest
of
the
wo
rk i
tsel
f an
d t
he
wo
rk e
nvi
ron
men
t is
al
so a
sig
nif
ican
t m
oti
vato
r: “
We
sit
at
pla
ces,
peo
ple
lis
ten
to o
ur
advi
ce. W
e a
re r
espec
ted. U
NIC
EF
lets
us
do t
his
”.
.
Som
e st
aff
ackn
ow
led
ge t
hat
th
at t
hey
co
me
to w
ork
so
lely
fo
r th
e m
on
ey, o
r b
ecau
se o
f th
eir
con
trac
tual
ob
ligat
ion
s.
.
Job
in
secu
rity
w
as
cite
d
as
on
e o
f th
e m
ost
si
gnif
ican
t n
egat
ive
imp
acts
on
mo
tiva
tio
n.
.
Lead
ersh
ip e
mb
od
ied
in
th
e im
med
iate
su
per
viso
r p
lays
a c
riti
cal
role
in
ter
ms
of
mo
tiva
tio
n, a
nd
can
kill
or
crea
te it
.
.
Th
e sy
stem
s th
at d
on
’t w
ork
an
d t
he
lack
of
tran
spar
ency
aro
un
d
them
was
oft
en c
ited
as
dem
ora
lisin
g.
.
For
man
y G
S st
aff,
th
eir
job
s ar
e b
ori
ng
and
rep
etit
ive.
So
me
hav
e u
nd
erta
ken
stu
dy
and
wo
uld
be
will
ing
to t
ake
on
a h
igh
er l
evel
of
resp
on
sib
ility
an
d v
arie
ty o
f ta
sks,
eve
n w
ith
ou
t fo
rmal
pro
mo
tio
n.
Man
y fe
el t
hat
th
eir
job
s ar
e co
mp
artm
enta
lised
an
d p
oo
rly
des
ign
ed,
and
co
uld
be
mad
e m
ore
mo
tiva
tin
g an
d i
nte
rest
ing
if t
hey
wer
e al
low
ed t
o r
ota
te b
etw
een
ro
les
or
shar
e ta
sks.
T
his
wo
uld
als
o l
ead
to
a m
ore
fle
xib
le w
ork
forc
e, b
ut
to d
ate
has
met
wit
h r
esis
tan
ce a
t th
e le
vel o
f a
nu
mb
er o
f su
per
viso
rs a
nd
co
un
try
rep
s.
.
A
nu
mb
er o
f st
aff
also
su
gges
ted
th
at
the
use
of
staf
f ex
chan
ges
wit
hin
th
e re
gio
ns
wo
uld
in
crea
se m
oti
vati
on
, b
road
en e
xp
erie
nce
, an
d p
rom
ote
th
e sh
arin
g o
f id
eas
bet
wee
n o
ffic
es w
ith
in a
reg
ion
.
.
Nu
mb
er
and
n
atu
re
of
staf
f ex
chan
ges
wit
hin
an
d
bet
wee
n
regi
on
s
AN
NEX
ON
E SR
HR
63
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Pro
cess
es/p
olic
ies
for
staf
f ex
chan
ges
Co
ncl
usi
on
s:
Ma
ny
UN
ICE
F s
taff
co
nti
nu
e to
be
mo
tiva
ted
by
the
ma
nd
ate
of
the
org
an
iza
tio
n,
an
d b
y th
e p
ote
nti
al
for
them
to
po
siti
vely
in
flu
ence
th
e li
ves
of
chil
dre
n a
nd
mo
ther
s. T
he
org
an
iza
tio
n n
eed
s to
ca
pta
lise
on
th
is,
an
d e
nsu
re t
ha
t a
ll s
taff
ca
n s
ee a
co
nn
ecti
on
bet
wee
n t
he
wo
rk t
ha
t th
ey d
o a
nd
th
e m
an
da
te o
f th
e o
rga
niz
ati
on
. It
als
o n
eed
s to
en
sure
th
at
its
esp
ou
sed
va
lues
a
re r
efle
cted
in
ho
w t
he
org
an
iza
tio
n o
per
ate
s o
n a
da
y-to
-da
y b
asi
s a
nd
in
th
e w
ay
it m
an
ag
es i
ts s
taff
.
Gen
der
Iss
ues
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
In D
ecem
ber
200
5 20
06,
47%
of
UN
ICEF
sta
ff w
ere
fem
ale
(46%
of
IPO
s, 4
4%
of
NP
Os,
48%
of
GS)
.
.
On
ly 3
7% o
f st
aff
at P
3 le
vel
and
ab
ove
w
ere
fem
ale,
an
d
25%
o
f st
aff
at D
2 le
vel a
re f
emal
e
.
Ap
pro
xim
atel
y 68
%
of
all
IPO
s w
ere
mar
ried
.
Ap
pro
xim
atel
y 50
% o
f fe
mal
e an
d
82%
of
mal
e IP
Os
wer
e m
arri
ed
.
In
sp
ite
of
the
dev
elo
pm
ent
of
fam
ily-fr
ien
dly
p
olic
ies,
th
e o
rgan
izat
ion
is
no
t se
en t
o b
e su
pp
ort
ive
of
the
pro
mo
tio
n o
f w
om
en
to s
enio
r p
osi
tio
ns.
Th
e lo
ng
wo
rkin
g h
ou
rs, t
he
exp
ecta
tio
n t
hat
sta
ff
can
m
ove
an
ywh
ere
at
any
tim
e,
and
th
e d
iffi
cult
ies
of
spo
use
em
plo
ymen
t ar
e ju
st s
om
e o
f th
e p
ract
ical
iss
ues
wh
ich
oft
en i
mp
act
mo
re
sign
ific
antl
y o
n
wo
men
th
an
on
m
en,
and
p
arti
cula
rly
on
w
om
en w
ith
fam
ily r
esp
on
sib
iliti
es.
Th
ere
is a
per
cep
tio
n t
hat
mo
st
of
the
sen
ior
wo
men
in
UN
ICEF
hav
e n
o c
hild
ren
an
d h
ave
hu
sban
ds
wh
o d
o n
ot
wo
rk, a
re w
ido
wed
or
are
div
orc
ed.
.
Men
an
d w
om
en s
eem
to
be
jud
ged
acc
ord
ing
to d
iffe
ren
t cr
iter
ia,
and
wo
men
are
far
mo
re u
nd
er t
he
spo
tlig
ht
than
men
. “A
s a
sen
ior
wom
an
in
UN
CIE
F yo
u a
re c
on
tin
ua
lly
wa
tch
ed a
nd s
cru
tin
ized
”.
.
Th
ere
is n
o r
eco
gnit
ion
th
at w
om
en b
rin
g so
met
hin
g d
iffe
ren
t an
d
wo
rth
wh
ile t
o t
he
org
aniz
atio
n.
.
It c
an b
e d
iffi
cult
fo
r se
nio
r w
om
en t
o w
ork
wit
h m
en w
ho
cu
ltu
rally
d
o
no
t b
elie
ve
in
wo
men
’s
righ
ts.
Man
y w
ill
agre
e to
b
ehav
e d
iffe
ren
tly
in t
he
off
ice,
bu
t d
o n
ot
fun
dam
enta
lly b
elie
ve,
in s
pit
e o
f th
e fa
ct t
hat
sta
ff a
re s
up
po
sed
to
be
com
mit
ted
to
th
e va
lues
of
hu
man
rig
hts
.
Th
e st
ud
y o
n G
end
er P
arit
y in
Sen
ior
man
agem
ent
has
re
cen
tly
bee
n r
elea
sed
.
.
Mo
re
com
pre
hen
sive
b
reak
do
wn
o
f st
aff
by
fam
ily s
itu
atio
n
.
