Sixty-third General Assembly

Fifth Committee

17^th Meeting (AM)

BUDGET COMMITTEE DEBATES SECRETARY-GENERAL’S WIDE-RANGING PROPOSALS

ON HUMAN RESOURCES MANAGEMENT REFORM

 

Streamlined Contracts, Improved Recruitment,

Harmonized Conditions of Service among Issues Addressed

Within the framework of the main issue of its current session, human resources management reform, the Fifth Committee (Administrative and Budgetary) today considered wide-ranging proposals to streamline United Nations contracts; introduce a roster-based approach to recruitment; and harmonize the conditions of service throughout the United Nations system.

Presenting a statement on behalf of the Deputy Secretary-General, Angela Kane, Under-Secretary-General for Management, said that today nearly 60 per cent of Secretariat staff worked in the field, yet current frameworks had been designed for a largely stable, Headquarters-based environment.  Those needed to be adapted to accommodate dynamic field-based operations.

The Secretary-General’s three interrelated reform proposals would lead to simpler processes and greater transparency, she said.  They would also facilitate mobility, bring better equity in the treatment of staff, and contribute to building a truly global and integrated Secretariat that was responsive to the needs of the Organization and better able to fulfil the mandates given to it by Member States.

Susana Malcorra, Under-Secretary-General of the Department of Field Support, said that the proposals could have a serious impact on the field staff.  Under the current system, those dedicated personnel, who often sacrificed their lives, security and comforts, were treated as second-class citizens with little career prospects and a remuneration package significantly inferior to those in funds and programmes.

The representative of Antigua and Barbuda, who presented the views of the “Group of 77” developing countries and China, stressed that “effective delivery of the UN mandates … hinges on the quality of its staff and the availability of resources” and that ensuring the well-being of all international civil servants was of utmost importance to the Group.  He regretted, therefore, that the General Assembly had been unable to reach consensus on the proposals to improve human resources management during the last session.

The representative of New Zealand, also speaking on behalf of Australia and Canada, said that modern human resources systems and practices were needed, better suited to the complex and ever-changing nature of the United Nations.  The current system -- which the Secretary-General had described as “dysfunctional, demoralizing and promoting stagnation rather than creativity” -- was inefficient and burdensome to run.  United Nations staff were treated inconsistently, and disincentives for working in the most difficult locations existed.  As a result of high turnover and vacancy rates, essential mandates were delivered poorly, or not at all.  The work the Committee had done in March towards an agreement on streamlining the contractual regime and addressing conditions of service in the field should be built on.

Stressing the need to attract and retain high-calibre staff, the representative of France, speaking on behalf of the European Union, said that simplification of contractual arrangements must be aimed at establishing a more transparent system that was easier to administer and that would improve staff morale.  Recognizing high vacancy and turnover rates as major obstacles to the smooth operations of field missions, he favoured improving conditions of service in the field.  That was particularly crucial for peacekeeping operations and special political missions.  Attention must also be given to staff career development and improving conditions of recruitment.

The representative of Mauritius, speaking on behalf of the African Group, also highlighted the importance of personnel selection, saying that, according to the report of the Office of Internal Oversight Services (OIOS), staff selection at the United Nations lacked credibility, particularly with regard to achieving gender and geographical representation goals.  Similarly, the national competitive examinations had not been effectively utilized.  To address that problem, the African Group recommended that the OIOS carry out a specific survey to determine an effective way of achieving gender and geographic representation objectives, in the context of the national competitive examination roster of candidates.

The representative of Switzerland, also speaking on behalf of Liechtenstein, supported streamlining contractual arrangements, but noted the need for careful consideration, with a view to cost-effectiveness and budgetary discipline, of proposals to harmonize the conditions of service.  He also believed that introducing a single set of staff rules was a reasonable way to simplify the contractual framework, reduce the administrative burden and enhance transparency.

Mexico’s representative, speaking on behalf of the Rio Group, was among the speakers who expressed concern over the continuing stalemate between staff, insisting that staff policies required inclusive consultations and a comprehensive approach.  He regretted that the New York Staff Union and the Staff Coordination Council in Geneva were not part of the Coordination Committee between staff and management.  He called upon the parties to leave their differences aside and to join efforts for constructive work that would improve management in the Organization.

Stephen Kisambira, President of the Staff Union of the United Nations Secretariat, said, in that regard, that mechanisms for staff-management engagement were either corrupt or nullified by the actions of the administration, which was the principal reason the United Nations Staff Union and the United Nations Office at Geneva Staff Coordinating Council had suspended participation in the Staff-Management Coordination Committee.  He also called the Committee’s attention to the fundamental importance of the permanent contract, noting that when staff careers were protected, they were empowered to speak up and do what was right for the Organization.

Paulina Analena, Vice-President of the Staff-Management Coordination Committee, said that the staff were prepared to assume increased responsibilities, but must not face further erosion in conditions of service.  For the reforms to be successful, there must be dialogue between management and staff representatives, working in a spirit of partnership.  Mechanisms for promoting such dialogue must be reviewed, weaknesses identified and the mechanisms strengthened to produce outcomes that reflected true social dialogue.

Also, numerous reports before the Committee were introduced by Robert Benson, Director of the Ethics Office; Inga-Britt Ahlenius, Under-Secretary-General for Internal Oversight Services; Even Fontaine-Ortiz, Chairman of the Joint Inspection Unit; Kenneth Herman, Senior Adviser on Information Management Policy Coordination of the United Nations System Chief Executives Board for Coordination (CEB) Secretariat; and Susan McLurg, Chair of the Advisory Committee on Administrative and Budgetary Questions (ACABQ).

The Committee will continue its debate on human resources management reform at 10 a.m. tomorrow, 14 November.

Background

The Fifth Committee (Administrative and Budgetary) met this morning to take up some 40 reports on the main issue of its current session, United Nations human resources management.  During the session, the Committee is expected to address questions of contracts; composition of the Secretariat; disciplinary cases; sexual exploitation and abuse; ethics; staff mobility; geographical distribution; and related reports of the Joint Inspection Unit (JIU) and the Office of Internal Oversight Services (OIOS).

To meet Member States’ mandates and delivery requirements, the United Nations is working to adapt outdated human resources systems so that it can address the challenges of recruiting, developing and retaining the best staff.  Several reports before the Committee refer to the significant increase in the number of staff and complexity of the tasks before them.  Since the Organization’s founding in 1945, the Secretariat staff has increased 2,670 per cent, growing from 1,500 to over 40,000 worldwide.  Sixty-three years ago, only 300 staff members worked in the field, while today there are 22,000 in the field -- with authorization for 30,000 field positions -- an increase of 7,333 per cent.  In addition, there are over 26,000 staff members serving United Nations funds and programmes.

Secretariat staff currently work under 11 types of contracts, as well as numerous and varied conditions of service and staff rules.  Under current systems, it has proven difficult to recruit and retain staff in the field.  The documents before the Committee also note high turnover and a shortage of experienced staff, with nearly half of professional staff having two years or less experience in the United Nations.  Member States are being requested to approve the proposals for:  simplified contracts with one set of staff rules; harmonized conditions of service across the Secretariat; the use of roster-based recruitment; and circulation of specific vacancy announcements for 30 days.

