A.
Introduction
1.
The following paper outlines the key elements of the mobility framework as approved by the General Assembly through resolution 68/265 and provides additional information on implementation issues as agreed at SMC I in
Arusha. It should be read in conjunction with the paper on non-rotational posts and staff and family support measures also submitted as Management papers to SMC III.
B.
Background to the mobility resolution
2.
The mobility framework approved in resolution 68/265 followed the submission of two reports of the Secretary-General to the General Assembly.
The initial report (A/67/324/Add.1) of the Secretary General from 21 August
2012 was based on the agreements made at SMC I in Arusha. Upon review, the General Assembly reaffirmed what it called “the principle of nondiscrimination against external recruitment” and requested the Secretary-
General to present a refined version of his mobility proposal that, among other things, would not negatively impact external recruitment. In addition, the General Assembly also requested that the Secretary-General present, in the same report, an alternative mobility proposal incorporating revised incentives and approaches that promoted geographic mobility, especially in field-oriented job families (A/RES/67/255). The Secretary-General presented a refined model and alternative approach in his second mobility report to the
General Assembly from 3 September 2013 (A/68/358). The refined model allowed equal opportunities for internal and external candidates to apply for vacancies 1 , as well as a lateral reassignment of staff on encumbered posts.
Both exercises were to be managed via Job Network Boards, and for D1 and
D2 level posts, a Senior Review Board.
3.
In its resolution 68/265, the General Assembly approved the refined managed mobility framework, subject to several requests and decisions. Key elements of the resolution include:
-
The request that external and internal candidates be given equal treatment when being considered for vacancies;
1 A vacancy is defined as a position that is not encumbered, either because it is a new position, or because the incumbent has retired, separated or been selected for another vacant position.

-
The decision that the number of geographic moves for the job networks in
2016 and 2017 shall be no greater than the average number of geographic moves in those networks in 2014 and 2015;
-
The decision that the minimum position occupancy limit for D and E duty stations shall be one year, and for all other duty stations shall be two years; and,
-
The decision that Job Network Boards shall include a staff representative in an observer capacity.
4.
In addition, the General Assembly requested annual reports on mobility until its 73 rd session at which it would like a comprehensive review of the implementation of mobility. For the next report to the 69 th session, the
General Assembly requested additional data and information contained in para. 11 of its resolution 68/265. An overview of what was presented in the original proposal and the refined model and what was approved by the
General Assembly is contained in Annex 1 for reference.
C.
Process for selection and reassignment under the mobility framework
5.
Under the proposed framework, staff will be expected to move before reaching their maximum position occupancy limit. They will be able to move either by applying to vacant positions, whether at their current level or one level higher, or by opting into the lateral reassignment exercise, which will be for movement at the same level and within the same Job Network. The processes will be run in parallel and will both be managed by the Job Network
Boards. The following sections outline first the process for vacancies, and second the process for lateral reassignment while Figure 1 shows a timeline of how both processes will fit together in the semi-annual staffing exercise. It is expected that one cycle of both exercises will take approximately 147 days.
Selection for vacancies
6.
At the start of the semi-annual staffing exercise, vacancy announcements will be issued in Inspira for all the currently vacant positions, or those anticipated to become vacant within the next twelve months, 2 i.e. due to retirement 3 .
Where there are multiple vacancies for the same job profile, i.e. three P-4 political affairs officers positions in New York, these will be grouped together
2 Unforeseen or surge vacancies would be temporarily filled until the next cycle through the issuance, for Headquarters, OAHs and Regional commission positions, of temporary job openings or, for field-based entities authorized to do so, from the rosters of precleared candidates.
3 In cases where staff members have given notice that they will resign or separate from the Organization, the resulting vacancy will also be included in the compendium.

