FC 104/15 |
Hundred and Fourth Session |
Rome, 15 - 19 September 2003 |
Progress Report on Human Resources Issues |
1. This report documents the latest position and projected targets for progress on the documents related to human resources (HR) management so far considered by the Finance Committee. The report seeks to bring together in one document a statement of progress on a range of related HR issues which have arisen as a result of the report to the Finance Committee in 2001 (FC 97/15) and the report of the UN Joint Inspection Unit (JIU) on Management and Administration in FAO (JIU/REP/2002/8) as well as issues arising out of the Medium Term Plan 2004-2009.
2. The attached table updates the last progress report prepared by the Human Resources Management Division (AFH) for the Committee. It also provides an indication of the source of each issue/activity and outlines the current position and the targets for action on the proposals related to HR made in the JIU report.
3. Target dates have been indicated for most actions within the document. However, it should be stressed that these are subject to the availability of resources to deliver these programmes. In particular, resources for implementation of new HR initiatives within the Medium Term Plan need to be identified. Furthermore, the HR function remains without an operational Human Resource Managment Information System. Clearly, without such resources, the deadlines indicated here place tremendous pressure on the current systems and staff and may be optimistic. It should be noted, however, that work on the Oracle HRMS has started using a phased approach and is expected to be fully implemented by 2006.
Issues/Activities | Tasks |
Performance Indicators |
Timeline |
Responsibility | |
Human Resources Planning | |||||
Medium Term Plan 2004-2009 |
In order to provide meaningful HR planning information, AFH needs to be able to hold and access comprehensive data on both individuals and posts.
The data required at individual level includes: |
Human Resources Management System (HRMS) that provides the indicated types of information will be in place. |
Dependent on phased introduction of necessary HRMS components (December 2005) |
Human Resources Division (AFH) | |
FC 97/15 |
|
|
|
| |
JIU Report Recommendation 8(a) |
|
|
|
| |
(a) Develop a standard description of the competencies, skills and experience required of FAO Representatives… | The functions and responsibilities of FAORs are described in detail in Manual Section 118. Based on these, a standard profile for the posts of FAORs has already been developed embodying the minimum requirements in terms of education, experience, abilities and skills. The Programme and Finance Committees had been informed of the basic competency requirements for posts of FAORs at their joint session of September 2000 (document JM 2000/2). | The functional statement for FAORs is being revised and re-issued to cover the new role in project operations. The profile of the FAOR is also being amended to place more emphasis on managerial/ operational skills. | September 2003 | Office for Coordination of Normative, Operational and Decentralized Activities (OCD)/AFH | |
Performance Management | |||||
FC 97/15 |
|
· Pilot Dept · All Staff |
Beginning 2005 (dependent on HRMS) |
| |
Strengthening the Recruitment Process – Professional Recruitment | |||||
Time taken to fill posts | |||||
FC 97/15 The time taken is very long and frequently good candidates are lost due to the excessive delay. AFH will take action to reduce this time. |
The task would be to reduce substantially the average time taken to fill professional vacancies. |
The target is to reduce recruitment time to 140 days. |
December 2004 |
AFH | |
(a) Support to line managers - AFH will strengthen advisory and support services to line managers, monitor the filling of posts and provide guidelines and increased training of line managers |
Revised guidelines were issued on the FAO Intranet and training of line managers began in June 2003. Departmental workshops on preparation of job descriptions will begin in the latter part of 2003.