Stat
isti
cs
on
m
ater
nit
y/p
ater
nit
y le
ave
.
% o
f s
taff
wh
o l
eave
UN
ICEF
aft
er
mat
ern
ity
leav
e
AN
NEX
ON
E SR
HR
64
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Bre
akd
ow
n o
f m
ale
and
fem
ale
staf
f b
y gr
ade
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Stra
tegi
es f
or
incr
easi
ng
the
rep
rese
nta
tio
n o
f w
om
en in
sen
ior
po
siti
on
s in
oth
er U
N a
nd
no
n-U
N o
rgan
izat
ion
s
Co
ncl
usi
on
s:
Alt
ho
ug
h U
NIC
EF
lea
ds
the
UN
in
pro
gre
ss t
ow
ard
s a
chie
vin
g g
end
er b
ala
nce
at
sen
ior
ma
na
gem
ent
leve
l, it
is
stil
l so
me
wa
y fr
om
its
go
al
of
rea
chin
g g
end
er p
ari
ty b
y th
e ye
ar
20
10
. T
he
Stu
dy
on
Gen
der
Pa
rity
un
der
too
k a
det
ail
ed a
na
lysi
s o
f g
end
er
issu
es i
n s
enio
r m
an
agem
ent,
an
d h
as
ma
de
a n
um
ber
of
reco
mm
end
ati
on
s a
s to
ho
w t
o c
on
tin
ue
to w
ork
to
wa
rds
ach
ievi
ng a
ba
lan
ce o
f m
en a
nd
wo
men
in
sen
ior
ma
na
gem
ent
po
siti
on
s. C
urr
ent
ob
sta
cles
to
ret
ain
ing o
r a
ttra
ctin
g w
om
en t
o s
enio
r m
an
agem
ent
po
siti
on
s in
clu
de
bo
th p
ract
ica
l is
sues
ass
oci
ate
d w
ith
th
e d
ema
nd
s o
f th
e jo
b,
an
d c
ult
ura
l is
sues
in
wh
at
is s
till
se
en t
o b
e a
“m
ach
o”,
ma
le-d
om
ina
ted
org
an
iza
tio
n.
Pre
viou
s C
ha
nge
Eff
ort
s
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
UN
ICEF
h
as
atte
mp
ted
o
n
a n
um
ber
o
f o
ccas
ion
s to
ac
hie
ve
sign
ific
ant
chan
ges
in h
ow
it m
anag
es it
s h
um
an r
eso
urc
es.
.
Follo
win
g th
e B
oo
z A
llen
H
amilt
on
St
ud
y an
d
Man
agem
ent
Exce
llen
ce P
rogr
amm
e a
nu
mb
er o
f im
pro
vem
ents
wer
e m
ade,
bu
t th
ey w
ere
no
t fo
llow
ed t
hro
ugh
or
did
no
t go
far
en
ou
gh.
.
Th
ere
hav
e b
een
fe
w
no
tab
le
imp
rove
men
ts
sin
ce
the
Bra
silia
co
nfe
ren
ce i
n 2
002,
wit
h t
he
exce
pti
on
of
the
intr
od
uct
ion
of
P2D
. P
oss
ible
rea
son
s fo
r th
is h
ave
bee
n s
ugg
este
d a
s:
.
Th
e B
rasi
lia p
roce
ss w
as n
ot
con
sult
ativ
e. O
nly
a s
mal
l n
um
ber
of
staf
f w
ere
invo
lved
, in
clu
din
g ve
ry f
ew H
R s
taff
, an
d D
HR
had
lit
tle
com
mit
men
t to
th
e o
utc
om
es;
Th
e re
com
men
dat
ion
s o
f th
e B
rasi
lia c
on
fere
nce
are
st
ill k
ey e
lem
ents
of
the
MT
SP.
AN
NEX
ON
E SR
HR
65
.
Th
e o
utc
om
es w
ere
no
t st
rate
gic.
Th
ey w
ere
pri
mar
ily s
urf
ace
issu
es w
hic
h,
wh
ile i
mp
ort
ant,
will
do
lit
tle
to f
un
dam
enta
lly
chan
ge t
he
un
der
lyin
g is
sues
in
ter
ms
of
ho
w U
NIC
EF m
anag
es
its
staf
f, a
nd
th
e cu
ltu
re a
nd
val
ues
of
the
org
aniz
atio
n;
.
Lead
ersh
ip
was
n
ot
per
ceiv
ed
to
be
con
sist
entl
y b
ehin
d
the
pro
cess
;
.
No
o
ne
was
gi
ven
cl
ear
acco
un
tab
ility
fo
r en
suri
ng
the
imp
lem
enta
tio
n o
f th
e o
utc
om
es,
and
th
ere
was
no
cle
ar p
roce
ss
to e
nsu
re t
hat
th
e ag
reed
act
ion
s w
ere
bei
ng
follo
wed
th
rou
gh;
.
Th
ere
wer
e in
adeq
uat
e fi
nan
cial
res
ou
rces
pro
vid
ed t
o s
up
po
rt
the
imp
lem
enta
tio
n o
f th
e in
itia
tive
s.
Co
ncl
usi
on
s:
Wh
ile
som
e go
od
in
itia
tive
s a
rose
fr
om
bo
th
the
Bo
oz
All
en
Ha
mil
ton
st
ud
y a
nd
th
e B
rasi
lia
co
nfe
ren
ce,
nei
ther
p
roce
ss
con
cen
tra
ted
on
th
e u
nd
erly
ing
cu
ltu
ral
issu
es w
ith
in t
he
org
an
iza
tio
n,
an
d t
he
imp
act
of
the
stu
die
s w
as
ther
efo
re l
imit
ed.
Fu
rth
er,
acc
ou
nta
bil
ity
for
the
imp
lem
enta
tio
n o
f th
e o
utc
om
es w
as
un
clea
r, a
nd
in
ad
equ
ate
res
ou
rces
wer
e m
ad
e a
vail
able
to
su
pp
ort
th
e im
ple
men
tati
on
of
the
reco
mm
end
ati
on
s.
AN
NEX
ON
E SR
HR
66
10)
DH
R
.
Ro
les
and
res
po
nsi
bili
ties
.
Skill
s an
d e
xp
erti
se
.
Cu
ltu
re
.
Rel
atio
nsh
ip w
ith
“cl
ien
ts”
Role
s a
nd r
espon
sibil
itie
s
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
To
tal
of
114
st
aff
in
DH
R
for
2006
/200
7 (6
2 G
S st
aff,
49
P s
taff
, 3
D s
taff
)
.
2 cl
ust
ers
of
3 se
ctio
ns
each
.
To
d
ate
DH
R
has
n
ot
bee
n
allo
wed
to
fu
nct
ion
p
rop
erly
, w
ith
si
gnif
ican
t in
volv
emen
t o
f th
e Ex
ecu
tive
in H
R d
ecis
ion
s.
.
Th
e w
ork
load
in
DH
R i
s h
eavy
an
d s
taff
are
ver
y b
usy
, h
ow
ever
mu
ch
of
wh
at t
hey
do
is n
ot
seen
as
stra
tegi
c o
r va
lue
add
ing.
.
Th
ere
are
man
y fu
nct
ion
s w
her
e p
eop
le
bel
ieve
D
HR
sh
ou
ld
be
add
ing
mo
re v
alu
e. I
n p
arti
cula
r, t
her
e is
a s
tro
ng
feel
ing
that
th
e o
ffic
e sh
ou
ld b
eco
me
mo
re s
trat
egic
, an
d r
edu
ce i
ts r
ole
in
“p
olic
ing”
p
olic
ies
and
d
ecis
ion
s.
