1. Field Personnel Division Senior Leadership Programme
17 March 2016
Department of Field Support/Field Personnel Division

2. Content DFS Context Who & Where We Are DFS & FPD Priorities
Delegation of Authority & Accountability
HR Reform Strategy
Q & A

3. Dynamic Global Peace Operations

4. Notes | Not for distribution
Peace operations (2015 data)
Printed 28/04/ :53
Where we work
DFS supports 36 operations in 30 countries
UNRGID
UNMIK
Haiti
UNRCCA
UNFICYP
UNIFIL
UNAMA
UNSCOL
UNTSO
UNSCO
UNAMI
UNMOGIP
MINUSTAH
UNSMIL
UNDOF
OJSRS
MINURSO
OSES
MINUSMA
UNOWA
UNAMID
169k
authorized uniformed and civilian personnel 1 36
PKMs, SPMs, other offices and missions $9
billion budget incl. UNLB and Support Account 2
OSASG-Y
UNIOGBIS
UNISFA
UNMIL
UNOCI
MINUSCA
AMISOM/UNSOA
UNMISS
CNMC
MONUSCO
UNOCA
UNSOM
Peacekeeping Mission
OSESG-GL
MENUB
Political Mission or other
Note: Circles indicate size of authorized deployment; Boundaries shown and designations used on this map are only for illustrative purposes and do not imply official endorsement by the United Nations

5. Operating environments are more dangerous

6. Recent missions are larger and last longer

7. DFS manages the most UN personnel
EXCERPT | UN System Analysis
Printed 28/04/ :53
Peace Operations Context
DFS manages the most UN personnel
Of 90k civilians in the UN system, DFS administered 18k or 20% in 2013
UN system civilian personnel 2013
DFS responsibility
Share of UN system personnel
20% or 18k of 90k personnel
Yet, getting field operations right is more important than ever for the UN system.
DFS-supported operations are nearly twice as large as the largest UN agency.
Yet, the way agencies can manage their business is vastly more flexible.
Coherent delegation of authority, empowered field offices, and fast track procedures enable WFP, UNICEF and UNHCR to remain relevant in the humanitarian space.
If the UN wants to be a credible partner for peace operations, then we need better management structures for the field.
Source: UN System Chief Executives Board for Coordination (CEB), UN Department for Field Support (DFS), excl. staff with appointments for less than 1 year, organizations responsible for reporting to CEB

8. Civilian Staff Profile
167 Nationalities
Average age: 46 years
Average time in service: 4.6 years
90% in non-family duty stations
70% are men
12% have prior military service

9. DFS & FPD Priorities

10. DFS has 5 key priorities for 2015-16*
*subject to new USG’s approval

11. FPD: Mandate and Mission
Mandate: GA Resolution 61/279 (2007) to design, recruit, develop and retain a high-quality civilian workforce for UN peace operations.
Vision: to develop a strong HR discipline which enables missions to utilise a high-quality civilian workforce through dedicated HR planning, optimized business processes, strategic advisory services, policy guidance, appropriate delegations of authority and effective monitoring systems.
FPD’s mission is to:
support, nurture and monitor strong HR management in the field to ensure consistency and standardization across missions while allowing for unique mission challenges.
Provide strategic direction, guidance, customized mission plans and frameworks, useful tools and comprehensive HR training and development.
Empower missions to take the necessary actions in HR to attract and retain the best talent to support the fulfilment of their mandates within their budget.
advocate for a field perspective with our partners and foster enhanced communication with stakeholders