AFH is monitoring divisions to ensure that they routinely acknowledge the receipt of applications. |
All managers would be fully conversant with the recruitment process, as reflected by: As a result, there has been an improvement in the acknowledgement of applications. |
October 2003
On-going |
AFH
AFH | |
(b) Increased use of technology for issuance of vacancy announcements - The time taken for the approval and translation of vacancy announcements will be reduced. | A job description data bank will be included as part of the HRMS implementation. | 80% of all vacancy announcements would be approved, translated and posted within an average time of 20 days. | December 2004 | AFH | |
JIU Recommendation 11(a) and (b) |
|
|
|
| |
the Director-General should: |
AFH has a vacancy monitoring system which reports regularly to senior management on all professional vacancies. Production of a further compendium would thus be redundant. |
The level of vacant professional posts would be reduced from an average of 21% of established posts (July 2002) to an average of 15% by December 2003. As at May 2003, 18% of established posts were vacant. |
December 2003 |
Depts/AFH to monitor |
|
(b) Consider delegating to the Regional Representatives – on a pilot basis and with appropriate guidance and monitoring from departments at headquarters – the authority to recommend to PSSC candidates for established posts in Regional Offices up to the P-4 level… | Consultations to be undertaken among HQ departments and Regional Offices (RO) to determine feasibility of establishing appropriate criteria for ROs to evaluate candidates in this context. | Analysis and appropriate proposals would be prepared for consideration by the Human Resources Committee (HRC). | March 2004 | Depts/ ROs/OCD/ AFH | |
Moving from passive to active recruitment | |||||
FC 97/15 |
|
|
|
| |
(a) Age Profile – Junior Professionals – In 2000 the average age at the time of external professional recruitment was 43 years. | Number of young professionals will be increased by 10% from 365 to the PWB 2004-2005 target of 403. | The average age at the time of professional recruitment would be reduced. | December 2005 | Depts/AFH | |
(b) Equitable Geographical Representation - The breakdown by representation status as at 1/1/2000 was as follows: · equitably represented: 63; · under-represented: 7; · non-represented: 27; and · over-represented: 83. |
The following specific actions will be taken: · posting of FAO vacancies on other websites visited by applicants, e.g. Monster.com; · attendance at professional gatherings and distribution of material on FAO; and · direct approaches to certain institutions/governments. |
The number of under-represented countries would be reduced. It is noted that the Conference decision to request the Council to review the geographic distribution methodology may impact on how results in this area are to be measured. | December 2005 | Depts/AFH |
|
(c) Improving gender balance - The percentage of professional women as at 1/1/2000 at all locations was 24% of total professional staff. | The draft Gender Action Plan has been developed and circulated to parties for consultation. The Plan proposes the establishment of both corporate and departmental targets. | The percentage of female professional staff would increase to 35%. | December 2005 | Depts/AFH |
|
Recruitment of FAO Representatives | |||||
JIU Recommendation 8(b) |
|||||
(b) Ensure the selection of FAO representatives is an open and fair process which duly takes into account previous experience acquired in the Organization/United Nations system. |
A roster of suitable candidates meeting the requirements of the standard profile has been maintained for many years.
External and internal candidates are welcome and applications are systematically acknowledged.
A roster VA has recently been issued on the Internet and is expected to lead to additional candidates. When a vacancy occurs, a short list is drawn from the roster. The selection process is thorough with due consideration to gender and geographical balance. Candidates are interviewed and assessed by a panel of senior officers and, if selected, are presented to the host government for clearance. |
The roster is being computerized to facilitate its maintenance and use and to allow a tracking system of candidates. All existing and new candidates will be screened and, if suitable, retained on the roster. All candidates to receive an acknowledgement and confirmation whether they are on the roster. The roster VA will be re-issued periodically. |
July 2003
Every year |
OCD
OCD
|
|
General Service Staffing | |||||
FC 97/15 |
|
|
Implementation to commence in January 2004. |
| |
Staff and Career Development and Mobility | |||||
JIU Recommendation 11(c) and (d) |
|
|
|
| |
(c) Ensure that consultants and retired experts do not serve as a long-term alternative to regular staffing… | AFH already has in place policies and procedures that limit the long-term use of consultants and retirees. | AFH/AFDS continue to monitor the use of consultants and retirees. | On-going | AFH/Management Support Service (AFDS) | |
(d) Undertake a cost-benefit analysis of establishing a managed mobility system for Professionals | As part of a wider programme of career development, AFH will undertake a study and develop a pilot programme of planned mobility. |
Career planning system would be implemented: Analysis would be prepared and if appropriate, a new policy developed. |
March 2004
January 2005. |
AFH | |
Management Development | |||||
Medium Term Plan (MTP) |
|
|
|
| |
Supportive Working Environment | |||||
Medium Term Plan (MTP)
|
In accordance with MTP, paragraph 799(b)(vi) · Apply greater flexibility in working arrangements, including part-time arrangements and teleworking. |
|
|
| |
(a) Teleworking |
AFH has submitted an evaluation of the trial period experience to HRC for consideration. |
|
|
| |
To improve gender balance among the Secretariat’s Professional staff and conform to policy statements by the United Nations system Chief Executives Board, the Director-General should modify relevant staff rules and sections of the Manual that forbid the employment of spouses and staff members. |
AFH has developed a draft policy for review by senior management prior to consultations with the staff representatives. |
Staff Rule 302.409 would be amended as may be deemed appropriate following the consultations. |
Proposal is to be reviewed and discussed with staff representatives by December 2003. |
AFH | |
(c) Family related matters
As in the UN common system generally, AFH is conducting a review of the policies in member states and other international organizations on maternity, paternity and parental leave and on the treatment of non-traditional marriages/domestic partnerships. |
AFH will identify areas where it would be feasible for the Organization to introduce new/updated policies. |
Policy proposals would be developed and consultations undertaken with management and staff. |
Action in this area has been delayed as the International Civil Service Commission has indicated its intention to study several of these issues. It was originally foreseen that this ICSC review would take place in 2003, however, due to the pressure of other work, it has been postponed. |
AFH | |
Streamlining Procedures | |||||
|
|
Available on Intranet. Final implementation |
|
| |
Human Resources Task Force | |||||
JIU Recommendation 10
|
Comments |