Are
as
wh
ere
peo
ple
w
ou
ld
like
to
see
it
incr
easi
ng
its
role
incl
ud
e:
.
Dev
elo
pm
ent
of
a st
affi
ng
stra
tegy
, in
clo
se c
on
sult
atio
n w
ith
th
e fi
eld
.
Pla
nn
ing
staf
f m
ove
men
ts
.
Succ
essi
on
pla
nn
ing,
an
d s
up
po
rtin
g th
e tr
acki
ng
the
pro
gres
s o
f st
aff
.
Dev
elo
pin
g an
d i
mp
lem
enti
ng
a co
ord
inat
ed a
pp
roac
h t
o t
rain
ing
and
dev
elo
pm
ent
at a
ll le
vels
, an
d i
n p
arti
cula
r fo
r m
anag
emen
t an
d s
up
ervi
sory
po
siti
on
s
.
Pro
vid
ing
pro
fess
ion
al e
xp
erti
se i
n t
he
recr
uit
men
t an
d s
elec
tio
n
pro
cess
DH
R h
as r
ecen
tly
un
der
gon
e a
rest
ruct
ure
, d
ivid
ing
the
Rec
ruit
men
t an
d C
aree
r Se
ctio
n in
to
Rec
ruit
men
t an
d S
taff
ing,
an
d T
alen
t M
anag
emen
t.
.
To
tal
nu
mb
er o
f st
aff
invo
lved
in
H
R,
incl
ud
ing
regi
on
al a
nd
co
un
try
off
ice
HR
sta
ff
AN
NEX
ON
E SR
HR
67
Po
ssib
le b
ench
mar
kin
g d
ata:
.
Nu
mb
er o
f H
R s
taff
:to
tal s
taff
rat
io (
loo
kin
g at
bo
th H
Q a
nd
fie
ld H
R p
osi
tio
ns)
Po
ssib
le b
est
pra
ctic
e re
view
s:
.
Stru
ctu
re o
f ce
ntr
al H
R o
ffic
e an
d f
ield
HR
str
uct
ure
Co
ncl
usi
on
s:
DH
R i
s ev
olv
ing f
rom
a t
rad
itio
na
l p
erso
nn
el d
epa
rtm
ent.
It
reco
gn
izes
th
e n
eed
to
bec
om
e m
ore
str
ate
gic
an
d l
ess
op
era
tio
na
l, a
nd
is
ma
kin
g e
ffo
rts
to d
o s
o. S
AP
sh
ou
ld f
ree
it f
rom
so
me
very
tim
e-co
nsu
min
g o
per
ati
on
al
pro
cess
es, a
nd
pro
vid
e th
e to
ols
in
te
rms
of
info
rma
tio
n m
an
agem
ent
an
d a
na
lysi
s to
su
pp
ort
it
tak
ing
on
th
is s
tra
tegic
ro
le.
Ho
wev
er,
ther
e n
eed
s to
be
a s
hif
t in
te
rms
of
bo
th c
ult
ure
an
d e
xp
erti
se t
o m
ove
it
to b
eco
min
g a
tru
ly s
tra
teg
ic r
eso
urc
e in
ter
ms
of
the
ma
na
gem
ent
of
UN
ICE
F’s
st
aff
.
Skil
ls a
nd e
xper
tise
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
Th
ere
has
bee
n p
rogr
ess
in t
erm
s o
f th
e le
vel
of
exp
erti
se w
ith
in
DH
R,
bu
t th
ey a
re s
till
seen
to
lac
k p
rofe
ssio
nal
ex
per
tise
, p
artl
y th
rou
gh
hav
ing
the
wro
ng
peo
ple
, an
d
par
tly
thro
ugh
a
lack
o
f tr
ain
ing.
T
her
e ar
e so
me
exce
llen
t in
div
idu
als,
b
ut
the
ove
rall
imp
ress
ion
is
a gr
ou
p o
f p
rim
arily
ad
min
istr
ativ
e st
aff
wh
o f
ocu
s o
n
pro
cess
ra
ther
th
an
ou
tco
mes
, an
d
wh
o
lack
th
e p
rofe
ssio
nal
ex
per
tise
to
ad
d v
alu
e to
man
ager
s in
th
e fi
eld
.
.
In t
he
pas
t, s
taff
wer
e se
nt
to w
ork
in
HR
if
they
did
n’t
fit
els
ewh
ere
in t
he
org
aniz
atio
n.
No
w t
he
Div
isio
n n
eed
s p
rofe
ssio
nal
sta
ff w
ho
ca
n a
dd
val
ue
to t
he
man
ager
s an
d s
taff
th
at t
hey
are
su
pp
ort
ing:
th
is
is n
ot
the
bas
e fr
om
wh
ich
th
ey a
re c
om
ing.
A n
um
ber
of
exam
ple
s w
ere
pro
vid
ed o
f w
her
e D
HR
sta
ff h
ad w
ritt
en t
hin
gs w
hic
h w
ere
tota
lly in
app
rop
riat
e, u
np
rofe
ssio
nal
an
d p
ote
nti
ally
def
amat
ory
.
.
DH
R s
taff
nee
d t
o b
road
en t
hei
r u
nd
erst
and
ing
of
con
tem
po
rary
HR
p
ract
ices
ou
tsid
e U
NIC
EF, a
nd
ou
tsid
e th
e U
N s
yste
m
AN
NEX
ON
E SR
HR
68
.
Spec
ific
are
as in
wh
ich
HR
nee
ds
to b
uild
its
skill
s in
clu
de:
.
Pro
fess
ion
al e
xp
erti
se in
rec
ruit
men
t an
d s
elec
tio
n
.
Inve
stig
ativ
e w
ork
an
d p
erfo
rman
ce m
anag
emen
t
.
Th
e d
evel
op
men
t an
d im
ple
men
tati
on
of
a st
affi
ng
stra
tegy
.
Stra
tegi
c ap
pro
ach
to
tr
ain
ing,
d
evel
op
men
t an
d
succ
essi
on
p
lan
nin
g
.
Skill
pro
file
of
staf
f in
DH
R
Co
ncl
usi
on
s:
DH
R h
as
trie
d t
o b
uil
d a
mo
re p
rofe
ssio
na
lly
ori
ente
d t
eam
of
sta
ff a
nd
ha
s m
ad
e p
rog
ress
in
th
is d
irec
tio
n.
Ho
wev
er,
the
tea
m
is s
till
per
ceiv
ed t
o b
e p
red
om
ina
ntl
y a
dm
inis
tra
tive
, a
nd
in
ma
ny
inst
an
ces
lack
ing i
n p
rofe
ssio
na
l k
no
wle
dg
e a
nd
ex
per
tise
. If
th
e D
ivis
ion
is
to b
eco
me
mo
re s
tra
tegic
an
d t
o s
ucc
eed
in
tra
nsf
orm
ing f
rom
a p
erso
nn
el d
epa
rtm
ent
into
a d
epa
rtm
ent
of
hu
ma
n r
eso
urc
es w
hic
h a
dd
s si
gn
ific
an
t va
lue
to t
he
org
an
iza
tio
n a
nd
it
ma
na
ger
s, i
t w
ill
nee
d t
o b
uil
d t
he
pro
fess
ion
al
HR
ex
per
tise
of
its
sta
ff t
hro
ugh
a c
om
bin
ati
on
of
tra
inin
g o
f ex
isti
ng s
taff
an
d r
ecru
itm
ent
of
new
sta
ff w
ith
pro
fess
ion
al
HR
ex
per
tise
an
d e
xp
erie
nce
.