so there is one vacancy announcement indicating that three positions are available. Managers of the vacant positions will work with the Network
Staffing Teams to build the vacancy announcements.
7.
Once the vacancies have been issued, staff members and external candidates can choose to apply to vacancies. Staff can apply to vacancies at the same level, or at a higher level. They can also apply to vacancies in different Job
Networks. Staff who apply to vacancies may also choose to opt in to the lateral reassignment at the same time, but are not required to do so unless they are at the end of their position occupancy limit.
8.
Network Staffing Teams will review applications for vacancies, reviewing candidates who are screened in by Inspira to ensure they meet the eligibility requirements. They would then conduct a centralized assessment process to determine which candidates are suitable for the position. The centralized assessment will consist of a written assessment as well as an interview. The written assessment portion will be standardized for the same job profile, meaning, for example there will be a standard written assessment for all administrative officer posts at the P-3 level. Candidates having passed the written assessment may be invited to an interview to assess how they meet the qualifications of a particular position. The candidates who have passed all levels of the assessment process would be submitted to the Central Review
Body (CRB) for approval.
9.
Network Staffing Teams would circulate the list of all suitable candidates approved by the CRB to managers of the vacant positions to seek their views on the candidates. Taking into account the views of the programme manager and taking into account organizational priorities 4 , the Network Staffing Teams would propose selections to the Job Network Boards. Boards would review the proposals and then make recommendations as to which candidates should be selected against vacant posts for approval by the Assistant
Secretary-General for Human Resources Management.
4 For both vacant and encumbered positions, the Network Staffing Teams and Job
Network Boards would apply the following organizational priorities when deciding amongst equally qualified candidates:
 moving applicants between family and non-family duty stations;
 moving applicants between duty stations;
 moving applicants amongst departments/offices at the same duty station; and the additional factors in ST/AI/2010/3.

Lateral reassignments
10.Following the issuance of the vacancies, a preliminary compendium for reassignment will be issued in Inspira which will include the positions of all staff who have exceeded their position occupancy limits and are therefore part of the lateral reassignment pool. Those staff members who have met the minimum position occupancy limit (one year for D/E duty stations and two years for all other duty stations) but have not reached the maximum position occupancy limit and who are not subject to a performance improvement plan 5 will be given an opportunity to review the preliminary compendium and may choose to opt in to the lateral reassignment pool if they wish to make a lateral move within their own Job Network. This allows them to make a more informed decision about whether they wish to be laterally reassigned before the end of their position occupancy limit. Once a staff member has decided to opt in, they (and their post) remain in the lateral reassignment pool, they can no longer ‘opt out’.
11.A comprehensive compendium of all encumbered positions available for reassignment will then be posted which includes the positions of all staff who have reached their maximum position occupancy limit (and are subject to reassignment) as well as staff who have opted in. Network Staffing Teams will have worked with the managers of those positions to build the job opening included in the compendium. The staff members on these positions will apply using a template that outlines their skills, experience, education, and position occupancy data.
6 Each staff member’s performance record would also be taken into account and staff will be able to rank their preference for the positions in the compendium that are of interest to them.
The compendium of encumbered positions will not be open to external candidates.
12.The Network Staffing Teams shall review the applications submitted via the compendium for lateral reassignment. Because applicants must be serving staff members who already have gone through a central review body process, it will not be necessary to conduct assessments for staff already serving in their Job Network. The Network Staffing Teams shall, therefore, screen candidates for eligibility, compile a list of suitable candidates and then invite
5 Staff subject to a performance improvement plan (during or at the end of their position occupancy limit) must satisfactorily complete the performance improvement plan and have returned to the regular performance appraisal cycle in order to join the lateral reassignment pool.
6 The current Personal History Profile (PHP) will be streamlined into a more concise description of a staff member’s skills, experience, and education, , which shall also include data on their current position occupancy, prior mobility, and any special constraints, exemptions or deferments.

