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Talent Management Framework
Induction
►Organization
►Department
Career /Staff
Development
►Learning
►Job Networks
►Mobility
Performance
Management
Common Policy Framework
e.g. Contractual reform, staffing policy
Common Policy Framework
e.g. Contractual reform, staffing policy
Information System
e.g. e-Staffing tool -- INSPIRA
Information System
e.g. e-Staffing tool -- INSPIRA
Internal:
►Selection
►Mobility
External:
Recruitment
► Outreach
•Un/Under-Rep
•Women
Workforce Planning
►Targeted analysis of
needs
►Short-term Planning
3. • Implement a new tool
(INSPIRA) with enhanced
data management capability.
• Target: fill vacancies
in <120 days
• Use rosters for the field to
ensure pool of available
qualified individuals
• Increase outreach for
functions/gender/geography
• Use common systems
across the organization.
Staffing Challenges Strategy
• High volume: more than
half a million applicants
yearly
• Manual pre-screening too
labour-intensive
• Time to fill vacancies on
average too long
(2009: 197 days)
• Vacancy rates too high in
some functions and duty
stations, especially peace
operations
• Fulfil mandates: gender
and geographical
4. • Highly qualified
– Article 101 of the UN Charter
• Geographical distribution
– Recruitments of candidates to
geographical posts (professional
categories) within the range established
for each Member State.
• Gender balance
– Attain or maintain gender parity
Staffing Mandates
5. System of Desirable Ranges for Posts
Subject to Geographical Distribution
Desirable range for each Member State is
determined by a formula based on:
• Contribution factor
• Membership factor (same for all MS)
• Population factor
e.g. Singapore’s desirable range is 8-17;
Mexico’s range is 40-55; China’s range is
70-95; USA’s range is 330-447.
6. Supporting mechanisms for achieving
gender balance through selections
• Human Resources Action Plan targets
• Advisory role of Departmental focal points for
women
• Female candidates recommended but not
selected remain on roster for three years
(males, 2 yrs)
• CR bodies’ attention to selection process
conducted objectively
• Monitoring and advising by HR Officers
7. Roles in Staffing
Offices Away from HQ and Peacekeeping Operations:
Human Resources Management Service
•Assist managers with international recruitment (Prof & Above vacancies)
•Assist managers with local recruitment (within the duty station) (GS staff)
• Manage local Central Review bodies or Field Central Review Bodies
HQ
OHRM: Policy, technology, and oversight
Manage HQ Central Review Bodies
Professional & Above Staffing Section (PASS)
General Services & Related Categories Staffing Unit
Dept of Field Support: Field Personnel Division (FPD)
Heads of Departments/Offices
Hiring Managers
8. What we do as Recruiters
Review and
determine eligibility
Respond to queries
Special recruitment campaigns
Provide policy and
technical/procedural
guidance and
assistance
Training
NCRE and G-to-P
placement
Advise on writing job
openings and
evaluation criteria
Support departments/offices
in meeting staffing
requirements
9. 9
Recruitment Mechanisms
Induction
Career
Development
Performance
Management
Policy (ST/AI/2010/3)Policy (ST/AI/2010/3)
Careers Portal and INSPIRA Staffing ToolCareers Portal and INSPIRA Staffing Tool
Internal:
• International P-3 & above
• Language examinations
• G-to-P examination
• GS-5 and above and related
categories
• Peace Operations, other
field needs
•TVA
External:
• NCRE (P-2)
• International P-3 & above
• Language examinations
• Local recruitment G1-4
• Peace Operations, other field
needs
Workforce
Planning
10. Exercise: Using the ST/AI/2010/3
1. What criteria are applied to determine if an applicant is an internal or
external candidate when he/she applies for a post?
2. What defines a lateral move in the same department or office—change
in supervisor or change in function?
3. To which appointments does the staff selection system apply?
4. A staff member was recruited at the G-2 level in January 2007, and
promoted from G-2 to G-3 in January 2008. Is he/she eligible to apply
now for a G-5 post? For an FS-5 post?
5. What is the timing for releasing pre-screened applicants to the hiring
manager during the time the vacancy is posted?
