Focus on Human Resources

1. Focus on Human Resources Joint Informal Consultations UNDP, UNFPA, UNOPS

2. Delegation of authority UNFPA (2004) and UNOPS (2009) have received full delegated authority from the Secretary-General for HR management. UNFPA and UNOPS outsource staff administration to UNDP to promote ‘economies of scale’ Links across the three agencies is strong and can be observed in many shared HR processes, practices and policies.

3. Our common legal framework Staff regulations (as promulgated by GA); Staff rules (as promulgated by S-G); ICSC recommendations (particularly for working conditions in field duty stations); AIs from UN Secretary-General; UNDT and UNAT decisions; UNDP-led Benefits and Entitlements for UNOPS and UNFPA; “Ex-com” agencies networking and knowledge-sharing on an on-going basis.

4. Why the need for a consistent and harmonized policy landscape? Establishes the ‘institutional law’ that governs employment and other aspects of HR administration Keeps the organizations within the limits of constituent instruments Serve as a mechanism to interpret Staff Regulations (as promulgated by the GA) and Staff Rules (as promulgated by the S-G)

5. Why the need for a consistent and harmonized policy landscape? They communicate the values, principles and expectations for how business is conducted in the three organizations Fosters consistency and predictably in decision making and the treatment of staff and promotes fairness, objectivity and transparency Generates harmonization of practices across organizations

6. Establishing the need for updating and writing new policies (external) New legislation including GA decisions and resolutions (e.g. abolition of SOLA) Changes in employment policy by the S-G Decisions by the UNAT highlighting gaps in policy architecture Changes in the external marketplace warranting a revision of a policy (e.g. ‘diplomas mills’)

7. Establishing the need for updating and writing new policies (internal) Issues of concern raised by the Ombudsman’s Office or the Ethics Office Issues of concern raised by the Staff Council, especially around areas of fairness and consistency Feedback from staff surveys Need for alignment with other agencies Multiple ‘exceptions’ highlights the need to revise or create a new policy Changes or adjustments in business practices

8. Drafting and revising HR policies ‘Trigger’ highlighting the need for as new or revised policy – designation of a lead unit to draft Cross-referencing with other agencies Drafting, followed by peer review and consultation with the Staff Council Senior management review, endorsement and promulgation

9. Communicating and monitoring policy revisions Global announcement to staff Webinars and webcasts to focal points Town hall meetings/brownbag lunches Embedded in other training programmes Understanding and effectiveness monitored through staff surveys

10. Harmonization of policies across organizations Policy architecture largely harmonized across organisations, especially with the compensation landscape. UNFPA/UNOPS applies a ‘gap filler’ approach in alignment with UNDP in the absence of a specific policy In response to emergencies situations, high degree alignment between three organizations In the policy domain, commonality of practices vastly outweighs individual differences

11. Leveraging common services and resources The three organisations use many common services and resources fostering economies of scale, including The Office of the Ombudsman The Staff Council The Executive Board Similar approach to Ethics and Integrity (e.g. financial disclosure) HR administration in the field conducted by UNDP

12. Part of a broader UN approach to harmonized business practices The three organisations are also part of a broader UN system approach including; The Human Resources Network (through the CEB) The Field Working Group The IAAP Interagency body on classification of duty stations Bi-annual ICSC deliberations

13. HR policy issues arising from new internal system of justice Delay in adjudication of cases Non renewal of FTAs (case of Obdeijn): FTAs expire automatically (SRule 9.4). FTAs do not give expectation of renewal (SRule 4.13). • Old UNAdT: Due to nature of the FTA, Organization did not have to justify its decision not to renew FTA. • New UNAT: Organization must state the reason for non-renewal and be prepared to prove it. Classification (case of Chen): Equal pay for equal work is a human right. New UNAT: “’Lack of funds’ cannot justify discrimination. It is that simple.” Therefore, policy to make upward re-classification contingent on availability of funds is no longer tenable. Performance appraisal – elevated importance

14. Issues on the horizon Alignment of ‘transformational’ HR management to the Strategic Plan fostering better development results Continuing contracts and a more responsive and consistent contractual landscape Mobility (in the broader sense) and its application to staff Managing for succession and career development Behavioral change around staff self management, and a stronger managerial environment Understanding the ‘risk’ of workplace conflict and promotion of dialogue at all levels of the organisation (s) Harmonization of business practices IPSAS compliance monitoring Budgetary pressures

15. Questions