Presenting a forward-looking strategy for recruitment and staffing at the United Nations (document A/63/285), the Secretary-General suggests more streamlined and efficient processes, technological infrastructure and economies of scale, as well as the introduction of one contract and the harmonization of conditions of service throughout the United Nations system, as part of an integrated approach to recruitment.

Developing ideas that had been presented in earlier years, the Secretary-General focuses on workforce planning and staffing and discusses the benefits of using pre-screened rosters as the basis for meeting staffing needs.  That would permit more rapid selection of candidates, while taking account of geographical representation and gender balance.  Under the proposed system, generic vacancy announcements would be distributed both worldwide and within the Organization, and applicants meeting the position’s basic requirements would be kept on a roster of potential candidates for posts as they open up.  The number of candidates kept on the roster would relate to the number of positions anticipated through workforce planning by managers throughout the United Nations system.  A phased approach for implementing the system is proposed to start in January 2009.

The proposed talent management framework aims to support the values of integrity, performance, accountability, excellence, diversity and vitality, and an integrated workforce.  Staff would be independent and held to the highest standards of performance and accountability.  The Organization’s human resources systems would be integrated, field-oriented and operational; built on ethics and accountability; and team-oriented with a common vision and mission.

Aside from recruitment and staffing, the Secretary-General’s omnibus report on human resources management reform (document A/63/282) addresses mobility; career development and support; contractual arrangements and harmonization of conditions of service in the field; and building leadership and management capacity, as well as human resources planning and monitoring; national competitive examinations; performance management; administration of justice; human resources information technology; and strengthening accountability.

According to the report, in 2007, the Secretary-General established a Task Force on Human Resources Management and a Task Force to Simplify and Streamline the Rules of Work Processes.  Some of the Task Forces’ recommendations required consultation with staff.  Those were circulated to staff representatives at all Secretariat duty stations and reviewed by the Staff-Management Coordination Committee, which made a number of proposals, subsequently incorporated into the recommendations.  The principles contained in the report are further developed in the Secretary-General’s individual reports on mobility, contractual arrangements and amendments to staff regulations.

In particular, the Committee had before it the report on the implementation of the mobility policy (document A/63/208).  Initially introduced in 2000 and formally established in May 2002, the policy requires staff members to move within a managed reassignment programme or as a lateral move to posts with different functions, links mobility to career development, and includes incentives to encourage movement to duty stations with high vacancy rates.

According to the document, the total number of reassignments has increased from 8,415 in 2002 to 8,633 in 2007.  While some progress has been made, the Organization cannot fully harness the valuable experience and skills of its staff, until it has one contract and one series of Staff Rules for all staff.  Additional measures are also required to harmonize the conditions of service throughout the system.  Furthermore, strategic workforce planning is essential to assess existing skills gaps that may have resulted from the increase in the mobility index from 10.8 per cent (2002) to 27.6 per cent (2007).

The Organization will continue to refine the policies in the light of experience, the Secretary-General states.  As endorsed by the Staff-Management Coordination Committee, managed reassignment programmes will be suspended in their current format after the final exercise is concluded for the staff at the D-1 and D-2 levels.  Also endorsed by the Committee was a comprehensive review of mobility to be undertaken in consultation with all stakeholders, including staff, managers and Member States.  The policy needs to be further refined and would take into account recommendations emanating from the Human Resources Management Task Force.

Those recommendations relate to the need to review staff mobility at the Professional and higher levels with a view to increasing geographical mobility; enforcing post occupancy limits; providing incentives to move to duty stations with high vacancy rates; addressing challenges facing families; participating in exchange programmes with international organizations outside the United Nations system; enhancing career development of locally recruited staff in lieu of managed reassignment programmes; mapping posts (rotational/non-rotational); rewarding service in the field; incorporating a “mobility requirement” in new offers of appointment, reappointments and contracts for Professional staff; addressing work and life issues; and establishing occupational networks as an integral component of the staff selection system.

One of the most important parts of the human resources management reform relates to streamlining United Nations contractual arrangements, with the Secretary-General’s detailed proposals on the matter presented in document A/63/298.  Under the proposed framework, contracts would be simplified with only three types of appointments -- temporary, fixed-term and continuing -- coming under a single set of staff rules.  Conditions of service would be harmonized across the United Nations system, with a standard system of compensation and benefits.

A temporary appointment would cover up to one year of service (or up to two years to meet surges in the field), to meet seasonal or peak workloads and specific short-term requirements.  A fixed-term appointment could cover up to five years, and a continuing appointment would be open-ended.  Permanent appointments would be discontinued as from 1 July 2009, but any change of contractual framework would not affect staff currently holding permanent appointments.  The Staff-Management Coordination Committee, in June 2008, reaffirmed its support for the Secretary-General’s proposals.  Separately administered funds and programmes would continue to have flexibility in the implementation of new arrangements in respect of their own staff, taking into account their needs.

Streamlining contracts, at a cost of some $24.2 million, requires approval of the General Assembly, as does the proposed harmonization of conditions of service, which would cost approximately $380.7 million.

The “harmonization of service” proposals are a response to the current situation of having more than 90 per cent of international staff in peace operations serving in non-family duty stations and separated for prolonged periods from their families.  The compensation package for mission staff is between 30 and 40 per cent lower than that for staff of other United Nations entities in the same location, leading to competition for the best qualified staff.  To address this situation, missions would be designated as family or non‑family, effective 1 July 2009.  The Assembly is also asked to introduce a special operations approach in non-family duty stations, with implementation April 2010; and to replace the occasional recuperation break with paid rest and recuperation travel, effective 1 July 2009.

Under the special operations approach, field staff and their dependants would be installed at a suitable location near the non-family station, which would be their administrative place of assignment.  The staff would receive travel, shipment, post adjustment, assignment grant, mobility and hardship allowances, and rental subsidy applicable to that place of assignment.  They would then deploy to the non-family duty station and receive a special operations living allowance to cover their expenses there.  The Secretary-General also reiterates his request for the establishment of 2,500 career peacekeeper positions.

Another document before the Committee responds to the Assembly’s request for the Secretary-General to outline specific measures taken by the administration to address seven systemic human resources issues raised in the context of the reform of the internal system of justice (document A/63/132).  Identified by the Office of the Ombudsman, the issues include the staff selection system; mobility; locally-recruited staff; contractual practices; special entities established by the United Nations; staff welfare; and coverage for psychological care.

Among other things, the Secretary-General reports the establishment of a task force, chaired by the Deputy Secretary-General, to find solutions to the problems identified in the interrelated areas of recruitment and contractual arrangements, including geographical distribution and gender; and career development, including mobility and training.  The Secretariat believes that increased communication would address the perception of staff members that the selection process is subjective.  A targeted information campaign needs to be developed, particularly in light of proposed changes with regard to the new talent-management system.

With regard to the Ombudsman’s concern about the small number of permanent contracts, the Office of Human Resources Management (OHRM) agrees that continuity of employment is important.  The Secretariat has submitted proposals to address the need for some type of longer-term contractual loyalty to staff, while giving the Organization the flexibility it requires.  Regarding the disparity between conditions of service of locally-recruited staff of peacekeeping operations and special political missions and those of the agencies, funds and programmes, the report states that all organizations applying the common system pay the same salaries and allowances, as set out in the local scales established by the OHRM, and hazard pay as established by the International Civil Service Commission (ICSC).  At the same time, work is continuing to harmonize the conditions of service in the field.