Cu
ltu
re a
nd r
ela
tion
ship
wit
h “
clie
nts
”
Per
cep
tio
ns
Act
ion
su
nd
erw
ay
D
ata
(ex
isti
ng,
an
d t
o b
e o
bta
ined
in
late
r st
ages
of
the
revi
ew)
.
DH
R n
eed
s to
dev
elo
p a
mu
ch b
ette
r u
nd
erst
and
ing
of
its
clie
nts
, b
oth
in
ter
ms
of
pro
gram
min
g an
d i
ts r
equ
irem
ents
, an
d i
n t
erm
s o
f w
ork
ing
in t
he
fiel
d.
Giv
en t
hat
ove
r 80
% o
f U
NIC
EF s
taff
wo
rk i
n t
he
fiel
d,
staf
f in
DH
R h
ave
a re
mar
kab
ly l
imit
ed u
nd
erst
and
ing
of
and
ex
po
sure
to
th
e re
alit
ies
of
wo
rkin
g in
a c
ou
ntr
y o
r re
gio
nal
off
ice.
.
DH
R h
as l
ittl
e co
nce
pt
of
clie
nt
serv
ice,
an
d o
f th
e im
pac
t o
f it
s ac
tio
ns
or
inac
tio
ns
on
th
e st
aff
and
man
agem
ent
of
the
org
aniz
atio
n.
“If
you
wa
nt
info
rma
tion
fro
m D
HR
, it
wil
l ta
ke
fore
ver.
If
they
w
an
t in
form
ati
on
fro
m y
ou
, th
ey e
xpec
t it
im
med
iate
ly”.
Sta
ff i
n
DH
R s
eem
at
tim
es o
bliv
iou
s to
th
e im
pac
t o
f d
elay
s o
n i
nd
ivid
ual
s in
th
e fi
eld
.
AN
NEX
ON
E SR
HR
69
.
Th
e re
lati
on
ship
wit
h D
HR
ch
ange
s si
gnif
ican
tly
if y
ou
hav
e m
et t
he
per
son
yo
u a
re d
ealin
g w
ith
. It
is
wo
rth
mak
ing
the
effo
rt t
o d
evel
op
p
erso
nal
rel
atio
nsh
ips.
.
Lan
guag
e is
a s
ign
ific
ant
pro
ble
m f
or
Fran
cop
ho
ne
cou
ntr
ies.
Few
p
eop
le
in
DH
R
spea
k Fr
ench
, an
d
alm
ost
al
l th
eir
mat
eria
l is
ci
rcu
late
d in
En
glis
h.
.
Staf
f w
ith
in D
HR
wer
e d
escr
ibed
as
ind
ecis
ive,
an
d u
nw
illin
g to
tak
e ac
tio
n.
.
DH
R d
oes
is
no
t p
erce
ived
to
hav
e a
cult
ure
of
con
fid
enti
alit
y. P
eop
le
fear
th
at t
hey
will
bet
ray
con
fid
ence
s, w
hic
h i
mp
acts
sig
nif
ican
tly
on
th
e in
form
atio
n t
hat
sta
ff in
th
e fi
eld
are
will
ing
to s
har
e w
ith
th
em.
.
Staf
f w
ith
in D
HR
are
see
n a
s in
flex
ible
, an
d u
nw
illin
g to
ch
ange
. T
hey
ar
e p
rote
ctiv
e o
f th
eir
pro
cess
es,
and
fin
d i
t d
iffi
cult
to
mo
ve f
rom
a
cult
ure
of
“can
’t d
o”
peo
ple
to
a c
ult
ure
of
“can
do
” p
eop
le
.
Nu
mb
er
of
peo
ple
in
D
HR
w
ho
sp
eak
Fren
ch o
r Sp
anis
h.
.
Nu
mb
er
of
DH
R
staf
f w
ho
h
ave
visi
ted
th
e fi
eld
.
.
Tim
e d
elay
s fo
r sp
ecif
ic r
equ
ests
in
DH
R.
.
Len
gth
o
f se
rvic
e in
D
HR
o
f ex
isti
ng
DH
R s
taff
Co
ncl
usi
on
s:
If D
HR
is
to b
eco
me
stra
tegic
an
d v
alu
e a
dd
ing,
it n
eed
s to
be
ab
le t
o u
nd
ergo
a s
ign
ific
an
t cu
ltu
ral
shif
t. I
t is
no
t cu
rren
tly
rega
rded
as
bei
ng c
lien
t o
rien
ted
, a
nd
is
no
t p
erce
ived
as
ha
vin
g a
go
od
un
der
sta
nd
ing o
f th
e co
nte
xt
an
d n
eed
s o
f th
e st
aff
an
d
ma
na
ger
s fo
r w
ho
m i
t p
rovi
des
ser
vice
s. T
his
im
pa
cts
sign
ific
an
tly
on
th
e w
ay
it p
rovi
des
ser
vice
s, t
he
imp
act
of
its
serv
ices
an
d
the
ap
pro
pri
ate
nes
s o
f th
e p
oli
cies
th
at
it d
evel
op
s. F
urt
her
, it
is
reg
ard
ed a
s in
flex
ible
, a
nd
mo
re a
dep
t a
nd
en
forc
ing
an
d
po
lici
ng r
ule
s a
nd
reg
ula
tio
ns
tha
n i
n w
ork
ing w
ith
sta
ff a
nd
ma
nger
s to
fin
d s
olu
tio
ns
to t
hei
r H
R i
ssu
es.
Giv
en t
he
his
tory
of
the
Div
isio
n t
his
is
no
t su
rpri
sin
g,
bu
t th
e cu
rren
t cu
ltu
re w
ith
in D
HR
is
a s
ign
ific
an
t im
ped
imen
t to
ach
ievi
ng r
eal
refo
rm w
ith
re
spec
t to
th
e m
an
agem
ent
of
UN
ICE
F’s
hu
ma
n r
eso
urc
es.
AN
NEX
ON
E SR
HR
70
1
UNICEF All staff Survey on HRM Regional disparities
Background An all-staff Internet survey was conducted by the Evaluation Office in February-March 2006 as part of the UNICEF Strategic Review of Human Resource Management. The survey included 112 statements each of which respondents were asked to rank according to their level of agreement - strongly disagree, disagree, slightly disagree, slightly agree, agree, strongly agree1. The survey results supplement the staff perceptions of the state of human resource management in UNICEF drawn from individual interviews and focus groups during the diagnosis phase of the strategic review2. Response rate Regions Number of Completed
questionnaires % of total number of staff
in the region ESARO 256 15% WCARO 246 15% ROSA 275 18% EAPRO 194 18% MENA 126 12% TACRO 172 23% CEE/CIS 110 21% HQs (New York, Geneva, and Copenhagen)
276 22%
Other Centers 19 56% Approach to the Survey Analysis This report focuses on the disparities between regions, including headquarters and other centers. In order to show the differences, the graphs below illustrates the percentage of staff in each region and overall who Agree (=agree + strongly agree).
