NEW STAFF SELECTION
SYSTEM
DPI
30 May 2002
Introduction
Best known features of new system:
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•
Selection decisions will be made by HoD
Mobility
Not so well known features:
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•
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Checks & Balances; monitoring &
accountability
Benefits
Why system is introduced, how it fits in
Secretary-General’s vision
Introduction
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
FEATURES OF THE NEW SELECTION SYSTEM
PRIOR SYSTEM
NEW SYSTEM
Selection decision is diffused;
ultimately by DM
Staff selection decision by
Head of Department
Case by case examination of
the JD required before issuance
of VA; frequent need for
classification
Generic job profile (GJP)data
bank facilitates preparation
of vacancy announcements
and promotes transparency
of process; will be available
on-line
Eligibility requirements favour
seniority (3-5 years)
Time in grade eligibility
requirements no longer apply
PRIOR SYSTEM
NEW SYSTEM
Managers set ad hoc
evaluation criteria
(often late in the process)
CRB approved evaluation
criteria required before
managers evaluate
candidates
Programme managers submit
one recommended candidate
and possible alternates
Programme managers
submit to CRB a list of
candidates suitable for post
APB reviews individual case
and endorses manager’s
recommendation or
substitutes another candidate
CRB reviews process, not
individual candidates;
evaluation against post
requirements, not each
other
PRIOR SYSTEM
NEW SYSTEM
Head of Department/Office
selects from list of candidates
One candidate recommended
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
•
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
Multiple features reduce time
required to reach selection decision
- should be no longer than 120 days
decision takes 275 days
CENTRAL REVIEW BODIES
Review process of staff selection
Main functions :
1. 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.
CENTRAL REVIEW BODIES
Main functions (cont’d):
2. Review the process and determine that the
selection is in compliance with the preapproved evaluation criteria.
REVIEWING THE PROCESS
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 (cont’d)

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.
DETERMINATIONS
BY CR BODIES
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 (cont’d)
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
Accountability Mechanisms
checks & balances

Within the system:
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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 Mechanisms
checks & balances (cont’d)

External to the new selection system, but
integral to HR management:
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HR action plans including gender and
geography targets
Heads of Departments’ compact with
Secretary-General
Accountability Panel
HR action plans
Facilitates mainstreaming HR as management
function among managers and supervisors
Reviews HR situation in every department
(vacancy, PAS, training, “stuck” staff, staffmanagement relationship)
Sets agreed quantifiable targets (geography,
gender: GA mandate)
Dovetails into annual “compact” between USGs
and the Secretary-General
The driving forces

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

An Integrated Programme of
HR Reform
10 Building Blocks
A MORE PRODUCTIVE, FLEXIBLE
AND
RESULTS ORIENTED UN
Streamlin
ed
Recruitment
Rules
HR
Placement
&
Planning
&
Procedur
Promotion
es
Competencies and
Continuous Learning
Mobility
Contractual
Arrangement
Administration
of
Justice
Conditions
of
Service
Performance
Management
Career Development
Benefits for Member States
•
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Responsibility and accountability
lines defined
Efficiency enhanced
Faster recruitment
Mobile, versatile staff
Benefits for Staff
•
•
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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 (cont’d)
•
Possibility to come back from mission
service at SPA level, if selected for an
advertised post at that level
•
Possibility to legitimize an organizationwide status for those with contracts limited
to a particular organizational unit
•
More transparency: status of cases
available on-line
•
Broader perspective/global “belonging”
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.
Practical suggestions (cont’d)
Review compendium of vacancies regularly.
Apply early because:
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Lateral move: 15-day-point
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Promotion: 30-day point
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All candidates: 60-day point
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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