A report concerning the geographical diversity of the staff in the Office of the United Nations High Commissioner for Human Rights (OHCHR) (documents A/63/204) notes substantial improvement in the overall geographic diversity at the OHCHR during the last 18 months.  Sixty per cent of vacancies for Professional posts were offered to candidates from regions requiring improved representation since the procedures and framework for improving diversity were introduced.  Sixty-four per cent of the remaining vacancies were filled by internal staff that had been transferred or promoted without affecting the Office’s geographical balance.  There has been similar progress in senior posts at OHCHR.

The Committee also had before it an in-depth evaluation of the Office of Human Resources Management from the Office of Internal Oversight Services (OIOS) (document A/63/221), which assesses the relevance and impact of human resources activities led by the OHRM.

According to the OIOS, challenges facing the OHRM include improving staff selection time frames, and facilitating promotional opportunities, identifying highly qualified external candidates, and fully supporting gender balance and geographical representation goals.  The report states that the results of the mobility programme initiative had fallen short of the desired outcome.  In addition, learning programmes did not reach all staff, and an integrated approach to staff career development is lacking.  The Office must define the delegation of authority throughout the Secretariat more clearly, especially since there is little monitoring of those entities to whom authority has been delegated.

With current limited resources for policy development and the provision of interpretative guidance, no clear prioritization of human resource initiatives, and lack of transparent policies available to Secretariat management, the OHRM is overburdened with work.  Effective human resources management requires strategic prioritization, focus and investment of resources.

The OIOS recommends that the OHRM:  develop an integrated framework and strategy to enhance selection, career development and mobility of Secretariat staff; strengthen policy development and corresponding guidance to counter such risks as inconsistent application of policies; together with the Deputy Secretary-General, set priorities for implementation of human resources reform initiatives; review the current structure for delegating authority and, in consultation with Secretariat partners, establish a systematic and comprehensive compendium that gives a detailed list of all human resources areas where authority has been delegated; and strengthen its monitoring function.  Following review of the report OHRM contributed responses, included in the report, noting actions taken relating to OIOS recommendations.

The Advisory Committee on Administrative and Budgetary Questions (ACABQ), in itsreport on human resources management (document A/62/7/Add.14), recommends approval of streamlined contracts, as well as several elements of the proposals to harmonize conditions of service, while deferring a decision on the special operations approach in order to allow sufficient time for the improvements associated with new contractual arrangements to take effect.  Considering the usefulness of pre-screened rosters to be limited, until the Galaxy system is replaced, the ACABQ recommends obtaining a report from the Secretary-General on progress with regard to the replacement of the e-staffing tool and implementation of pre-screened rosters.

Discussing the three types of contracts, the Advisory Committee recommends approval of the proposal that temporary appointments be used for seasonal or peak workloads and specific short-term requirements for a period of up to one year at a time.  Taking into account concerns expressed by the ICSC, in a related report, the Secretary-General has proposed that such appointments may be renewed for up to an additional year in the field, where warranted by operational needs.

On fixed-term contracts, the Secretary-General indicated that they could be given for a period of one year or more and could be renewed or extended up to five years, with one-year probation.  Having completed five years of continuous service, staff would be considered for continuing appointments.  The original proposal provided for limiting fixed-term contracts to specific missions or projects, but the ICSC stated that mission-specific appointments are not effective when there is an expectation of mobility and a requirement for a global workforce.  Taking that into account, the ACABQ recommends approval of the Secretary-General’s subsequent proposal that contracts of international staff serving in peace operations no longer carry a limitation for service to a specific mission. The ACABQ also recommends extensions of up to two years for international staff on fixed-term appointments in peace operations who demonstrate the highest standards of competence and integrity.  Such extensions would not be limited to service at any particular mission, as long as those services are needed.

Sharing concerns that conversion to continuing contracts should not be automatic, the Advisory Committee recommends developing procedures for rigorous review of staff performance and continuing need for functions for the purposes of contract conversion.  Rigorous procedures should also be in place for determining termination of an appointment.  A prudent approach will be required with regard to the number of conversions.  In this connection, the Advisory Committee recalls that, in its resolution 51/226, the Assembly had placed a ceiling on permanent appointments, requesting the Secretary-General to achieve the level of 70 per cent of such appointments in posts subject to geographical distribution.  It will be for the Assembly to decide whether this concept should be applicable under new arrangements.

Further, the ACABQ recommends approval of the proposal that staff working on projects could be granted a continuing appointment, without limitation, provided there is a continuing need for their services.  While not recommending approval of the cadre of 2,500 career peacekeepers, the Advisory Committee recognizes that international peace operations staff should be eligible for consideration for continuing contracts.  On another issue, the Advisory Committee is not convinced that termination payments for locally recruited mission staff should be linked to their type of appointment.  It recommends that the ICSC undertake an analysis of this matter.

On mobility, the Advisory Committee provides comments of a general nature, reasserting its consistent support for the promotion of that concept.  However, it concurs with the Joint Inspection Unit that a strategic plan for mobility is essential.  The Organization should have a detailed mobility programme.  To that end, an analysis should be made to determine what skills are required and where.  Similarly, a detailed inventory, by location, should be drawn up of staff skills and competencies.

Commenting on the Secretary-General’s recommendation to broaden the jurisdiction of the Ethics Office to all United Nations system entities, the ACABQ points out that it is first necessary to consider whether other United Nations entities should have common ethics policies and standards and whether they should be centrally or separately administered.  Accordingly, it recommends against broadening the jurisdiction of the Ethics Office at this time.

Further, the Advisory Committee recommends that the Assembly take note of several documents, including the reports on measures to address the imbalance in the geographical distribution of the staff in the Office of the United Nations High Commissioner for Human Rights; amendments to the staff rules; measures for protection from sexual exploitation and sexual abuse; implementation of the Regulations Governing the Status, Basic Rights and Duties of Officials Other Than Secretariat Officials and Experts on Mission; and the practice of the Secretary-General in disciplinary matters and possible criminal behaviour.

It also suggests that the Assembly request information on several issues, including measures to address the imbalance in the geographical representation of staff in the Office of the United Nations High Commissioner for Human Rights; progress with regard to both the replacement of the e-staffing tool and the implementation of pre-screened rosters; progress achieved and problems encountered in the strategic workforce planning process; and comparison of ethics-related activities in different departments/offices.

The Committee also had before it a series of reports on:  staff composition (documents A/63/10 and Add.1,2,3; A/62/315; A/62/628 and Add.1; A/C.5/62/L.9); disciplinary cases (documents A/63/202; A/62/186; A/61/206); sexual exploitation and abuse (documents A/62/890; A/61/957); ethics (documents A/63/301 and A/62/285); mobility (documents A/62/215; A/61/806 and Add.1; A/63/189; A/62/185; A/61/1029; A/61/822); geographical distribution (documents A/63/290; A/62/845 and Add.1; A/61/823); and Joint Inspection Unit/OIOS reports (documents A/61/694 and Add.1; A/62/707 and Add.1).