1 Apart from the section “How would you rate UNICEF’s performance in the following HR practices?” rated as very poor, poor, quite poor, adequate, good, excellent. 2 See Diagnosis report and annexes at http://www.intranet.unicef.org/epp/evalsite.nsf/Site%20Pages/Page020401
2
JOB SATISFACTION AND FIT I feel my work makes a real difference for children
7665 64
8577 77 80
6255
74
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
My job description is updated regularly in line with changes in my role
38 38
2333 28
36 37
1927 32
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
The level of stress I experience at work is generally acceptable to me
4536
27
46 51
3239 39
23
39
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
3
My job allows me to take care of my family and personal responsibilities
4234
25
41 41
16
3343 46
35
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
My working conditions allow me to do my job well
6355
45
58 60
46 5139 36
52
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I have the opportunity to say what I think in meetings
65
50 5259
66
49 51 50
6455
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
4
I can raise problematic issues without fear of repercussions
45 44 41 3843
2941 36 41 39
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I feel motivated and able to work at full capacity
64
3641
58 6150 46
3950 50
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
My experience and competences are used to the full in UNICEF
60
2933
5045
5053
31 32
46
0
20
40
60
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
5
I have the skills I need to do my job well
87 82 8090 93
87 82 85 86 86
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
MY JOB I have clear performance objectives and I know what results I am expected to achieve
78
63 59
82
67 68 70
5345
68
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I am held accountable for achieving results
8274
65
80 80 7569
6070 73
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
6
I am encouraged to contribute to priorities beyond my immediate responsibility
7264
5667 62
4759
51 55 59
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I am satisfied with the quality of the work I do for UNICEF
81
64 6575 74
68 69 65
8071
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
PROFESSIONAL DEVELOPMENT In the past year, I have had opportunities to learn and grow at work
6352
41
54 59
3847 42 40
49
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
7
I receive regular helpful feedback that supports my learning and development
3930
19
38 34 29 2923
15
31
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF provides the formal and informal learning opportunities I need to do my job better
51
3224
4032 33 37
25 2536
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
The training I have received in UNICEF has made a real difference to my job performance
46
29 2941 36
41 44
2215
37
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
8
I have a mentor in UNICEF (other than my supervisor) who supports my professional development
2317 14
25 22 25 2515
1022
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
CAREER DEVELOPMENT
I am confident that I will be able to advance my career in UNICEF
48
2841
56
3947 45
2430
43
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I receive support in planning my career development at UNICEF
32
12 11
2920 23 23
115
22
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
9
I take the initiative to develop skills and competencies that will assist in my career development
7666 64
7973 74 77
63 6072
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF PRACTICE AND CULTURE
Conflicts are dealt with in a proactive and constructive manner
3018 23
29 32 27 31
16 1527
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF encourages people to express diverse opinions
46
2733 33 37
3140
23 20
35
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
10
Women and men are treated equally in this office/division/centre
75 75
61 6171
6272
38
65 63
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
There is no favoritism or discrimination in UNICEF
29 29 25 2230
22 2210
25 22
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
The workload is distributed fairly
2717 17
2721 23 20
1120 21
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
11
Organizational sanctions are used to deal with inappropriate behaviour
3124 20
2837
31 27
13 1526
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
We take calculated risks to achieve organizational goals rather than playing it safe
2920 23
36 3725
32
17 15
28
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
We work in an atmosphere of trust
46
27 2942 43
33 36
2030
36
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
12
UNICEF knows how to recruit people with the competencies it needs, when it needs them
39
22 2736 36
43 41
1320
33
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
To meet the organisations goals in the future, UNICEF will need to recruit new people with new skills
5770 65 64 63
4553
63 6558
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
MY OFFICE/DIVISION MANAGEMENT
Managers have the competencies to do their jobs well
5443 38
47 52 49 51
34
20
47
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
13
Managers have good people management skills
45
28 2536
45
30 3321
10
33
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
Managers have been appointed because of their competence and leadership capacity
4235 31
3947
32 3624 20
35
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
MY SUPERVISOR
My supervisor recognizes me for good performance
72
57
73 7165 67 69
6470 68
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
14
My supervisor coaches and supports me when I need it
57
42 4450
55 51 5141 40
49
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I have completed a performance review with my supervisor in the past 12 months
7565 67 68
60 5764 63
5564
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I feel comfortable telling my supervisor when I have a problem at work
6958
65 65 67 70 6656 58
64
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
15
My supervisor encourages me to use my initiative and judgment to achieve my work objectives
75
5663 63 66 61
6860 55
64
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
My supervisor helps me to prepare for future developments in the organization
44
2833
4046 44 41
3035 39
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
MY EXPERIENCE AS A SUPERVISOR
I have a good understanding of UNICEF Human Resources policies and procedures
6358 52
6371
5563 58
78
61
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
16
In UNICEF, I have the tools and support I need to manage staff effectively
54
38 43 4859
4959
30
44 49
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I am confident of my ability to manage my team
54
38 43 4859
4959
30
4450
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
When I first became a supervisor, I received training and support to develop the competencies needed for the job
9 6 3 7 12 16 12 9
33
10
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
17
I have completed the performance evaluation for all staff reporting directly to me for 2005
71 6862 66
5160 56
71
22
64
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I am held accountable for completing fair and frank performance evaluations
7766 70
7688 83
77
63
100
76
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
Our performance management system allows me to encourage high performance
51
26
40
5546
58 53
31
67
47
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
18
Our performance management system allows me to address under-performance
36
14
3540 42
48 45
17
5037
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF HR systems give me the management information I need to meet my HR responsibilities
45
23 2736 34 35 39
14
56
34
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
With my staff, I am ready and able to discuss, advise and act in relation to:
- objective setting and work planning
9894
84
95 93 9187
84
100
91
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
19
- Personal development and career development
78
59
75 7766
76 8168
89
74
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- managing stress/work-life balance
69 65 62 67 64 63 59 57 5664
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- their fit with UNICEF/possibility of leaving UNICEF
5948 46 51
6155 59
51
78
54
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
20
- benefits and contractual issues (renewal of contract, abolition of post)
61 59 57 61 60 62 6256
89
60
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- grievances
58 57 59 6354
65 6755
100
61
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
LEADERSHIP IN UNICEF
Senior managers set and communicate clear goals which staff can follow
51
34 36
50 47 49 50
1925
42
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
21
Senior managers model the 'UNICEF Guiding Principles For Staff Commitment and Conduct' in their daily actions
3931 30
4149
38 42
1420
35
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
Senior managers are effective in leading change
48
34 3241 42 40 39
17 15
36
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
Senior managers communicate the implications of UN Reform for UNICEF's work
4841
3243
4938
48
15 15
39
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
22
UNICEF has clear, effective mechanisms for identifying and developing future leaders/managers
29
12 17
30 25 24 28
9 10
23
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF INTRANET
I can readily access information on UNICEF human resource policies and procedures
73 73 70 74 70 6980
55 6070
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I make frequent use of the Learning Web
3125
32 35
2026
33
19 2028
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
23
The UNICEF Intranet is a useful source of information and tools for personal and/or career development
68
54
30
6760 59
71
35
5060
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I regularly consult the UNICEF vacancy bulletins online
4657
4557
45
60 61 5765
54
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
Depending on my query, I know where to get HR advice
64 58 57 59 62 6369
46 5060
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
24
HR advisors/administrators provide advice in a timely manner
46 43 39 3947 44 46
3425
42
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
My queries are dealt with in a friendly, courteous manner
6351 51 51
6351
5750 50
55
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
HR advisors/administrators take action to come up with solutions
4842 39 38
4938
45
2532
39
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
25
THE ADVICE I RECEIVE IS HIGH QUALITY:
- on HR policy and practice
39 4135
4146
3845
3042 39
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- on personal development and career development
2617 17
26 25 22 2615 16
23
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- managing stress/work-life balance
20 2010
22 2820 20 17
1120
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
26
STAFF ASSOCIATION I know who my staff representative is
93 94 91 9096 93 95
67
45
88
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I am clear about the role of my staff association
71 6962
5567 65 66
46
25
61
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
I have often sought help/advice from my staff association
36
21 21 17 2227 30
5 0
22
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
27
HUMAN RESOURCE POLICY AND PRACTICE UNICEF HR policies are clear and easily understood
3325 25
4639
2637
19 2032
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF HR policies are fairly and consistently applied
3023 25
31 3022
31
1220
26
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
How would you rate UNICEF's overall performance in the following HR practices?