12. FPD PRIORITIES FOR 2015-16 FPOS FPSSS QUAIMS
Provides desk support, strategic advice and planning guidance to missions and shared services
FPSSS
Seeks to provide missions with a pool of high quality candidates and ensures that staff possess required capacities
QUAIMS
Provides cross-cutting policy guidance, business intelligence and impartial legal advice
Planning and Support to Missions: Support planning processes, HR strategies, budget formulations, mission reconfigurations and downsizing, etc.
Global Mobility and Career Development Framework: Support missions in this new system
Business Intelligence: Support the utilization of HR IT systems (Umoja, inspira, FSS, etc.) for data analysis and performance monitoring purposes
Staffing: Improve efficiency and consistency in recruiting and rostering
Legal Support: Provide advice and support on all legal, performance management and audit issues, identifying trends, risks and lessons learnt
Umoja: Ensure the smooth and timely deployment and management of UE1
WFP and Outreach: Improve efforts in these areas (i.e. representation of TCC/PCC; women, especially at senior levels) and development of standard methodology for staffing principles and parameters (i.e. nationalizations, UNVs, and ICs/Consultants)
Performance Measurement and Accountability Framework: Develop and implement an accountability and monitoring framework for HRM authorities delegated to the field
Inspira: Support the deployment of Offer and Position Management modules, as well as TJOs in inspira
Career Support: Support leadership succession planning, enhance career support to senior women and support field staff in the context of downsizing, Umoja, etc.
Policy Advice: Provide policy advice, advocate for better conditions of service for field staff and for incorporating field perspectives into policies
Classification: Ensure that all posts in every peace operation are classified in accordance with the relevant procedures
Downsizing Support: Provide advice and support to missions undergoing downsizing and restructuring
Capacity Building for HR Staff: Develop a comprehensive strategy for capacity building of HR practitioners
Continuing Appointment Review: Review all staff to determine eligibility to be granted a continuing appointment
FCRB and RVU: Improve efficiency of FCRB and reference verification processes and fully integrate into FPD
Staff Management Engagement: Engage with staff unions and all other stakeholders in HR-related matters, as required
Overall FPD Priorities: Improved communication with stakeholders (i.e. proponents offices, clients, CHROs, missions, OHRM, DPKO, DPA and others); staffing reviews; and improved service delivery and efficiencies

13. Perception of our stakeholders Mission staff and leadership survey
Total Satisfied = 42.2% vs. Total Dissatisfied = 34.6% (Neutral = 23.2%)
What is working: Opportunities:
Support for recruitment Accountability
Administration of staff Service Delivery
Cooperative and helpful Communication

14. Themes from Mission and HQ leadership
Integrated and articulated HR strategy
Culture of Service Delivery
Framework of Accountability and Tools for Monitoring
Efficient processes that align authority with accountability
Professionalizing HR Discipline and Capacity Building
Priorities with Prioritization

15. Notes | Not for distribution
Printed 28/04/ :53
Human Resources as an enabler
Transformational Human Resources Strategy
Corporate Initiatives
Examples: Workforce planning, Mobility & Career Development Framework, Umoja, Inspira, Gender Focus, HIPPO, Review of T&C
How do we co-create integrated solutions?
Themes that inform our priorities and work
Improved foundational elements: better management of rosters, and a thorough analysis of the classification of posts.
Successful implementation of the change management initiatives (Global Mobility framework, Inspira and Umoja): plan for the most effective use of the Organization’s resources
Review policy framework and delegation of authority
Co-Creation solutions to address challenges: At a time when resources are becoming even more constrained, we need to look for solutions and not just areas of improvement jointly.
Initiatives:
Successful implementation of the Mobility Framework and Umoja to understand and plan for the most effective use of the Organization’s resources.
Improved workforce planning: better management of rosters, the establishment of a skills inventory set to improve the HR capacity building for the field, and a thorough analysis of the classification of posts.
Continued focus on gender balance: do more to attract and retain more women, in particular at higher-levels and in the field.
Creation of co-solutions with DFS to address challenges: At a time when resources are becoming even more constrained, the solution is not simply to work harder and hope for the best, we will need to jointly look for solutions and not just areas of improvement.
Foundational Elements
(Examples: classifications, Process improvements,)

16. QUESTIONS ?

17. Mobility & Career Development Framework

18. Why are we doing this?
The UN Secretariat needs a global, dynamic and adaptable workforce.
The landscape has changed: Today, over 50 per cent of the staff are based in the field. Mandates have become more complex and requirements are constantly evolving.
The new staffing system offers:
More structured, planned and timely recruitment.
Better opportunity for staff to get “unstuck”.
Improved sharing of the burden of hardship.
More movement across silos.
More knowledge transfer; diversification of skills.
Less administrative work for hiring managers.
More consistent and equitable process for staff.
Career development.
The new staffing system offers a more strategic and structured approach to managing our workforce.

