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OAS Staff Association APRIL 2013

OAS Staff Association: Observations to the Proposed Changes to Chapter III of the General Standards. OAS Staff Association APRIL 2013. Common Positions.

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OAS Staff Association APRIL 2013

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  1. OAS Staff Association: Observations to the Proposed Changesto Chapter III of the General Standards OAS Staff Association APRIL 2013

  2. Common Positions • The need for change in the management of the General Secretariat’s human resources. – In-depth, detailed analysis of aspects that present the greatest challenges. • 2. The importance of recruitment through open competition based on qualifications. – Which should ensure mobility, promotion and retention of qualified personnel. • 3. The importance of training for staff development. – Which should focus on aspects such as career planning, incentives and retention of personnel, as well as earmarking the needed budgetary resources for effective implementation.

  3. Nonetheless 4. The perception that a change in the norms will lead to its application and a transparent and efficient management of human resources. 5. The modernization of administrative processes should not contravene basic principles of international and labor law, or human rights, or result in greater precariousness of the labor force.

  4. Background - AG/RES. 1 (XLIII-E/12 ) 6. Human resource policies b) Request, […] that the General Secretariat include in the Comprehensive Human Resource Management Strategy clear objectives, concrete and measurable results, and specific criteria for its implementation and evaluation and ensure that it reflects a medium- and long-term vision for recruitment and selection, training, and retention of qualified staff […]. c) To instruct the CAAP Working Group on the Review of OAS Programs […] to propose amendments to Chapter III (Personnel) of the General Standards as are necessary to put it into effect.

  5. General observations The presentation… Does not identify clear objectives, concrete and measurable results, or specific criteria for its implementation and evaluation, nor does it reflect a medium- and long-term vision for recruitment and selection, training, and retention of qualified staff, Differs from the changes proposed by the member states for Chapter III of the General Standards with regard to the recruitment and selection process, the types of contracts, and the classification of posts to mention a few. A disconnect exists between the regulatory framework and the Human Resource Management “Strategy” it is meant to support.

  6. In-depth analysis of the proposal Will deepen and reinforce differences in the treatment of staff: in spite of entering through open competition, benefits differ (Series A or Series B), lack of access to Series B or Continuing contracts, which will foster unequal treatment and allow for greater discretion. Will contravene the agreement on parity with the UN: Post classification system and methods are an integral part of the contracts. Will foster precarious contractual terms: Reduced severance and benefits, new conditions to access better benefits, limits to, or elimination of, mobility and reemployment options. Will place the Organization at a disadvantage with other organizations: Less favorable contractual terms will make it more difficult to attract qualified personnel.

  7. In-depth analysis of the proposal (cont.) E. Will negatively affect transparency and institutional framework of the selection process: by drastically modifying the participation of the Staff Association in the selection process. F. Will result in mass layoffs: by excluding specific funds as a funding source for Series A and B contracts, as well as continuing contracts, or by conditioning the extension of a staff contract upon the completion of an open competition by 2014. G. Will unduly penalize staff: eliminates opportunities for improvement, disregards performance evaluation appeal mechanisms, hinders access to greater job stability and benefits. H. Will ignore basic principles of law: the retroactive application of the standards negatively impacts the terms of the contract and disregards previously held agreements.

  8. Historical evolution of the types of contracts The number of posts with greater stability went from 274 in 2000 to 129 currently despite what is established in current regulations.

  9. Conclusions The Staff Committee: Reiterates its willingness to work with the Secretariat and the member states and reaffirms its unconditional commitment to the Organization and its objectives. Requests that the relevant studies are carried out, starting with an analysis of the needs, before embarking on a reform of this nature, and to consider the effects and implications for the Organization and its staff. Reaffirms that adherence to the General Standards and to existing agreements will result in an efficient use of resources and will provide for a committed and motivated staff, with clear development perspectives within the Organization.

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