- Recruitment and Selection
2816
2534
28 2632
10
40
26
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
28
- Contractual arrangements for staff
3219
30 3529
2233
16 2028
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Staff placement and staff rotation
1710 8
19 15 12 156
15 13
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Staff Retention
2010 15
2722
1623
115
19
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
29
- Succession Planning
1610 13 17
9 11 135
012
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Staff development and learning
2313 15
21 17 1825
1725 20
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Career Development
199 10
1811 13 16
10 15 14
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
30
How would you rate UNICEF’s performance for the following HR-related practices? - performance management
2515 19
28
15 16
29
50
20
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Assignment of benefits and entitlements
37 35 3346
39
22
4132
40 36
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Payment of salary and benefits
49 50 53
68
5544
53 5545
54
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
31
- Staff well-being and stress management
18 14 1421 21
15 18 155
18
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Staff security
46 4248
55 52
37 39 42 45 45
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
HUMAN RESOURCES FUNCTION
The Division of Human Resources (DHR) acts as a strategic partner to managers in meeting the organizational goals
2617 19
28 29 29 30
16 1625
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
32
DHR has the appropriate competencies/HR expertise to support managers in meeting organizational objectives
23 19 2029 32
2431
1016
24
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
DHR has a good understanding of HR issues in field offices
1711
19 23 20 17 2213 16 19
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
RO HR acts as a strategic partner to managers in meeting the organizational objectives
5 6 11 10
2317
10 12 11 12
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
33
The appropriate HR expertise is available at the regional level
4 310 10
2517
10 10 11 11
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
STRATEGIC HUMAN RESOURCES MANAGEMENT
The responsibilities of the HR function at HQ, regional and country levels are well defined
33 30 2938
32 2834
20 16
31
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
UNICEF has a well resourced plan for meeting the organisation's future human resource needs
2414 18
2313 17 22
5 518
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
34
Human resources management is recognized as the responsibility of all managers at all levels in UNICEF
41
26 2935
30 32 36
16 16
31
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
HR CAPACITY IN THE MTSP FOCUS AREAS
UNICEF needs to increase its HR capacity in the following MTSP focus areas: - Focus Area 1: Young child survival and development
58
33
5257
4555 58
33
47 50
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Focus Area 2: Basic education and gender equality
60
35
4860
52 53 57
36
53 52
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
35
- Focus Area 3: HIV/AIDS and children
67
43
56 6153
6268
36
6357
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Focus Area 4: Child protection from violence, exploitation and abuse
69
5264 63 61 61
68
45
6861
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
- Focus Area 5: Policy advocacy and partnerships for children's rights
72
5967 64 65
5969
46
79
63
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
36
EMERGENCY RESPONSE UNICEF can respond to major emergencies with 'right people, right place, right time'
5145
26
5246 50 48
42
5851
0
20
40
60
80
100
EAPRO CEE/CIS MENA ROSA TACRO WCARO ESARO HQ OtherCentres
Overall
PHASE IV — IMPLEMENTATION ANNEXES 1
ANNEX THREE—TALENT MANAGEMENT
These notes have been drawn from reports compiled by Maria-Solange Auteri in DHR following two meetings with DHR staff to discuss the progression of the Talent Management Lever.
The context During the DHR retreat of 4-5 April 2006, it was highlighted that the there is the potential for overlapping areas of work between TMS and OLDS. On the basis of this first discussion, RSS, TMS and OLDS worked for 3 days to agree on the main functions/division of roles with respect to Talent Management.
The group1 agreed on the main mission of Talent Management in UNICEF:
“Talent management is a holistic approach that is founded on the premise that all individuals have talents which should be expressed and developed and which contribute to individual satisfaction and results for children, women and UNICEF.
In an enabling environment, effective talent management contributes to a high development and performance culture where staff are prepared for current and future roles in an ever evolving context. Accountability for Talent Management is shared among individuals, managers and UNICEF.”
Principles The basic principles of Talent Management within UNICEF were determined as follows:
. All individuals contribute to organizational results;
. All individuals have the right to developmental opportunities irrespective of their career trajectory;
. Talent and development must be linked to organizational needs;
. Continuous learning is the foundation of a learning organization;
. Capacity for self assessment has to be developed;
. Feedback has to be a main component of the basic managerial skills;
. Opportunities have to be clearly defined for each category of employees (IP, NO, GS) and communicated widely and transparently to staff.
1 Judith Hushagen, Steven Allen, Rohini De Silva, Dushyant Joshi, Rudolf Messinger, Aboubacry Tall, Umar Iftikhar, Anders Pettersson, Michael Bickel, Christine Nylander, Barbara Brown, Mariam Kakkar, and Thierry Bernier
PHASE IV — IMPLEMENTATION ANNEXES 2
Functions The main three functions that were identified as fundamental in a UNICEF Talent Management System were:
. Recruit talents who have the capacity to grow, and continuously develop them;
. Reward performance (at all levels);
. Nurture high potential leadership.
Components The Talent Management System will fit within the larger staffing strategy, based on defined organizational results. However the main components of the system were identified as follows:
. A competency Framework - built on behaviour and is evidence based - that can define talent and high performance;
. A recruitment process that considers external talents, and the placement and promotion of internal ones;
. A system of exit interviews that allows the Organization to understand better its weaknesses;
. A career map (vertical, horizontal and transversal) that explains to staff members how to move within the Organization, but which emphasises career self-management;
. An internal communication strategy that allows staff to understand changes and opportunities in a transparent and continuous way;
. Learning and development:
Map, including development suggestions, also integrating emergency;
P2D;
Orientation, induction and mandatory Learning Programmes;
Coaching, mentoring, exposure, etc.
. A system of rewards and recognition;
. An effective Performance Management System, based on:
continuous evidence-based coaching and feedback by managers, and
a mechanism of rewards and sanctions for managers (who will be measured against programmatic/operational functions as well as their people development results);
. Technology and mechanism for monitoring and tracking managers and professionals that will allow UNICEF to “tag” and differentiate between technical and managerial expertise.
The process interrelations between RSS/OLDS/TMS are captured in the diagram below:
PHASE IV — IMPLEMENTATION ANNEXES 3
Organization and Learning Development Main priorities (OLDS has to work on all these areas, probably through the creation of a cross functional team composed by RSS, TMS and PALS):
. Revise the development and learning maps already established or start again as needed;
. Review or develop policies on budget, training and contractual arrangements for continuous learning which reflect the desired outcomes of the TM best practices;
. Review the “Orientation and Induction programme” make it mandatory for newly appointed staff across the organization. The DHR++ functional Network should be accountable for Regional and Country levels;
. Include the Emergency Preparedness Programme as part of the organization’s Learning Strategy;
. Assess the competencies of line managers and hold them accountable for their attitude towards coaching supervisees, suggesting learning programmes and identifying stretch assignments or staff exchanges that can enhance the competencies and the skills of their staff.
Succession planning The creation of a succession planning pool based on objectivity, fairness and transparency is pivotal for the future generation of managers, and in the interim period a system to fast track leaders need to be defined. In terms of creating such a pool, it has to be clarified what it means to be in the pool, and a Map of Representatives has to be created. Both issues have to be discussed further and a working group will be set up.
Performance Management and award/reward system The issues of performance management were discussed again, but no specific actions or accountabilities have yet defined. It was agreed that the Performance Appraisal System has to be tackled by targeting specific groups and through focused action:
. Resident Coordinator assessment;
PHASE IV — IMPLEMENTATION ANNEXES 4
. Representatives assessment;
. Partnership for joint assessment centre (with UNDP or other bodies) of P5 and P4 for identifying the next generation of managers
. Strengthening the self assessment process;
. Communicating the importance of “candor conversation” on performance between supervisor and supervises.