19. Key elements + objectives
New policy: For a global, adaptable and mobile workforce.
Two main staffing components: Vacancies + managed mobility .
Semi-annual staffing: Improved planning + predictability.
Standardized assessment: Consistent and equitable process.
Mobility: Periodic movement (functional and geographic).
Position occupancy limits: Based on duty station classification.
Centre-led staffing: More holistic approach to staffing.
New staffing bodies: Job Network Boards, Senior Review Board, Global Central Review Body, Network Staffing Team.
Job networks: Bridging departmental silos.
Phased implementation between 2016 and 2020 with transitional measures
Not just mobility!

20. Staffing exercises Two main components twice yearly
VACANCIES
Job openings
For internal and external candidates
Lateral and for higher level
Standardized assessment process
Job network and senior review board make recommendations
SG and ASG/OHM make final selection decision
HR supports boards and takes on administrative work
Clear timelines for the filling of vacancies
MANAGED MOBILITY
Encumbered positions
For internal staff members only
Opportunity for lateral movement
Possibility to change job family in the same job network
No “testing” but suitability checks.
Automatic or opt-in (position limits)
Optional during the first year
Participation subject to eligibility
Staff express interest in min 3 positions.
Special constraints process in place for cases when staff are offered a different position.

21. What about urgent needs?
ST/AI/2016/1 para 3.2.
To ensure effective mandate implementation under the peace and security, development and human rights pillars of the United Nations, the filling of vacant positions through job openings and recruitment from a roster may be undertaken at any time outside the semi-annual staffing exercises in order to meet staffing requirements arising from surge, start-up and humanitarian emergency situations, as determined by the Office of Human Resources Management in consultation with the programme managers in the organizational units concerned.
What about temporary Job Openings (TJOs)?
TJOs continue to exist to cover temporary needs and will be handled as today.

22. Periodic movements based on position occupancy limits
Duty Station
Minimum
Maximum
H/A
2 years 
7 years
B/C
4 years
D/E
1 year 
3 years
What is a move?
Change in position
Change of role
Change of function
Change of duty station
Move from the Secretariat to an agency, fund or programme
Minimums only apply to managed mobility
How to count?
The clock started when you took up your current position.
The clock stops when you are on a temporary assignment of one year or longer.
The clock “restarts” when you move to a new position.

23. POLNET Network Staffing Team
Centre-led staffing
Who is making the recommendations and decisions?
Secretary-General (D1/D2)
ASG/OHRM (up to P5)
Final decisions
Recommendations
for vacancies and MM
POLNET Job Network Board and
Senior Review Board
Entities and managers
GCRB/SRB
Vacancies only
POLNET Network Staffing Team
Screening + Support
HR + Subject Matter Experts

24. What is the basis for staffing recommendations and decisions?
Board’s recommendations are based on:
Position announcement/ JO, PHP, performance and mobility record.
Suitability determination.
Input and preferences of programme managers.
Expressions of interest by staff members (under managed mobility)
HR organizational priorities and human resources targets for the department.
Statistics on nationality and gender in the department.
Representation from troop- and police contributing countries (as relevant).
Your department nominates members to the boards.
Secretary-General and ASG/OHRM shall make decisions with due regard to recommendations by JNB/SRB taking into account overall organizational priorities.

25. Staffing based on 9 job networks
Name
Full Description
DEVNET
Economic, Social, and Development Network
INFONET
Public Information and Conference Management Network
ITECNET
Information and Telecommunication Technology Network
LEGALNET
Legal Network
LOGNET
Logistics, Transportation, and Supply Chain Network
MAGNET
Management and Administration Network
POLNET
Political, Peace and Humanitarian Network
SAFETYNET
Internal Security and Safety Network
SCINET
Science Network

26. Phasing in of job networks
Jan 2016
July 2016
Jan 2017
July 2017
Jan 2018
July 2018
Jan 2019
July 2019
Jan 2020
July 2020
POLNET*
ITECHNET
Network 3
Network 4
Network 5
Network 6
Network 7
Network 8
Network 9
Vacancy
Managed Mobility
*Deployment dates of job networks following POLNET to be determined

27. Overview – first exercise in 2016
Special Constraints Panel session
Compendium published and staff express
Interest in positions
Job Network Board /Senior Review Board session
Staff notified of placement
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEPT
Staff move
Managers provide input on suitable staff members
ASG,OHRM/S-G makes final placement decisions
Staff opt in between
4 and 17 January 2016

28. Gracias Merci
ﺷﻜﺮﺍﹰ 谢谢
Thank You
Спасибо