6. At what point(s) in the selection process are the central review bodies
involved in the process and for what purpose?
7. Who has the final authority to select a candidate?
8. The Programme Manager wants to assess candidates prior to the
competency-based interviews. Can she ask the candidates to
complete a work sample test and use that as a basis for evaluation?
11. Answers
1. What criteria are applied to determine if an applicant is an internal or
external candidate when he/she applies for a post?
Internal candidate recruited after a competitive examination or a competitive
process (review by a CRB). (Section 1 (o) )
1. What defines a lateral move in the same department or office—change in
supervisor or change in function?
Change in function. (Section 1, (q) )
1. To which appointments does the staff selection system apply?
One year or longer, G-5 and above, TC-4 and above, S-3 and above, P-3
and above, Field Service (Section 3.1)
1. A staff member was recruited at the G-2 level in January 2007, and
promoted from G-2 to G-3 in January 2008. Is he/she eligible to apply now
for a G-5 post? For an FS-5 post?
For G-5, not eligible. For FS-5, eligible if meeting qualifications (Section 6.1
and 9.1)
12. Answers
5. What is the timing for releasing pre-screened applicants to the hiring
manager during the time the vacancy is posted?
Within and/or shortly after the deadline of the job opening (Section 7.2, 7.3)
5. At what point(s) in the selection process are the central review bodies
involved in the process and for what purpose?
Review of the selection proposal, to ensure candidates were evaluated on
the criteria and procedures have been followed (Section 7.7, 7.8, 7.9)
5. Who has the final authority to select an internal candidate? An external
candidate?
Internal, up to and including D-1, Head of Department. External, up to and
including D-1, HOD with OHRM approval. D-2, Secretary-General.
(Section 9.2, 9.3)
5. The Programme Manager wants to assess candidates prior to the
competency-based interviews. Can she ask the candidates to complete a
work sample test and use that as a basis for evaluation?
Yes, after preparing a shortlist of those who appear more qualified based
review of their documentation (Section 7.4, 7.5)
13. • Discontinuation of 15-, 30-, 60-day lists and releasing
eligible applicants as they apply
• Flexibility for deadlines less than 60 days (section 4.8)
• Eligibility for GS to apply to field and FS to apply to
P-level posts (sections 6.1, 6.4 and 6.5)
• Review of the selection proposal by the CRB
(section 8)
• Minimum post occupancy - 1 year (section 9.1)
Highlights of Policy (ST/AI/2010/3)
14. The recruitment and selection process:
• Inspira Tool (creating and managing vacancy
announcements and the selection process, internal
applications)
• Careers Portal (searching job openings and external
applications)
15. UN Terminology External Views and Internal
Applicants
Other internal pages
Category and level Category and level Salary Admin Plan
UN Secretariat UN Secretariat Company
Department/Office Department Business Unit
Competencies Competencies
Duty Station Duty Station Location
Evaluation Criteria Evaluation Criteria
Functional Title Job Title
HRCO Recruiter
Occupational Group Job Family
PCO Hiring Manager
PHP Application and user profile
VA Job Opening
Inspira Terminology
17. Automated Pre-Screening
Eligibility Rules applied for Automated
Age limit
Years of work experience
Education minimum requirements
Former United Nations staff member
Former/current UN contractors, consultants and interns
United Nations Volunteers
Length of work experience
Level
Languages, level of proficiency
Licenses and certificates
Screening questions
18. 18
Advising and training
• For Hiring Managers
• For CRB members
• For staff at large
• As needed -- by appointment -- email or
phone us
How do we help?
Editor's Notes
Speaker introductions
Name, title
Length of service with UN and brief UN career history
Explain your current role and the departments/offices you are responsible for assisting
Objective today:
To discuss how the recruitment and selection process has changed—policy and the process we use now, and the direction that the Organization is taking with ‘talent management.’
To become more familiar with the policy (specifically ST/AI/2010/3)
Check with the group: what roles/functions in the staffing process do they carry out?
Who is a hiring manager?
Alternate/assistant to the hiring manager?
Staffing table manager? Executive Office?
Panel members?
CRB members?