managers of the positions in the reassignment pool to transmit any additional views on how the candidates meet the criteria set out in the job opening.
Taking into account candidate preferences, programme manager views and the organizational priorities 7 , the Network Staffing Teams shall propose options for reassignment to the relevant Job Network Board. The Job Network
Board shall make final recommendations to the ASG OHRM for final approval.
13.In each semi-annual staffing exercise, the Job Network Boards will consider the vacancies first, and then review the options for reassignment. This will allow staff who may have applied for movement to a higher level via a vacancy, to be considered for that promotion first, before being considered for a lateral reassignment.
14.For positions in the Field Service category and Professional category (except for P2 staff who have entered the Secretariat via the NCRE or YPP exams as they have a separate placement mechanism), recommendations would be made by Job Network Boards composed of D-1 and/or D-2 level senior managers from the relevant Departments/Offices in HQ and the field. For positions at the D-1 and D-2 levels a single Senior Review Board, composed of USGs and ASGs, would recommend selection and reassignment decisions, functioning in a similar fashion to the Job Network Boards, although it would make recommendations for selection and reassignment to the Secretary-
General. The Senior Review Board would, in addition to recommending selections, as described above, take on the current functions of the Senior
Review Group. (See below for more details on the roles and functions of the
Job Network Boards, Senior Review Board and the Special Constraints Panel).
7 For both vacant and encumbered positions, the Network Staffing Teams and Job
Network Boards would apply the following organizational priorities when deciding amongst equally qualified candidates:
 moving applicants between family and non-family duty stations;

 moving applicants between duty stations; moving applicants amongst departments/offices at the same duty station; and the additional factors in ST/AI/2010/3.

Fig. 1: Timeline of the semi-annual staffing exercises in one year
Cycle 1:
January
• Vacancies
Advertised
• Preliminary and
Comprehensive
Compendium
Issued for reassignment
February
• Staff Rank
Preferences
• Applications
Due
Feb./Marc h
• Network
Staffing
Officers review and assess candidates
March
• CRB Review
• JNB reviews selections for vacancies and proposed reassignment plan
April
• ASG/OHRM finalizes decisions, staff notified
July
• Staff move
Cycle 2:
D.
Role, function and composition of Job Network Boards
15.As outlined above, the primary role of the Job Network Boards is to make recommendations for the selection and reassignment decisions for international professional and field service positions in the compendia to the
ASG of OHRM for approval. In doing so the Job Network Boards ensure consistent application of organizational priorities and monitor the gender balance and geographic representation across a job network, striving to meet
Organizational wide targets. In the case of selections for vacancies, the Job

Network Boards rely on the Central Review Bodies to ensure that the integrity of the process was upheld and that the candidates were evaluated on the basis of the pre-approved evaluation criteria specified in the job opening.
There will be a global CRB undertaking this function for all vacancies and in support of all Job Network Boards.
16.In addition to their role in staffing, the Board will take on several complementary functions. The Boards will provide advice on strategic work force planning and determining which posts are non-rotational. They will make recommendations on career development and milestones that candidates will have to achieve to facilitate lateral or upward movement, or inclusion in the network and provide guidance on career profiles for their
Networks.
17.Each Job Network shall have one Job Network Board composed of board members at the Director level or higher, representing the departments, divisions, offices and field presences that together make up that network.
Each Board shall consist of at least five members. The quorum for any meeting is a simple majority, including at least one female member. Should the need arise, at any time additional board members may be appointed by the Assistant Secretary-General for Human Resources Management.
18.A departmental focal point for women from one of the Departments within the Job Network shall serve on each Job Network Board in an ex-officio and non-voting capacity. The relevant Departmental focal points for women in each Job Network shall decide amongst themselves who participates in the
Job Network Board. Each Job Network Board shall include a representative of staff in an observer capacity, designated by the staff associations of the
Secretariat. A senior human resources representative (independent from the
Network Staffing Team) shall serve on each Job Network Board in an exofficio and non-voting capacity. The human resources representative supports the Job Network Board by inter alia providing guidance on human resources policy issues, providing data on the achievement of targets for gender balance and geographical representation, and advising on the feasibility and impact of any additional requirements that the Job Network Board may impose. The Network Staffing Team shall provide secretariat support to the
Job Network Board.
E.
Role, function and composition of the Central Review Bodies (CRB)
19.As is the case today, the CRB will be responsible for ensuring that the integrity of the process was upheld, that the applications and profiles of applicants were reviewed on the basis of the pre-approved evaluation criteria and that the applicable procedures were followed for all the vacant positions advertised for selection at the P3-P5 levels. P2 positions that are not part of