Introduction of Documents

ANGELA KANE, Under-Secretary-General for Management, first presented a statement on behalf of the Deputy Secretary-General, saying that management reform was at the top of the Secretary-General’s agenda.  Only with a new and more modern human resources framework could the United Nations become more effective, flexible and accountable.  As the Secretary-General had said at the opening of the current Assembly session, “the time has come to invest more in the staff”.

Today, nearly 60 per cent of Secretariat staff worked in the field, she said, yet current frameworks had been designed for a largely stable, headquarters-based environment.  Those needed to be adapted to accommodate dynamic field-based operations.  Three important proposals presented to the Committee related to streamlining United Nations contracts; introducing a roster-based approach to recruitment; and harmonizing conditions of service for Secretariat staff with those of United Nations agencies, funds and programmes.  Those reforms were interrelated and would lead to simpler processes and greater transparency.  They would also facilitate mobility and bring better equity in the treatment of staff.  The reforms would also contribute to building a truly global and integrated Secretariat that was responsive to the needs of the Organization and better able to fulfil the mandates given to it by Member States.

Having outlined the main elements of the reform, she said that it was also necessary to reduce the amount of time it took for the United Nations to recruit staff.  A roster-based approach would allow a slate of qualified candidates in a specific occupational group to be pre-approved, rather than having to advertise each and every post on an individual basis.  The system would be quicker and more efficient.  Approval was also sought for a reduction in the period for circulation of specific vacancy announcements from 60 to 30 days.

In her own capacity, she introduced the Secretary-General’s reports before the Committee, and said that, given the evolving operational requirements of the Organization, the OHRM was becoming more strategic, proactive and agile on human resources management reforms.

Regarding the Joint Inspection Unit report on the review of the national competitive examinations as a recruitment tool, she said that the Department of Management welcomed the document.  In fact, the Organization had already implemented some recommendations that did not require the Assembly’s approval.  For instance, a new administrative instruction that regulated the national competitive examination process had been drafted.  The OHRM had already identified the occupational groups and Member States for the 2009 examinations through strategic workforce planning.  Some other recommendations were dependent on external factors, such as shortening of the examination cycle, which would require financial resources to speed up marking; and roster management, which would be addressed in the talent management system.  A possibility of sharing the national competitive examination roster with other United Nations organizations was also being explored.

While it was true that Member States’ approval in this session on the key initiatives would greatly enhance the work of the OHRM, she was pleased that the Office had had a number of successes since the Committee’s session in March, she said.  A revised Secretary-General’s bulletin had been promulgated in August 2008, which strengthened the role of the departmental focal points for women.  A new outreach capacity had been established in the OHRM to attract highest calibre staff, and to address the upcoming requirements.  On performance management, the Secretary-General had made compacts with his senior managers to provide for specific and measurable results to be delivered within one year.  The time taken to fill vacancies had been reduced from 300 to 162 days, and the aim was to achieve 100 calendar days.  In connection with strategic workforce planning, a pilot was under way to identify workforce to feed into staffing and career development plans.

To support many of the initiatives, a human resources information technology tool was currently being implemented in collaboration with the main stakeholders in the field and within human resources to link workforce planning with performance management and to streamline business processes.  Requirements for an information technology tool to support learning management had been formulated.  A learning advisory board, at a senior level, would be established to ensure that learning was aligned with the Organization’s goals and priorities.  Consultations had been held with staff on several recommendations during the Staff-Management Coordination Committee meeting in June 2008.  The Committee had reaffirmed its support for the Secretary-General’s proposals on streamlining contracts and harmonizing conditions of service.  It had also noted various recommendations on improving the staff selection system, performance management and mobility.

SUSANA MALCORRA, Under-Secretary-General of the Department of Field Support, said that there was not enough focus on the conditions under which field staff worked.  The proposals on streamlining contracts, harmonization of conditions of service and roster-based recruitment could have a serious impact on the field staff.  A career perspective and development were of great importance to those staff.  Currently, the turnover of professionals was between 22 and 30 per cent in peacekeeping missions.  In the submission last March, her predecessor had presented the increasing complexity of missions and growing diversity of operations to the Committee.  All that added to the stress of finding and retaining the right staff.

The situation had come to a point when the issue had to be discussed, and a way forward should be found for people in the field, she said.  The current selection processes and other administrative systems were cumbersome and inefficient, and many offers of appointment were rejected by prospective staff.  That was related to the mission-specific contracts in use today.  “We have lost the ability to retain staff, who find much better opportunities elsewhere”, she said.  Harmonizing conditions of service, strategic workforce planning and other proposals before the Committee were of great importance.  Some dedicated long-serving staff who sacrificed their lives, security and comforts were treated as second-class citizens with little career prospects and remuneration package significantly inferior to those in funds and programmes.

ROBERT BENSON, Director of the Ethics Office, introduced the reports on the activities of that body.  Since the Office had opened its doors on 3 January 2006, the Secretary-General had submitted two annual reports, he said.  The specific responsibilities of the Office, as mandated by the General Assembly, included development of ethics-related standards; training, education and outreach; provisions of confidential advice and guidance to staff; administration of the financial disclosure programme; and administration of the policy on protection against retaliation for reporting misconduct or cooperating with duly authorized audits.

Of standard setting, he mentioned the fact that the Ethics Office, in conjunction with the OHRM and the Office of Legal Affairs, had developed a booklet entitled “Working Together:  Putting Ethics to Work”.  It had also undertaken work relating to the establishment of the new bulletin on post-employment restrictions.  Work on the preparation of a draft code of ethics was under way.  Mandatory online ethics-awareness training had been completed by some 12,000 staff members since its inception in 2005.  The Office had also conducted several workshops and produced several brochures.  The advice provided to staff generally fell within four categories:  employment-related; gifts and hospitality; personal investments and assets; and outside activities and employment.  Of particular note was a 100 per cent increase in requests for advice between the previous and current reporting periods, likely due to an increase in ethics awareness.

On the financial disclosure programme, he said that the confidential review of staff members’ disclosure statements was undertaken by PricewaterhouseCoopers pursuant to a contract which would end on 5 December 2009.  The programme had seen a steady increase in the number of participants since its inception in 2006.  In 2007, there had been 2,528 participants, and this year there were 3,225 participants.

On protection from retaliation, he said that the policy had entered into force on 1 January 2006.  From August 2006 to July 2007, the Ethics Office had considered 52 requests for protection, and 45 cases were considered in August 2007-July 2008.  The percentage of cases which definitely fell within the ambit of the protection from retaliation had increased from 31 per cent to 40 per cent.  The two cases mentioned in the 2007 report as being referred to the OIOS for investigation had been reported in the 2008 report as having been finalized.  As a consequence of OIOS’ thorough and detailed investigation, the evidence did not establish that retaliation had occurred.

On 1 December 2007, the United Nations Ethics Committee had been established, he continued, as a mechanism to enhance policy coherence, synergy and harmonization within the United Nations family.  As a top priority, the Committee had prepared a system-wide draft code of ethics.  It was also in the process of undertaking a comprehensive review of applicable protection against retaliation policies in the participating funds and programmes and undertaking a coordination role with regard to ethics training.

Turning to the results of a recent survey conducted by the Ethics Office, he said that it had found that the overarching values of the Charter, Staff Regulations and Standards of Conduct of International Civil Service remained key sources of guidance.  Departmental-specific regulations, guidelines, codes and training responded to specific occupational needs.  Publications, training materials and focal points did not overlap or replace the work of the Ethics Office, but served as supplemental sources of guidance and easy reference.