Everyone is a potential applicant as well
May ask for comments on their experience with the new tools to date
Talent Management is a set of mechanisms and tools designed to enable the Global Secretariat – Headquarters, OAH and all duty stations—to do more targeted recruitment, and link staffing with career development, performance management and learning.
The mechanisms and tools are based on our Secretariat policies, staff regulations and rulesThe framework has four core processes:
Workforce planning: defining what kind of talent the Organization needs
Staffing: adding the right types of skills and capacities to the Organization through recruitment and internal movement
Performance Management: measuring the progress on work achievement and skills development and adjusting as needed
Staff development: growing our talent to match organizational needs through learning, training, mentoring and coaching
An important step is to identify the critical skills and capabilities that are impacted by organizational mandates—what does the work require us to have ‘resident’ within the Organization, now and looking forward
It is not practical or strategic to rely on recruitment of new people to meet operational mandates—the Organization has to give attention to development within as well to fulfil its needs.
All of this is supported by new tool that make it easier for us to manage the numbers and types of jobs that we have to fill
Over the years since 2002, using the Staff Selection System, we have many lessons learned from the challenges that emerged:
High volume combined with a one-at-a-time process and not enough functionality in the Galaxy tool
Everyone is agreed that most selections are taking too much time
Unfortunately in some functions and duty stations vacancy rates are persistently too high
Mention what the vacancy rate experience has been at this duty station and the time frame it usually takes to fill—Professional and GS
Ask: From your experience, what part of the process is taking the most time? (Briefly hear what factors participants believe impact the time frames)
The Organization came to the conclusion several years back that we needed a revised strategy and new tools—took several years to explore and build the policy, the process and the infrastructure
Now the organization is using the first modules of Talent Management, supported by a new tool, Inspira
Can we shrink the time from over 160 days (average) to 120 across the system? Could it take even less time? The capability of new tools gives us reason to believe that it’s possible.
We are implementing the TM framework within the context of our continuing mandates that the GA expects the Organization to achieve.
The staffing objectives for the organization have been established on the basis of organizational mandates:
The Charter mandates that we seek the highest standards of efficiency, competence and integrity among the staff, with due regard for geographical representation.
The Secretariat, and all of the organizations of the UN system, have adopted the mandate by the GA that the organization achieve gender balance.
We have been working toward these objectives for some time, and the organization has a number of mechanisms in place that support achieving these objectives.
Regarding geographical distribution, there is a methodology that help us to know how well each MS is represented. (next slide)
System was developed first in 1948 and adjusted over the years to measure representation; last modified in 1988
Uses a ‘base of Professional posts funded by the regular budget
Base is 3300 professional posts that have “geographic status” (as of 30 June 2010)– represent core functions of the organization [A/65/305/Add 2]
Formula includes a proportion related to the country’s contribution to the UN (a larger contribution will count more) (55%)
Membership factor (40% of the calculation) – same weight for all MS
Population factor (size of the MS) (5%)
Results in a range – Over time most of the MS have been within range.
Change in the contribution assessments will affect the range
Change in staff entering/leaving the UN will affect whether country is
Within range, Under-represented or Un-represented
A Member State is considered “unrepresented” when not a single one of its nationals is serving in a post subject to geographical distribution having gone through the established selection process.
A chart on how retirements will affect geographic representation for all MS has been developed – see the page in the participant manual showing the status and expected shifts for all MS over the next few years (chart is after page 29 in the manual)
Full explanation of the system, formula, etc found in A/65/305/Add 2
GA has asked the S-G to develop scenarios that might change the formula; under consideration at this time.
To help achieve the gender mandate:
The organization has put in place measures to help increase the number of qualified women who might join the UN and make advancement in their careers at the UN
HRAPs measure a department’s performance in their selections (tomorrow you will be taking a closer look at the HRAP targets and how well they have been achieved, and earlier today you reviewed some the statistics on the organization’s progress in achieving gender parity, and you’ve seen that we have not had enough progress particularly at the higher levels.)