the YPP will also be reviewed by the CRB. There will be one global CRB to review all vacancies across all Job Networks.
20. Half of the CRB members will be selected by the Secretary-General and half will be selected by the staff associations of the Secretariat. In choosing who will serve on the CRB, every effort shall be made to ensure a balanced representation with respect to geography, gender and departments/offices and the peacekeeping operations and special political missions. Members of the CRB shall be appointed for a term of two years. One of the members selected jointly by all the members of each body shall serve as chairperson of the body. A departmental focal point for women shall also be invited to participate in the CRB. A human resources officer will provide secretariat support to the CRB.
F.
Role, function and composition of the Senior Review Board
21.The Senior Review Board reviews and provides recommendations to the
Secretary-General for the selections and reassignments at the Director level across all Job Networks during the semi-annual staffing exercises. The Senior
Review Board ensures that the integrity of the process was upheld, that the candidates were evaluated on the basis of the pre-approved evaluation criteria specified in the job opening and that the applicable procedures were followed. The Board also ensures that organizational priorities and the strategic needs of the relevant job network have been sufficiently taken into consideration. The Board will regularly monitor gender balance and geographical representation across Director level staff in the Organization, and strive to meet organization wide targets.
22.The Senior Review Board shall consist of one chairperson and twelve members at the USG or ASG level. The Board members are appointed by the
Secretary General who shall make every effort to ensure a balanced representation with respect to geography, gender and departments/offices
(including offices away from headquarters, regional commissions and field missions), as well as prior experience of the Board member in the UN common system. All members shall be invited to each meeting.
23.The Senior Review Board shall appoint one of its members as a gender focal point to monitor and address gender issues. The Assistant Secretary-General for Human Resources Management shall serve as an ex-officio member of the
Senior Review Board. OHRM shall provide secretariat support to the Senior
Review Board.

G.
Role, function and composition of the Special Constraints Panel
24.The Special Constraints Panel reviews requests of staff members expected to participate in a lateral reassignment exercise to either remain in the same duty station for a specified period of time (i.e. a deferment or exemption) or be exempt from moving to certain duty stations while remaining available for duty in other duty stations (i.e. a special constraint). The Special Constraints
Panel submits its recommendations to the Assistant Secretary-General for
Human Resources for approval.
25.Deferments, exemptions and special constraints may be requested due to:
(i) medical reasons of the staff member or one or more of its recognized dependents subject to certification by the Medical
Services Division;
(ii) compelling personal circumstances that a change of duty station would create undue hardship.
26.While every situation cannot be predicted, undue hardship would include situations such as restrictions on parents’ ability to change duty station due to custody agreements. The purchase of real estate at the duty station obtaining resident status, the commencement of a university course shall,
inter alia, not constitute a reason for deferment, exemption or special constraint. When both spouses are staff members, reasonable efforts shall be made by the Organization to facilitate the assignment of both spouses to the duty station. However, the Organization cannot guarantee that spouses who are both staff members can be moved to the same duty station at the same time, and this in and of itself shall not be considered a special constraint.
27.For staff members engaged in projects for which a change of duty station would harm the success of that project, the manager may request jointly with the staff member a recommendation to remain on the same project until the fulfilment of that project, not exceeding 18 months.
28.The Panel, in its recommendation to the Assistant Secretary-General for
Human Resources will include a specified period for the deferment, exemption or special constraints after which a new request may be made by the staff member.
29.There will be a representative of each Job Network on the Special Constraints
Panel. In addition, one senior level representative of the Office of Human
Resources Management shall be invited to all meetings of the Panel to provide in an ex-officio capacity guidance on human resources policies and staff rules and regulations. All panel members serve in their individual capacity. They are not subject to instructions from any extraneous source.