Regarding awards and rewards, there was a broad agreement that it is difficult to find appropriate rewarding mechanisms in the Organization, and that a menu of options should be developed from which individuals should be able to choose. The menu might include:
. Training beyond the package – stretch learning;
. UNICEF “gadgets”;
. Access to “goodwill ambassadors” (probably national);
. Field assignments.
More thought has to be given to:
. Comparability of awards/rewards;
. Eligibility;
. Guidance/Communication of criteria;
. Responsibility of a “deciding” group;
. Team versus individual award system.
Career paths - a focus on JPO and YPP According to the new DHR structure, the responsibility for YPP has moved to the HR Officer handling the JPO Programme. Little has been done so far due to workload of the JPO programme and SSA at this stage. In the second half of 2006, the SSA responsibilities will move from TMS to RSS, and a review of the YPP status will be undertaken by December 2006 (support of a consultant has been requested). Until then, business will continue as usual in handling the YPP Programme.
TMS launched a survey with respect to the JPO programme in December 2005 to assess two areas: supervision, and learning and training. The analysis was finalised in April 2006, and the information has already been shared with the JPOs stationed in EAPRO, ROSA and TACRO. The survey highlighted a need to improve the supervision of JPOs, and plans will be put in place to address this area with line managers in the next few months, with a draft action plan to be proposed in September 2006.
Also by September 2006, the final results of the survey will be communicated widely and a further communication will be targeted for Reps and JPOs’ supervisors.
In terms of career progression for the P2/P3 (JPO/YPP) and in order to streamline emergency in UNICEF career path, the group will work on analysing a possible path to make an Emergency Duty Station as a second post for the two abovementioned categories. A proposal will be ready by September 2006.
PHASE IV — IMPLEMENTATION ANNEXES 5
Next Steps By 30 September 2006, the pending issues will be defined, integrated in UNICEF policies, communicated throughout the Organization and the implementation will be carried out by TMS/PALS/OLDS by the end of December 2006/January 2007.
Human Resource Management within the Broader Context of UN Reform
UNICEF is not alone in facing the need to significantly change its approach to HRM. Other agencies are grappling with or have grappled with similar issues at both the surface and deep levels. For example a review of the culture within UNHCR published in May 2005 identified many cultural issues that mirror those found in UNICEF. The primary recommendations in that report focused on the need for a significant investment in management and leadership development, a more rigorous approach to planning, less conflict and competition throughout the organization, and greater accountability. In his follow-up report to the outcome of the Millennium Summit released in March 2006 and in his summation of the situation within the UN Secretariat, the Secretary General echoed many of the issues highlighted in the SRHR Diagnostic Report. In particular he stated that :
• Recruitment needs to be targeted, proactive and faster. • Staff mobility should integrate headquarters and field staff. • Career development should be fostered through targeted training, mandatory
requirements for advancement and diverse career paths. • Contracts should be streamlined and conditions of service harmonized. • A major new leadership development plan covering recruitment, training and
career development is needed to build middle and senior management capacity. • Guidelines should be modified to allow the Secretariat to consider all options for
alternative service delivery, including identifying the potential for relocation and outsourcing.
• Systematic cost-benefit analyses of the potential for relocation and outsourcing in select administrative services should be completed in the next 12 months.
• The budget and planning process should be explicitly linked to results and managerial performance, as part of a more rigorous monitoring and evaluation framework.
• Dedicated resources should be appropriated to the change management process, in particular in the early stages of the process, where resources will be needed for a change management office and staff buyout.
The visions, goals and proposed steps in this strategic framework reflect many of the proposals and actions outlined by the Secretary General, and will be key to ensuring that UNICEF is a leader in the process of UN reform.
Twelve Questions from the Terms of Reference
In UNICEF’s Terms of Reference for the SRHRM, twelve questions were posed. The questions were important for framing our initial thinking during Phase I (Inception and Rapid Assessment) and Phase II (Diagnosis). However, we moved beyond these questions as we began to organize our data and to develop models and frameworks to move the organization forward in Phase III (Strategic Framework).
In this section we revisit and reflect on those original questions.
1. Does UNICEF have clear and workable HR policies relevant to the strategic goals of the organisation? What impact is UNICEF HR policy and practice having on the achievement of UNICEF strategic goals?
Chapters 4, 5, and 6 of the HR manual have been streamlined and revised. Several additional policies are being revisited or revised, including some that currently work against the strategic goals of the organization. Examples of specific policies that have been raised during the Review and have been or are being revised include:
o All policies that touch on learning and development; o HR-time in grade; o SSA/appointment of consultants; o Recruitment and selection, including the role of APC/SAP
and technical reviews, and the issue of giving preferences to certain groups; and
o Policies around contracts. Policies must be continually reviewed, especially in light of larger
organizational reforms. Of equal concern, we discovered it was as much the various
interpretations and applications of the policies and the processes through which they are implemented as the policies themselves that caused problems.
o Staff have learned to “shop around” for the most favourable interpretation of policies.
o Managers do not apply policies with the rigour they could. o Both the policies and their application must be considered
and monitored. HR has begun to streamline its policies, but it will be some time before
the results are felt by staff and managers; greater clarity on the roles of HQ and the RO at a general level will help.
2. How well suited are UNICEF HRM policy, process, employment contracts
and budgeting to the long term maintenance of a skilled UNICEF work force? The budgeting process is a major concern and has too much influence
on contracting arrangements. This must be dealt with through the Organizational Review and the Process Review. There are varying opinions on where the issues really lie and how much flexibility actually exists to address some of these concerns.
Numerous contracting issues have been raised throughout this review and they are being addressed through the HRM Polices, Processes and Procedures or Budget Levers.
That being said, it appears that the contracting procedures offer more flexibility than many managers believe or are exercising.
The ICSC is discussing changes to the 100/200/300 series which may have implications for UNICEF. (UNICEF does not currently use the 300 series). However, as changes have not yet been determined it is too early to know what the actual impact will be.
Current practice contributes to long-term maintenance of a workforce, but not necessarily of a skilled or appropriately skilled workforce. We have asked whether UNICEF has such attractive conditions that it is an employer of choice but is not necessarily attracting and retaining employees of choice.
The issue of contract renewal is a complex one. While it is explicitly stated in the Letter of Appointment that a Fixed Term appointment carries no expectation of renewal, an expectancy may result from the surrounding circumstances. UNICEF Core Staff are normally granted an initial two-year fixed-term appointment which may be renewed subject to fully satisfactory performance, organizational needs and availability of funds. UNICEF’s Human Resources Policy and Procedures Manual (Chapter 14) states that all recommendations for the non-renewal of fixed-term staff members with four or more years of service be submitted for review, together with supporting evidence, to the appropriate bodies (APC or SSR). Therefore, the effective use of this contracting system depends on the manager and the organization being explicit about the duration of the contract with the staff member and not creating expectations that an automatic renewal will take place.
Staff benefits and entitlements are defined by the ICSC and although they were explored as a line of inquiry they were not selected as a lever of change. However, there are issues to be looked at here, as outlined in Annex I of the Phase II Diagnostic Report.
UNICEF’s investment in and approach to learning and development needs re-positioning to ensure that staff are appropriately skilled.
3. Are the accountabilities for HRM clear, understood and fulfilled?
No they are not. And more work is needed in this area. It is of some concern that only 35% of managers in the staff survey agreed with the statement “Human Resource management is the responsibility of all management at all levels in UNICEF”.
Within DHR itself, and more important within DHR++, there is still work to be done. Conversations have begun within the units in New York to clarify potential overlaps, bottlenecks and synergies, but these will need to be continually monitored.