Responding to some of the comments of the ACABQ, he said that the Ethics Office, along with other offices, had taken a proactive approach to clarifying to staff members its mandates and functions, as well as the mechanisms available to staff for addressing their concerns or grievances.  That role had been advanced through briefings, regular staff training, ethics trainings and other channels, as appropriate.  The Office had worked closely with the OHRM in developing and updating the contents of ethics training, as well as mainstreaming ethics into regular training, such as new staff orientation.

The Under-Secretary-General for Internal Oversight Services, INGA-BRITT AHLENIUS, introduced the OIOS report on an in-depth evaluation of the OHRM, saying that the recommendations contained in the report related to the need to develop an integrated framework to enhance the staff selection process, provide better support for career development and promote staff mobility.  The OIOS had also recommended strengthening policy development and corresponding interpretative guidance; prioritizing the implementation of human resources reform initiatives; clarifying and streamlining the delegation of authority; and strengthening the monitoring function.

Introducing the reports of the Joint Inspection Unit (JIU) through a videoconference, its Chairman, EVEN FONTAINE-ORTIZ, noted a six-month lapse between the time the reports were sent for action to the Secretary-General and their issuance.  On staff mobility, he said that, in the comments dated the same date as the issuance as the JIU report, the Secretariat had tried to justify what the Unit considered, at that time, an incorrect implementation of the mandates on staff mobility.  With the new OHRM leadership, the situation appeared to be moving in the right direction.  After a careful examination of the implementation of the Assembly’s mandates, the Unit had found several challenges to the implementation of the mobility policy, such as an obvious lack of an organization-wide culture of mobility.  Among other things, a comprehensive strategic mobility plan was not in place; there was no forecast for the financial implications of the implementation of mobility; and there was no clear analysis of the Organization’s needs to determine what type of skills were required, and when and where.

Therefore, the JIU recommended that the Secretary-General be requested to resolve the issues identified before further implementing phase 4 of the mobility policy, to better equip the Organization for fuller mobility in the near future.  He was glad that the Secretary-General, after consultations with the Staff-Management Coordination Committee, had suspended the current mobility format and a comprehensive review of the policy was to be undertaken, in consultation with all stakeholders.  There was still a lack of clear understanding about what the main purpose of the mobility policy was, and the Secretary-General had not sufficiently highlighted that mobility should be a major management tool to meet the needs of the Organization.

On the implementation of headquarters agreements, he said that the JIU report highlighted the need to foster good relations with host countries and establishing forums to ensure dialogue in that regard.  It recommended the establishment of mechanisms to ensure funding for major repairs, reiterated the importance of timely issuance of visas and staff travelling on United Nations business, and reviewed security issues in light of the Headquarters Minimum Operating Security Standards.

Regarding the report on the age structure, he said that it studied the impact of an ageing staff population in the United Nations system.  Within its eight recommendations, the Unit presented several measures that organizations could take to create a more balanced age structure, including creating more junior level posts, reviewing the standards of eligibility for these posts and others that concentrate on reducing the impact of a large number of senior staff retiring over the next several years.  The report contained, in his view, convincing arguments that it was time to have a fresh look into the mandatory age of separation and the normal retirement age within United Nations organizations.  The present regulation was the product of the social, economic and demographic situation of several decades ago.  Due to their complexity and long-term impact, the elaboration and examination of possible alternatives needed time.  Against that background, the Assembly might wish to initiate such work, as formulated in recommendation 6 of the report.

He also introduced the JIU reports on the review of the national competitive examinations as a recruitment tool, and funding and staffing of the OHCHR.

KENNETH HERMAN, Senior Adviser on Information Management Policy Coordination of the United Nations System Chief Executives Board for Coordination (CEB) Secretariat, introduced the comments of the Secretary-General and the CEB on the JIU reports on age structure and Headquarters agreements.  He said that the two documents touched on critical human resource issues of interest to all agencies of the United Nations system.  Organizations of the system accepted and supported most of the recommendations presented by the Unit, with many organizations noting that the implementation of the activities called for by the Unit had, in most cases, already begun.  Even so, some recommendations had elicited a range of opinions among agencies.  That related, for example, to the call upon organizations headquartered in the same duty station to consider establishing formal joint forums for interacting with host countries.  While some duty stations with multiple organizations found those bodies valuable, others noted that, after studying such an approach, they had determined that those bodies would add little value.  Organizations had also particularly noted the need for the Department of Safety and Security to develop a comprehensive minimum operating security standards framework for category H duty stations, as called for in one of the recommendations.

With regard to the age structure recommendations, he said that the measures proposed had already been implemented or were currently under consideration.  For example, many organizations had already collected detailed staffing demographic data and had policies in place that emphasized competency and proficiency before years of experience, when considering candidates for all posts.  However, agencies had noted that the recommendation calling for a review of the mandatory retirement age might have funding implications, in addition to having an adverse effect on the age distribution proposed in other recommendations of the report.

The Chair of the ACABQ, SUSAN MCLURG, introduced the Advisory Committee’s reports, including the most recent one (document A/63/526).  The ACABQ emphasized the fundamental importance of human resources management reform in the context of efforts to strengthen the international civil service, she said.  In that connection, it noted the work by the two task forces and encouraged the Secretary-General to update the Assembly on their work in his next human resources management report.  The Advisory Committee also emphasized the importance of a phased and prioritized approach to reform measures and expressed its concern about the tendency of the OHRM to embark upon new initiatives without having first evaluated the effects of previous ones.

The Advisory Committee also pointed out that the Secretary-General’s report on human resources management reform did not set out the financial implications of the measures envisaged.  It would be difficult for the Assembly to form its views on the new measures proposed without information on their financial implications.  Therefore, the Secretary-General should provide an indication to the Assembly of the financial and other administrative implications of the proposals put forward.

On the proposal to consider staff members recruited through the national competitive examinations for continuing appointments after two years’ service rather than five, the ACABQ concurred with the Secretary-General that it was important to avoid creating different categories of staff, with different thresholds for consideration.  It, therefore, recommended that all staff, regardless of the mode of recruitment, should be eligible for consideration for a continuing appointment after five years’ service.  The Advisory Committee also recommended against the establishment of a ceiling on the number of annual conversions, but reiterated the need for a prudent approach in that regard.  It also highlighted the importance of protecting the acquired rights of staff, who, by the time the new arrangements came into effect, would have become eligible for consideration for a permanent appointment.

On the end-of-service grant for staff holding fixed-term appointments, the ACABQ recommended deferring a decision until the ICSC had concluded its deliberations on the matter, she said.  On mobility, it noted the difficulties experienced in the initial stages of managed reassignment.  Under the circumstances, the Advisory Committee supported the Secretary-General’s intention to suspend the programmes in their current format and to undertake a comprehensive review of the mobility policy.  The ACABQ suggested a number of elements that should be taken into consideration during the review.  On recruitment and staffing, the Advisory Committee welcomed the reduction of the average time taken to fill vacancies to 162 days, but recommended against approval of the proposal to reduce the vacancy advertising period from 60 to 30 days, because there were other, more significant bottlenecks in the system that should first be addressed.  Further consideration should also be given to enhancing the transparency of the recruitment process.  The Secretary-General should further clarify the envisaged role of central review bodies in the proposed roster-based staffing approach.  The Secretary-General should also provide clearer and more detailed information on the proposed modalities of the roster-based approach, drawing on the lessons learned from the use of rosters to date.