30.A departmental focal point for women designated by the Focal Point for
Women shall serve on the Panel in an observer capacity. A representative of staff designated by the staff associations of the Secretariat shall serve on the
Panel in an observer capacity. The Network Staffing Team shall provide secretariat support to the Special Constraints Panel.
31.In order to ensure independence of the Panel as well as institutional memory, its membership is staggered, so that each year, half of the Panel members end their term and are replaced.
8 Panel members shall be Assistant
Secretary-General for normally a period of two calendar years. In order to maintain continuity of the Panel and to preserve institutional memory, at the start of each calendar year, four new members will replace four sitting members. A member cannot be reappointed within two calendar years after his or her last membership ended.
H.
Structure, reporting lines and functions of the Network Staffing
Teams
32.Membership in a Job Network Board, Senior Review Board or Special
Constraints Panel will be a part time role. These bodies therefore need to be supported by a dedicated team of full time staff. Accordingly a full time
Network Staffing Team will be set up for each Job Network.
33.The size of the Network Staffing Team will depend on the size of the Job
Network.
9 In each team there will be a combination of Network Staffing
Officers with human resources expertise and those who have direct experience with the work of the Job Network. The team will also include requisite support staff. The team will report to team leader. The level of the team leader will be determined by job classification and depend on the size of the team. The team leader will be responsible to the Assistant-Secretary
General for Human Resources Management.
34.The functions of the Network Staffing Team are to carry out all human resources and planning activities related to the semi-annual staffing exercise, which includes:
8 At the first meeting of the Special Constraints Panel, the members will draw lots to determine who will only serve a one year term so that membership can be staggered
(i.e. if there are eight members representing each of the current eight Job Networks, four members will only serve for one year and then be replaced by four new members who then serve a ‘normal’ two year term). This way every year half of the membership of the Special Constraints Panel is new and the other half has already served for one year.
9 Examples from other organizations with mobility policies, such as UNHCR, indicate a benchmark of one Network Staffing Officer for approximately 200 staff in the Network.

 Supporting the Job Network Boards, the Senior Review Board and the
Special Constraints Panels in their activities;
 Identifying staff who are at the end of their position occupancy limit and facilitating their inclusion in the lateral assignment exercise;
 Receiving requests from staff members and managers for deferments, exemptions and special constraints and submitting them to the Special
Constraints Panel;
 Working with managers to build compendia of vacant and encumbered posts;
 Managing the selection and assessment process for vacancies, facilitating submissions to the Central Review Bodies, seeking the views of managers on shortlisted candidates and making preliminary recommendations to Job
Network Boards or the Senior Review Board;
 Managing the lateral reassignment process and making preliminary recommendations to Job Network Boards or the Senior Review Board
 Acting as career counsellor for staff in the Job Network and advising on possible learning paths and career opportunities;
 Acting as liaison between the Special Constraints Panel, the Job Network
Boards and the Senior Review Board on the one side and the individual staff member on the other side;
 Building partnerships across job networks in order to facilitate crossnetwork mobility;
 Monitoring the designations of posts as rotational / non-rotational, receiving input from the managers in this regard and submitting for decision to the relevant Job Network Board after consulting with the relevant departments, divisions, offices or field presences.
I.
Transitional measures
35.At SMC I, staff and management agreed upon a number of transitional measures, as well as commitments to staff in response to job security concerns. The table below lists all of those measures. Although discussed in the context of the original mobility proposal, only one of these measures is affected by the General Assembly’s requests for refinement of the mobility proposal. Because the General Assembly has insisted that internal candidates may not have priority for vacant positions, the Job Network Boards will not be able to give priority consideration to regularized staff in the Tribunals before external candidates. All other measures continue to apply, as agreed at Arusha, with some adjustment to dates in order to account for the General
Assembly approval in April 2014. The second column in the table provides information on how those dates will be adjusted.
Measures to Address Job Security Concerns Adjustments
1 At the conclusion of the reassignment and selection exercise, Member States