The focal points for women advise selection panels and Heads of Department on activities or conditions that might help to recruit and retain women
Our current policy has some provisions to make it easier for female candidates to apply for posts and to be selected
HR practitioners across the Organization—HQ, OAH, Regional Commissions, and FPD—have always worked together but the process of transitioning to the new tools and Talent Management have enabled us to work together more cohesively and in a more integrated way than was previously possible.
What we do (specifically at the duty station) is organized in the context of the bigger picture of roles and responsibilities.
OHRM (HQ): Provide policy and technical/procedural guidance and assistance to substantive Departments/Offices at HQ and at OAH, and staff at large.
Human Resources Management service at each duty station assists the departments/offices to apply the policies and manage their vacancies
The largest role is played by the Heads of Departments and the Hiring Managers who are making the selection decisions based on the mandates of their functions.
[Note: this presentation is limited to the staffing functions– at OAH summarize the larger role of the HRM service in the duty station overall]
For the recruitment and staffing functions:
Human Resources Officers support the managers of departments/offices in meeting their staffing requirements leading to appointments of one year or longer
Help them understand and apply the policy
Guide through the process to develop and post a VA
Determining eligibility of candidates
This means sorting out who can and cannot apply for a particular post, given the rules –
If necessary we conduct special recruitment campaigns or conduct particular outreach activities to fill posts
When NCE and G-to-P candidates must be placed, we assist departments/offices in identifying candidates for their posts.
Participate in CRB meetings as ex-officio
Conduct briefings/trainings for managers, administrative staff, and staff at large in the selection system
Respond to queries from everyone, internally and externally, who needs information about recruitment, including missions, member states
Pulling the recruitment and selection aspects out of the overall TM framework, a number of mechanisms are in place to help us recruit staff both internally and externally.
Overview of the current processes—all are described in the policy document (ST/AI/2010/3) which we will look at in depth shortly
With INSPIRA we are reaching our goal as an organization to have a single system integrating all locations in the recruitment/selection process—ended the multiple systems that were in use
Explain how the TVAs are managed at the duty station (ST/AI/2010/4)
Speak to how the local recruitments G1-G4 are managed at the duty station
Policy governing TM and INSPIRA: (all of these are listed in the resources pages of the participant manual and can be accessed in the HR Handbook)
ST/AI/2010/3 Staff Selection System
ST/AI/ 2010/4 Administration of temporary appointments
ST/SGB/2009/7 Staff Rules
ST/SGB/2002/6 Central Review Bodies
ST/SGB/2009/5 Field Central Review Bodies
ST/SGB/2009/2 Senior Review Group
Policy underpins all of the activity
Necessary for all staff to know the policy provisions
In your manual you have a copy of the ST/AI/2010/3 – please open to the AI
To build your understanding of the policy, we have a short exercise that will give you some practice in finding and interpreting the policy text that applies to specific situations.
Exercise (facilitator will assist in getting the group organized for the exercise)
To become more familiar with the provisions of the AI
To get used to using it to answer specific questions
To raise the questions you have as you review the provisions of the AI
Working together with the colleagues at your table,
Find the answer to each question by identifying the section/paragraph where it is found in the AI
Tell us your answer and where you found it
Give about 10-15 minutes for groups to work, then begin with one table taking Q1 and Q2; rotate among the tables for all 8 questions
See next slides where questions are restated and you can click to make the answer appear.
Note:
Take the questions one at a time; when ready to show the answer click to reveal it.
Note:
Click the questions one at a time; when ready to show the answer click to reveal it.
After the exercise, brief recap of the major policy changes
Questions
Talk about how this is working so far at the duty station
With Inspira more of the process is handled within the tool
Explain the current status of modules and functionality
Answer questions on the process and status, including the GS process
If possible, access the Careers Portal on line
The Careers Portal is the gateway to the system for external applicants and has useful information for internal staff as well.
Review key terminology changes in INSPIRA and clarify as needed
Ask the group: How many have completed their individual profile?
Emphasize the importance of preparing the individual profile/application carefully and thoroughly, not leaving any field blank, to pass the screening threshold
Give some background on the building of vacancies at the duty station to date—any issues or challenges to address
Next slide has an overview of the pre-screening
Discuss the pre-screening process and the use of the screening questions
Advise on the INSPIRA training transition and contact points in the duty station