Recognizing the national competitive examinations as a valuable tool, the Advisory Committee recommended that the shortcomings identified by the Board of Auditors, the Joint Inspection Unit and Ombudsman be addressed.  It further urged the Secretary-General to accelerate recruitment of candidates who had passed the examination.  Consideration should also be given to broadening the scope of the national competitive examinations to cover more posts than those subject to geographical distribution.  Accordingly, it recommended that the Assembly consider requesting a feasibility study to determine whether broadening the scope of the examinations would serve to further strengthen the Organization’s capacity for programme delivery.

The ACABQ also recommended that the Assembly take note of the reports on the special measures for protection from sexual exploitation and abuse, and practice in disciplinary matters and possible criminal behaviour.  As for the reports on gratis personnel, retirees and consultants, the ACABQ was of the view that the format of all three documents should be improved to focus on the analysis of trends, rather than the presentation of raw data.  The Advisory Committee was concerned that the employment of retirees was becoming more widespread in the United Nations.  The extension of staff beyond the mandatory age of separation pending recruitment of a replacement should be avoided by rigorous succession planning and issuance of vacancy announcements six months before anticipated retirement.  Employment of retirees in decision-making position had been strongly discouraged by the Assembly and should be contemplated only in exceptional circumstances.

As for consultants and individual contractors, the ACABQ believed that, although in some instances it was impossible to find the necessary skills and expertise for a particular project within the Secretariat, greater use should be made of in-house capacity.  It recommended that the Secretary-General be requested to adhere to existing guidelines on the selection and recruitment of consultants and individual contractors Secretariat-wide.  It also stressed the need to make every effort to select consultants from the widest possible geographical base.

The ACABQ also pointed to the need to achieve further progress in improving the geographical distribution at the OHCHR.  Regarding the activities of the Ethics Office, it noted the efforts to consolidate a culture of ethics and integrity in the Secretariat.  However, given the perceived confusion among staff about the work of the Ethics Office and its relationship to other entities providing advice and guidance, the Secretary-General should, in his next report, further clarify the role and responsibilities of the Office.  The Advisory Committee also recommended that the Secretary-General be requested to discuss with the executive heads of specialized agencies, funds and programmes, within the framework of the United Nations System Chief Executives Board for Coordination, areas of possible cooperation on ethics-related matters.

Statements by Staff Representatives

STEPHEN KISAMBIRA, President of the Staff Union of the United Nations Secretariat, welcomed the opportunity to present its views, as contained in document A/C.5/63/3/Add.2, on human resources management.  Those views were shared by staff representatives of the Field Staff Union and the United Nations Office at Geneva Staff Coordinating Council, and presented with their full concurrence, he said.

He said that nothing had changed since the last human resources management debate and that the deficiencies in human resources management had been firmly institutionalized.  There seemed to be no management competence in the Organization to address the many challenges presented by those deficiencies, he continued.  Drawing attention to document A/C.5/63/3/Add.1, he said that vested interests continued to plague reform of human resources management.  That document purported to represent the views of Secretariat staff, but, in fact, contained the views of both managers and staff representatives, several of whom were not even part of the Secretariat, as required in resolution 35/213 and staff regulation 8.2.

Mechanisms for staff-management engagement were either corrupt or nullified by the actions of the administration, which was the principal reason the United Nations Staff Union or the United Nations Office at Geneva Staff Coordinating Council had suspended participation in the Staff-Management Coordination Committee.  Self-interest and acquiescence were undermining the Organization’s posterity, he stressed.  He called the Committee’s attention to the fundamental importance of the permanent contract, noting that, when staff careers were protected, they were empowered to speak up and do what was right for the Organization.

He said the time was such that the Committee might wish to establish an independent entity to review and advise the General Assembly on the measures necessary to reform human resources management.

PAULINA ANALENA, Vice-President of the Staff-Management Coordination Committee, spoke on behalf of the Economic Commission for Africa (ECA), the Economic Commission for Latin America and the Caribbean (ECLAC), the Economic and Social Commission for Asia and the Pacific (ESCAP), the Economic and Social Commission for Western Asia (ESCWA), the International Criminal Tribunal for Rwanda, the United Nations Children’s Fund (UNICEF), the Office of the United Nations High Commissioner for Refugees (UNHCR), the United Nations Office at Nairobi, the United Nations Office at Vienna, and the United Nations University.  She said that they were the global face of the United Nations who brought aid to the needy, help to those in conflict area, support to the less privileged and justice to the victims of war crimes, and represented thousands of staff in field duty stations around the world.  Those she represented carried out their duties in the face of hardships, and risks to health and life.

She said that organizational reform must be seen as a comprehensive package in which each part would work effectively within a whole that functioned to guarantee the success of its constituents.  The staff was prepared to assume increased responsibilities, but must not face further erosion in conditions of service.  For the reforms to be successful, there must be dialogue between management and staff representatives, working in a spirit of partnership.  Mechanisms for promoting such dialogue must be reviewed, weaknesses identified and the mechanisms strengthened in terms of structure and functioning to produce outcomes that reflected true social dialogue.

On administration of justice, she was prepared to support the work ahead, she said, quoting General Assembly resolution A/61/261, towards a system of justice that was “independent, transparent, professionalized, adequately resourced and consistent with the relevant rules of international law and the principles of the rule of law and due process, to ensure due respect for the rights and obligations of staff members and the accountability of managers and staff members alike”.

In that context, she raised outstanding issues that had not yet been adequately addressed, such as negotiation of the draft statutes of the Tribunals, including the scope of an administrative decision that could be contested and whose implementation could be suspended.  Staff was concerned that the new system would have lesser scope than the existing one in that regard.  In the context of appointments, promotions and terminations of staff, the concern was acute and she urged swift resolution of those issues.  Many of them were flagged as outstanding in the draft statutes of the United Nations Dispute Tribunal and the United Nations Administrative Tribunal, but there were other unsettled issues in those drafts, as well, she added.  The provisions of those statutes needed further elaboration and might require amendments to Staff Regulations and Rules and other implementing and guidance documents.  It was urgent to resolve all remaining ambiguities.

The subject of what employees came under the jurisdiction of the Tribunals was also fundamental to equal access and standards of justice, she continued.  Improvements to contractual agreements would be a step towards a fair and independent justice system for all.  The contact group on administration of justice, under the Staff-Management Coordination Committee, was the most effective mechanism for fulfilling General Assembly mandates and bringing the new internal justice system to life.

Among pending issues to be jointly addressed were:  due process rights of staff under investigation; the code of conduct for legal practitioners in the new system; legal assistance to staff, including transitional measures and incentives for participation in the Office of Staff Legal Assistance; the contents and scope of management evaluation; details for the implementation of delegation of authority; and the training and information campaigns based on regional priorities and capacities.

She called for the contact group to be reactivated as soon as practical, to resume meaningful discussions within the framework of the pre-existing Staff-Management Coordination Committee agreements so that the remaining matters, crucial to the effective functioning of the new system, would receive due attention by both management and staff.