when vacant posts exist in the compendium, staff (who have been regularized through endorsement by a Central Review
Body and who have served for at least five years as of 1 July
2009) affected by abolishment of their positions in the
Tribunals (ICTR/ICTY/IRM), under the provisions of
ST/AI/2010/3, shall be given priority consideration by the review board before external candidates.
2 Management will also complete the regularization process of former 200 series Secretariat staff.
3 Staff in downsizing missions/offices will be subject to the policy on downsizing missions/offices and the terms and conditions for placement of staff in accordance with Staff Rule
9.6(e). Where posts are discontinued/abolished, staff members shall be retained in the order of preference set out in Staff Rule 9.6(e).
4 All staff on fixed-term appointments who move to a D/E duty station will be awarded at least a three-year fixed-term appointment, organizational needs permitting.
Transitional Measures
5 New staff members: New staff members joining the
Organization on or after 1 January 2013 on a fixed-term appointment will be subject to the mobility policy as of their joining the Organization.
6 Preparation period: There will be a two-year preparation period starting from 1 January 2013 to 31 December 2014 to allow for the implementation of the mobility policy. During this period, the current staff selection system (currently
ST/AI/2010/3 as amended) 10 will remain in force for all staff members. As a transitional measure, within the current staff selection system staff members applying from another duty station will be given priority at all levels, particularly those staff applying from D/E duty stations. have indicated there cannot be discrimination between external and internal candidates.
Therefore, the
Tribunals cannot be given priority consideration.
Actions
Date adjusted to
1 May 2014
Dates of preparation period adjusted to 1 May 2014 until 31 Dec.
2015.
Member States have indicated there cannot be
10 The current staff selection system will be amended to reflect the changes discussed during SMC I, including position occupancy limits, priority for staff applying from other duty stations, and the requirement of one geographic move for eligibility to P5 and above .

7 Phased implementation: The implementation of the mobility system will be phased by Job Networks beginning from 1
January 2015.
8 Staff become subject to the mobility system when the Job
Network they belong to becomes operational.
11 Until their
Job Network is operational, staff may continue to apply for job openings under the current staff selection system
(ST/AI/2010/3 as amended). Staff who have reached or are approaching their maximum post occupancy should apply to job openings even if their Job Network is not yet operational.
Should they not be selected for a job opening, they will be subject to reassignment during the second year after their
Job Network is operationalized in the mobility system (i.e. they will not be subject to reassignment in the first year that their Job Network is operationalized.).
9 Eligibility for promotion from P4 to P5: Currently serving staff at the P4 level who have met the lateral move or waiver requirements for eligibility to apply for posts at the P5 level by 31 December 2012 will continue to be eligible to apply to job openings at the P5 level in accordance with section 6.3 of
ST/AI/2010/3 for four years from the implementation date (1
January 2015) until 31 December 2018.
10 As a transitional measure, staff on board as of 31 December
2012 at the P5 level will be exempt from the requirement for at least one geographic move when applying to job openings at the D1 level for four years from the implementation date discrimination between external and internal candidates, therefore priority cannot be given to staff applying from
D/E duty stations.
Date adjusted so first compendium will be issued in
January 2016 with first staff moving in July
2016.
Date adjusted to cover the period
1 May 2014 until 31
December 2019.
Date adjusted so that staff on board as of 30
April 2014 are
11 A Job Network is operationalized once all the mechanisms are in place for the Job
Network Board to begin the selection and reassignment process.