Overlaps and gaps also exist at the levels of headquarters, regional offices and country offices. A pilot program will begin in the fall to enhance delegation and clarify roles. However, all of this must be revisited in view of any structural changes to come out of the Organizational Review.
The role of the line manager in HR has not been completely clear or completely accepted. Work on the Line Managers lever has clarified the role of line managers with respect to HRM; the systems and the managers’ managers have a role to play to make sure this permeates the culture.
4. What progress has been made in the implementation of the Brasilia strategy and what factors underlie UNICEF achievements and failings in improving HRM? The five elements of the Brasilia Consensus on Human Resources in
UNICEF1 included: o Development and application of a corporate HR strategic
planning capacity; o Implementation of a thorough revision of our recruitment,
selection, placement, rotation and exit procedures, so that UNICEF has “the right person in the right place at the right time”;
o Development and implementation of a policy on career and staff development that is based on the three-partner approach (staff member, line manager, organization);
o Refinement of a results-based performance management system for teams and individuals; and
o Building of an enabling and respectful environment that promotes staff security, occupational health and safety and work-life balance, and that embraces gender and cultural diversity.
Although some progress was made, that many of the same issues are still coming up attests to inadequate progress overall, especially given the time and energy already devoted to this process.
P2D and certain staff welfare initiatives have been appreciated. Despite doing more HR planning and carrying out other initiatives, HR
is still not seen as a strategic partner. The failings have consisted mainly of a lack of action at the deeper
level. Change efforts to date have focused on surface issues: changes to tools or to processes, rather than to attitudes, mindsets, culture and systemic interactions.
A lack of demonstrated commitment to the changes by senior staff is constantly mentioned as an obstacle to change. This remains a concern.
5. To what extent does UNICEF staff have the appropriate competencies to
meet the organization’s strategic goals, including priority areas as defined in the MTSP 2006- 2009? A competency gap assessment was not within our purview and would
be necessary to provide an unequivocal response. However, there are perceptions at all levels of the organization that there are current gaps and, perhaps more important, that UNICEF does not have what is needed to position itself well for the evolving environment.
Steps to improve recruitment are taking place, but improving the pools of candidates and accelerating the process still need attention.
There are significant concerns that competency requirements are changing but that the staff competencies are not evolving to meet these needs. UNICEF continues to draw on the same pool of internals, and it does not at this point have a strategic approach to learning and competency development.
The staffing strategy is critical to ensuring that competencies evolve with the evolving needs of the organization.
1 Brasilia Consensus on Human Resources in UNICEF, 22 March 2002.
The comment that “if you don’t know someone you don’t get a job in UNICEF” works against getting the right people to even apply even if it is not a global concern.
6. To what extent do managers in UNICEF have the competencies to
effectively manage resources (human and financial) to achieve the organization’s goals and motivate their teams? The staff survey suggests that managers believe they have the
competencies but that the staff around them do not necessarily concur. This must be addressed in the recruitment/promotions, training and staffing strategy elements.
There is a concern that people-management competencies are not valued in UNICEF. Until that aspect of the culture changes, training and other developmental steps in this area will not have the desired impact.
7. To what extent do UNICEF management culture, management structures
and HR systems encourage or constrain effective HRM? The management culture is a definite constraint. People management is
not valued, there is no evidence that it currently affects career movement at all, the current performance management system is viewed as totally lacking in credibility and relevance, and managers avoid dealing with performance problems. Yet some individual managers do manage well under these constraints. The challenge is to have a culture and systems that encourage and support all managers to practise effective HRM.
There is inadequate clarity regarding accountability, and there are virtually no processes in place for making managers accountable, other than for financial issues.
Significant concerns related to the work environment were identified in the Gender Parity Report.
Of significant concern is that none of this is new. The BAH study in 1994 identified many of the same issues.
8. To what extent do UNICEF (non-financial) rewards, incentives, and
sanctions encourage managers to be effective in their management of human resources? We could not find evidence of a systemic approach to rewards (only
individual actions). However, as part of the implementation of the Talent Management lever, a working group has been set up to design a UNICEF-appropriate awards/rewards mechanism.
Sanctions do not seem to be a part of the UNICEF culture, and we found little evidence of them.
Lack of rewards/sanctions has a significant impact on the ability of the organization to hold people to account or demonstrate the value of effective performance management.
9. To what extent is UNICEF HRM helped or constrained by the HR
regulations and procedures of the United Nations system, and to what extent is it free to be creative in generating its own HRM solutions? Within the Staff Regulations and Rules there is a certain amount of
flexibility where UNICEF can identify and develop its own solutions and policies.
UNICEF is not constrained by human resources procedures of the UN system, because the procedures (the how) is entirely up to UNICEF.
In 1947, UNICEF received full delegated authority from the Secretary-General to apply the UN Staff Regulations and Rules “governing recruitment and other personnel actions” with the provision that UNICEF staff members be accorded comparable treatment to other UN staff. On the basis of this delegated authority, UNICEF does have some flexibility in determining HR matters.
As UNICEF is mainly field-based, it issues its own policies and procedures when possible, necessary and desirable.
Specific policies have been identified as requiring adjustment, and the Policy and Administrative Law Section (PALS) is looking into them.
There is certainly a strong perception that UNICEF is constrained by the UN system; however, in many cases, this may be more of a perception than a reality. Each policy that is seen to block progress should be evaluated by those in a position to determine whether it fits under UNICEF’s delegated authority or not.
Ongoing UN reform will certainly have an impact on HR rules and regulations.
UN reform may provide an opportunity for UNICEF to strengthen its position of influence in the UN family of organizations.
10. Does UNICEF have the appropriate HR expertise to support the
realisation of its strategic goals, both in DHR and across the organization? The new HR systems will help, but they will not be enough to alter the
perception that DHR is a personnel administration section with people who lack the expertise needed to be a strategic partner.
More work needs to be done in DHR itself with respect to competency profiling, better sharing of information and clearer roles and accountability.
Discussions on standards of service and consistency across Human Resource Officers (HROs) will help if decisions are implemented as discussed.
DHR++ must reverse the perception that it is not a professional, service-oriented division.
11. To what extent do UNICEF levels of investment in HR personnel and
systems encourage or constrain effective HRM? The investment in the IT systems will help, and they are none too soon.
However, such systems are just a tool, and they should not be viewed as the solution itself. Phase II of SAP should further help streamline the processes.
The Global Service Centre (GSC) has been established to provide improved levels of service with respect to transactional HR services, as well as improved access to information for UNICEF staff. However, unless those working within the GSC develop a strong sense of client orientation, the Centre is at risk of not meeting its full potential.
UNICEF’s learning budget is significantly lower than that of its counterparts in the UN system. Despite this, the learning budget is not always fully spent during the year. The impact of the 2006-2009 Learning Strategy is not yet being felt throughout the organization.
No staffing competency review of DHR was undertaken as part of this project. Despite this, we know that there are concerns about how many
staff there are in certain positions and how staff are matched to jobs within DHR and across DHR ++.
The DHR++ network is not yet adding the value that it could. DHR aspires to become a strategic partner, and the managers and staff
of UNICEF are expecting no less. 12. How efficiently and cost-effectively deployed are the staff resources within
the Division of Human Resources, and other HR related posts globally? Deployment is neither as efficient nor as cost effective as it could be at
this time. This is because there is no clear or shared understanding of the various roles of headquarters, regional offices and country offices. Staff themselves agree there are overlaps and duplications and probably gaps and missed opportunities as well. The staffing strategy, HR competence and technology all influence the response to this question.
We have raised the issue of strengthening the functional networks so that the outreach of DHR from headquarters through the regional office to a country office is more coherent and adds greater value at all levels and for everyone.
Clear roles and effective deployment will enable DHR to become a strate
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