On contractual arrangements, she said that existing inequities would be best addressed by a single, simple contractual arrangement for all staff composed of three contracts:  temporary, fixed-term and continuing.  She urged the Fifth Committee to take action to approve that new system in the current session.

Regarding mobility, she said many obstacles remained, among them, lack of adequate incentives.  Mobility must be linked to career development, she said, and must provide “work-life balance”.  She suggested that improvements could be made to host country agreements that would enable partners to work, and exchange programmes with other international organizations could be introduced to avoid too long stays at less “popular” duty stations.  Mobility policy should be fair, transparent and consistently applied.  All staff should be aware of how it worked, what was expected of them, and what they could expect from the Organization.

The use of a simple and dynamic appointments system in prioritizing the appointment of those subject to mobility, and the provision of adequate training and induction programmes prior to a new position, were critical if staff were to feel confident in the mobility programme.  The “one-size fits all” approach of the Managed Reassignment Programme did not achieve the intended results, as staff at larger duty stations had mobility within the duty station, while those at the regional commissions and smaller or less attractive duty stations did not.  Unless such problems could be addressed effectively, mobility would remain a laudable goal, rather than a reality.

Turning to the staff selection system, she said that many staff members were concerned about the role of the Central Review Bodies in the selection process and the need for greater checks and balances in the system.  She reiterated that it was essential to adopt best practices throughout the Organization, which required training in best practices at all duty stations.  The two central principles that must govern a well-functioning staff selection system were transparency and objectivity, and she was pleased that agreement had been reached to provide staff with more feedback during the application and selection process.

She also agreed that use of a more robust roster system, elimination of complex eligibility rules, and streamlining the creation of vacancy announcements could be an effective means of accelerating the process of staff placement.  To enhance transparency and fairness, she emphasized that the central review bodies should have a more active and meaningful place in the selection system.  She further emphasized the importance of reaching geographic and gender targets throughout the Organization and applauded outreach efforts to that end.  Additionally, managers must be held more accountable for proper application of staff selection rules.

On staff-management relations, she noted that, while discussions in the Staff-Management Coordination Committee were not always easy, the alternative --non-participation in that body -- did not serve the staff at large.  Discussions on the important issues enumerated earlier required courage and commitment.  She called for revitalization of the structures surrounding staff representation and staff-management relations, including the Staff-Management Coordination Committee, to encourage participation by all.  United Nations reforms must be extended to staff-management relations.  The present systems were outmoded and in need of serious professional review, she said.

PHILIPPE SUTTER (France), speaking on behalf of the European Union, confirmed the Union’s full support for human resources management reform, as adequate implementation of mandates and the smooth functioning of the Organization depended on attracting and retaining high-calibre staff.  He agreed that current contractual arrangements must be changed and conditions of service improved.  The Union would examine all proposals in the context of the contractual framework, as defined by the ICSC and in accordance with article 101.3 of the Charter.  Achieving gender parity remained an important goal, he added.

He continued, stressing that simplification of contractual arrangements must be aimed at establishing a more transparent system that was easier to administer and that would improve staff morale.  Recognizing high vacancy and turnover rates as major obstacles to the smooth operations of field missions, he favoured improving conditions of service in the field.  That was particularly crucial for peacekeeping operations and special political missions.

Attention must also be given to staff career development, he said, and improving conditions of recruitment.  Enabling staff to gain new qualifications and giving them opportunities to use their skills were key to retaining high quality staff.  Further on staff development, he noted that mobility was essential.  He welcomed the increase in the Organization’s mobility index from 10.8 per cent in 2002 to 27.6 per cent in 2007 and looked forward to the Secretary-General’s proposals on how to build on the results achieved so far.

He was prepared for constructive consultations based on recommendations from the ACABQ, which would be studied in detail.

CONRAD C. HUNTE (Antigua and Barbuda), speaking on behalf of the “Group of 77” developing countries and China, said that “effective delivery of the UN mandates … hinges on the quality of its staff and the availability of resources”, and that ensuring the well-being of all international civil servants was of the utmost importance to the Group.  He regretted, therefore, that the General Assembly had been unable to reach consensus on the Secretary-General’s proposals to improve human resources management during the last session.

He concurred with many of the ACABQ’s observations on streamlining contractual arrangements, particularly on the need to better address the termination of future continuing appointments, and the unfeasibility of establishing an artificial ceiling on the conversion of appointments.  He also agreed with positions of the ACABQ on harmonization of conditions of service regarding the timing of the Secretary-General’s proposals on staff in the Field Service category, which should have been presented earlier, and that harmonization must be implemented without reducing the overall compensation of staff already serving.  He reiterated the need to put all staff on an equal footing with those of the funds and programmes.

Noting that human resources were the Organization’s most important asset, he expressed the Group’s readiness to assume the financial burden of reforming human resources management and hoped other Member States were prepared to do so, as well.  Those major reforms needed similar steps to advance implementation of the new system for administration of justice as a safeguard against arbitrary decisions, and to help put forward an accountability framework responsive to the envisaged new requirements.  The new enterprise resource planning framework should also be developed in conjunction and be aligned with the new human resources polices to be adopted.

He expressed concern that 65 per cent of the staff was not represented in the Staff-Management Coordination Committee.  He urged all parties to end that lack of collaboration and resume a constructive approach to relations between staff, its representatives and management.

He said that the mechanisms in place for performance appraisal were not sufficiently rigorous and comprehensive.  He further noted the need for a well-conceived and transparent recruitment system that would allow the Organization to attract and select the best people for each task.  On gender balance and geographical distribution, he agreed with ACABQ’s assessment that much remained to be done.  He also sought clarification on pending details with regard to proposed rosters and did not share the Secretary-General’s sentiment on the need to reduce the period of advertising individual vacancies, but said that there were other areas that could be streamlined to reduce the number of days needed to fill them.

On use of the national competitive examinations as a recruitment tool for Professional staff from underrepresented countries, he said flaws highlighted in the Joint Inspection Unit’s comments should be improved upon.  Further, on mobility, he said that “a good mobility policy would mirror the nature of a multilateral organization with a strong presence on the ground”.  He agreed that the review of policy should be carried out in consultation with Member States and other stakeholders.  Mobility should be managed, and should offer sufficient career advancement opportunities to be feasible.  He said that the JIU’s views should be taken into account during discussions.

The Group continued to be concerned over the Organization’s failure to meet equitable geographic and gender distribution goals, particularly in senior management positions, and urged the Secretariat to make use of future retirements to improve the international character of the Organization.  On the use of consultants, he urged selection from the widest possible geographical base.  The scope and use of consultants and private contractors should be precisely defined, and the Organization should limit their use to a minimum.  He stressed the need for greater use of in-house capacity.  Further, he noted that the report on the employment of retirees triggered questions, and mechanisms for a well-planned succession were lacking, he said.

He concurred with the Secretary-General’s objective to have a multi-skilled, versatile and mobile workforce that would stand for managerial excellence and geographic diversity.  Initiatives to achieve that aim should result from a strategic planning process that fostered career development, transparency, accountability, and gender and geographical representation, he said.  Noting the urgent need for action on the matter, he said deferring a decision again on the item could not be done “without affecting our credibility in front of our staff”.

