NEW STAFF SELECTION SYSTEM DPI 30 May 2002

1. NEW STAFF SELECTION SYSTEMDPI30 May 2002

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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