(1 January 2015) until 31 December 2018. exempt until 31
December 2019.
J.
Preparation and Implementation of the Mobility Framework
36.The General Assembly has authorized the Secretary-General to implement the refined mobility framework with a view to commencing mobility for one
Job Network in 2016 and one in 2017, followed by two job networks each year thereafter. When a Job Network launches mobility, all staffing processes (i.e. selection for vacancies and lateral reassignment of staff) will be governed by the mobility policy framework. Prior to a Job Network launching mobility, the staff in that Network continue to be governed by the current staff selection system as contained in ST/AI/2010/3 with any amendments needed to implement the transitional measures listed above.
37. Within OHRM, work continues on restructuring the Job Networks to ensure better alignment among similar functional groupings. However, based on their current configuration, the proposed sequence would be as follows:
POLNET: 2016;
MAGNET: 2017;
ITECNET and SAFETYNET: 2018;
ECONET and INFONET: 2019;
LEGALNET and CONFERENCENET: 2020
38.CONFERENCENET is expected to include staff on positions subject to a language exam. Due to the unique needs of the language area and their distribution of posts, a joint Working Group from DGACM and OHRM will develop a more targeted mobility proposal specifically for staff on positions subject to the language competitive examinations. The more targeted proposal will be presented to Member States by 2018, in order to allow for implementation in 2020.
39.To ensure that implementation of mobility takes into account the diverse needs of the Secretariat, a Steering Committee has been set up with representatives from across Job Networks and duty stations. The USG of
Management will chair the Steering Committee, and the USG of Field Support will be the Vice-Chair. In addition, a Technical Advisory Group, composed of
Directors from various Departments, as well as a representative of OAHs,
Regional Commissions and field missions, will provide managerial support and direction to the ASG of OHRM and the mobility implementation team in
OHRM.
40.In 2014, preparatory activities will be focused on finalizing the report to the
69 th session of the General Assembly as well as:

-
Setting up of the mobility implementation team
-
Revision of ST/AI/2010/3 to include transitional measures and any further amendments to facilitate implementation of mobility
-
Detailed definition of selection and reassignment processes, including definition of assessment procedures
-
Initiation of the policy revisions required for mobility implementation
-
Development and initiation of a secretariat-wide communication strategy
41.In 2015, the focus will be on:

Annex 1: Comparison of the mobility proposals and General Assembly decision
Scope
Position
Occupancy
Limits 12
Original Proposal
Internationally-recruited staff (Professional,
Director and Field
Service) with permanent, continuing and fixedterm appointments.
Staff on non-rotational posts are not subject to position occupancy limits.
Staff within 5 years of the mandatory age of separation will be exempted from geographic mobility, except if they request to be geographically mobile.
Subject to the relevant requirements of the Job
Network, staff members who have undergone at least 7 geographical moves of one year or longer will be rewarded with the right to choose if they want to be geographically mobile.
Minimum time before applying for a new position = 1 year
Maximum time in a position = 7 years in
H/A, 4 years in B/C, and
3 years in D/E
Refined Proposal GA resolution
Same. Approved.
Same. Changed minimum position occupancy limit to two years for
H/A/B/C duty stations.
Remainder approved as proposed.
12 The General Assembly Resolution 68/265 underlined that the calculation of position occupancy for staff members under the managed mobility framework shall include time served in their current posts.

Geographic
Mobility
External
Candidates
Job
Network
Boards
Senior
Review
Board
One geographic move required for eligibility for
P5 and above positions.
Same.
Boards make selection and reassignment decisions for staff in their
Network (Field Service and Professional).
Composition: Staff and management representatives in equal numbers on the Boards.
One Senior Review Board would manage selection and reassignment for D1 and D2 staff.
Composition: ASGs and
USGs. No staff representatives.
Same.
Composition:
Senior managers
(D1 and above) from the relevant
Departments on the
Boards. Focal Point for Women as exofficio member of the Boards. Staff continue to have a role via the Central
Review Bodies.
Same.
Approved.
Internals given priority to focus on career development. Externals able to apply for positions not filled internally.
All vacant positions
(from new positions being created, staff retiring or leaving the organization) will be advertised and open to internal and external applicants.
The GA decided that the number of geographic moves for the job networks in
2016 and 2017 shall be no greater than the average number of geographic moves in those networks in
2014 and 2015.
Approved with request that
Secretary-
General, when considering applicants for vacancies to give equal treatment to external and internal candidates.
Approved with addition of representative of staff on the Job
Network Board as an observer.
Approved.

Special
Constraints
Panel
Transitional
Measures
There will be a Special
Constraints Panel to consider exception requests.
Composition:
Management and staff representatives in equal numbers.
P4s with lateral moves and current P5s without a geographic move would be exempt from the geographic mobility requirement until 31
December 2018
(assuming operational in
Jan 2015).
Same.
Composition: Staff representative observer.
Same concept, but date extended to
2019.
Approved.
Requested additional information in the report to the
69 th session on transitional measures.