JAYSEN K. RAMASAMY (Mauritius), speaking on behalf of the African Group, supported the position of the Group of 77 and said that the demands placed on the Organization, particularly in the field, required that the staff of the United Nations be appropriately empowered.  Any proposal for reform must live up to that expectation.  He was concerned that the Secretary-General’s report had not provided sufficient statistical data to substantiate the progress reported, or include benchmarks against which progress could be measured.  He further took note of the Advisory Committee’s observations with regard to the lack of clear timelines and an indication of the financial implications of the proposals, and fully agreed with the course of action recommended in paragraph 34 of its report.

Aware of the circumstances under which reports were requested, he believed, however, that a comprehensive, rather than fragmented, manner in presenting those reports to the Assembly would have been more desirable.  With regard to the implementation of mobility, the Group firmly believed that mobility was an essential tool to create a more versatile, multi-skilled and experienced workforce.  He, therefore, took note of the Secretary-General’s intentions and welcomed the recommendations of the Advisory Committee in that regard.

A good policy of human resources management reform depended basically on the system of selection of personnel, he continued.  However, according to the OIOS report, the selection system at the United Nations lacked credibility, particularly with regard to achieving gender and geographical representation goals.  In the same way, the national competitive examinations, which were supposed to be a useful recruitment tool in helping to achieve geographic and gender targets, had also not been very effectively utilized.  To address that problem, the African Group recommended that the OIOS carry out a specific survey to determine an effective way of achieving those two objectives, in the context of the national competitive examination roster of candidates.  Such a study would provide useful information, which could be applied in the future.

In conclusion, he said the Group shared the Advisory Committee’s concern regarding the ongoing stalemate between the staff and management, which continued to have a negative impact on their relations.  The staff of the United Nations was its greatest asset.  Therefore, the implementation of reform programmes must be balanced with the views and needs of staff, and staff representatives should be given a platform to do so.  He urged the Secretary-General to continue his efforts to resolve the situation expeditiously.

PHILLIP TAULA ( New Zealand), speaking also on behalf of Canada and Australia, said the United Nations staff was the Organization’s greatest asset in addressing global challenges.  It, therefore, needed to recruit and retain high-quality people from around the world.  To do so effectively required modern human resources systems and practices, better suited to the complex and ever-changing nature of the United Nations.  The current system -- which the Secretary-General had described as “dysfunctional, demoralizing and as promoting stagnation rather than creativity” -- was inefficient and administratively burdensome to run.  Failures were most serious where they were most challenging.  United Nations staff were treated inconsistently and disincentives for working in the most difficult locations existed.  High turnover and vacancy rates resulted, and essential mandates were delivered poorly, or not at all.  The work the Committee did in March towards an agreement on streamlining the contractual regime and addressing conditions of service in the field should be built on.

She supported the Secretary-General’s proposal for streamlining the contractual regime with three durations and one set of staff rules.  That simpler, fairer and clearer system would facilitate increased mobility by removing restrictions tied to contract type.  But, while the Secretary-General had proposed a re-examination of how mobility was implemented, it should remain an important feature of human resources management.  Further, administration overhead would be reduced.  The contracts issue should not be complicated by attempts to address other human resources management objectives that were best addressed separately.  Agreement on streamlining contracts would be an important step forward for the Organization.

She also supported the improvement of conditions of service in the field, she said.  In that, a coherent and consistent framework for terms and conditions that met the Organization’s needs, and was also cost-effective, should be sought.  The Secretary-General’s efforts to improve recruitment and staffing were welcome, and she also looked forward to discussing progress achieved, as well as on the proposal for roster-based recruitment.  She strongly supported efforts to reduce recruitment times, as well as reducing advertising times for specific vacancies, and the Secretary-General’s attempts to shorten other steps in the process.  She was also interested in receiving an update on information technology improvements in support of human resource management and acknowledged the usefulness of the evaluation of the Office of Human Resources Management by the OIOS.  Noting the large number of human resources reports to be considered this session, she said the work should be approached in a focused and constructive manner.  The important and complementary work on the administration of justice would also need to be completed.

THOMAS GURBER (Switzerland), speaking also on behalf of Liechtenstein, said that reform of human resources management was key to fulfilling diverse United Nations mandates effectively and efficiently, and stressed the need for objective discussion of streamlining contractual arrangements, harmonization of conditions of service, the proposed cadre of 2,500 civilian peacekeepers, the recruitment and staffing process, and other issues mentioned in the Secretary-General’s report.

He said that the proposal to streamline contractual arrangements offered increased job security and equal treatment of staff.  Additionally, introducing a single set of staff rules was a reasonable way to simplify the contractual framework, reduce the administrative burden and enhance transparency.  Those changes could help develop a more flexible and multi-skilled workforce.  He supported streamlining contractual arrangements, but noted the need for careful consideration, with a view to cost-effectiveness and budgetary discipline, on proposals for harmonization of conditions of service.  He suggested deferring some costly entitlements and benefits, to allow time for expected improvements resulting from the streamlining of contractual arrangements.

On continuing appointments, the two delegations shared the concerns of the ACABQ and the ICSC that conversions should not be automatic and emphasized the need for competition to limit the number of conversions, thereby providing for the more efficient and effective selection and recruitment of staff.  He suggested defining clear and consistent requirements for conversions, and noted that an objective assessment of performance and fair selection procedure were fundamental.  At the same time, he underlined that simplicity, transparency and legal certainty for staff system-wide were essential.

Urging the Committee to give favourable consideration to proposals on reducing the time it took to fill vacancies and to assure the highest quality candidates, he cautioned against having too great expectations for the roster-based approach.  He pointed out there could be a disproportionate increase in the workload concerning the management of the roster, while expressing doubts that the most highly qualified candidates would be willing to wait for appointments.

CARLOS RUIZ MASSIEU (Mexico), speaking on behalf of the Rio Group, said that the Group shared the Secretary-General’s objective of building a qualified and versatile workforce ready for change.  The human resources management of the Organization required a systematic and comprehensive approach promoting diversity, enabling managed mobility, and offering professional opportunities for staff.  He believed that several comments of the ACABQ report would enrich informal consultations.  While certain progress had been achieved, some flaws still needed to be addressed.  Therefore, the policies on staff mobility, evaluation, recruitment and training should be improved, among others.  Those policies should be based on the principles of efficiency, transparency, responsibility and the international nature of the United Nations.

The staff policies required inclusive consultations and a comprehensive approach, he said.  He regretted that the New York Staff Union and the Staff Coordination Council in Geneva were not part of the processes of the Coordination Committee between staff and management. He called upon the parties to leave their differences aside and to join efforts for constructive work that would improve management in the Organization.

The Group celebrated continuing efforts to improve geographical representation and gender balance, he continued, but there was still much to do, especially regarding the highest positions in the Organization.  On the whole, he understood that, after years of analysis, a broad consensus had been achieved with regard to the need to urgently address the basic flaws of the human resources management at the United Nations.  He regretted that the Fifth Committee had been unable to take a decision on that matter last March, and the Group renewed its commitment towards reaching, in this session, a substantial reform that would influence and considerably improve the conditions of service of staff.  The reform should enable the recruitment of qualified staff and prevent high rate of “desertion”, particularly in the field.

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