evaluation of unesco's recruitment policy and...
TRANSCRIPT
Internal Oversight Service
Evaluation Section
IOS/EVS/PI/96 REV. 2
Original: English
Evaluation of UNESCO’s Recruitment
Policy and Practice
Burt Perrin, Team Leader
Martha McGuire, Project Manager
David MacCoy
Frédéric Lefebvre-Naré
Cathexis Consulting Inc.
January 2009
The views and opinions expressed in this document are those of the authors and do not necessarily represent the
views of UNESCO or IOS who has contracted the study and assured adherence to evaluation standards. The
designations employed and the presentation of material throughout this document do not imply the expression of
any opinion whatsoever on the part of UNESCO concerning the legal status of any country, territory, city or
area of its authorities, or concerning its frontiers or boundaries.
ACKNOWLEDGMENTS
The evaluation team appreciates the support provided by the Evaluation Reference Group and
the IOS/EVS staff.
Evaluation Reference Group Members:
Odeta Dibra, ADM/EO/AO
Dyane Dufresne-Klaus, DIR/HRM
Djaffar Moussa-Elkadhum, AO/SC
Naziha Gaham-Boumechal, Acting Chief, ED/EO/HR
Johanne Girard, Chief ED/EO/HR
Paola Leoncini-Bartoli, Chief EO/CLT
Elizabeth Longworth DIR/ODG
Amir Piric, Chief IOS/EVS
Axel Plathe, Chief EO/CI
Ana Luiza Thompson Flores, Deputy DIR/HRM
IOS/EVS Supports:
Amir Piric, IOS/EVS
Geoff Geurts, IOS/EVS
Martina Rathner, IOS/EVS
TABLE OF CONTENTS
Executive Summary ............................................................................................................... i
Key Achievements ......................................................................................................... i
Challenges..................................................................................................................... ii
Recommendations ......................................................................................................... v
List of Abbreviations.......................................................................................................... viii
I. Introduction................................................................................................................... 1
1.1 Purpose and Intended Use of the Evaluation .......................................................... 1
1.2 The Recruitment Policy and Process ...................................................................... 1
1.3 Scope of the evaluation.......................................................................................... 2
1.4 Evaluation Questions ............................................................................................. 3
1.5 Methodology ......................................................................................................... 4
1.6 Strengths and Limitations ...................................................................................... 5
II. Summary of Findings .................................................................................................... 6
2.1 Contextual Recruitment Information...................................................................... 6
2.2 Findings Related to the Four Evaluation Questions ................................................ 7
2.2.1 Achievement of Policy Objectives ..................................................................... 7
2.2.2 Integration with UNESCO Human Resource Priorities..................................... 13
2.2.3 Alignment with Leading Edge Practices........................................................... 14
2.2.4 Alignment with Current and Future Directions................................................. 17
2.3 Satisfaction with Support from HRM................................................................... 18
III. Conclusions and Implications .................................................................................. 19
3.1 Recruiting and Selecting Quality People .............................................................. 19
3.1.1 Achievements .................................................................................................. 19
3.1.2 Challenges ....................................................................................................... 20
3.2 Streamlining the Process...................................................................................... 24
3.2.1 Achievements .................................................................................................. 24
3.2.2 Challenges ....................................................................................................... 24
3.3 Links to UNESCO Strategic Direction and Other HR Elements ........................... 28
3.3.1 Achievements .................................................................................................. 28
3.3.2 Challenges ....................................................................................................... 28
IV. Recommendations ................................................................................................... 31
Annex A: Reference Group ................................................................................................ 33
Annex B: Map of Recruitment Process............................................................................... 34
Annex C: UNESCO Recruitment Evaluation and Planning Matrix ..................................... 35
Annex D: Interviews .......................................................................................................... 37
Annex E: Documents Reviewed ......................................................................................... 39
Annex F: Surveys............................................................................................................... 42
Annex G: Case Study Interview Guides ............................................................................. 48
Annex H: List of Workshop Participants ............................................................................ 53
Annex I: Management Response Table ............................................................................... 54
i
EXECUTIVE SUMMARY
UNESCO’s Internal Oversight Service (IOS) contracted Cathexis Consulting to carry out an
evaluation of UNESCO’s recruitment policies and practices. The evaluation was requested by
the Bureau Human Resources Management (HRM) and is included the Evaluation Plan in the
34 C/5 approved by UNESCO’s Governing Body. The overall purpose of the evaluation, as
stated in its Terms of Reference, is:
To identify the strengths and weaknesses of the current recruitment policy and practice by
assessing the extent to which the objectives of UNESCO’s recruitment policies have been met
since its introduction in 2003.
Four main evaluation questions guided the evaluation:
� To what extent do the current practices achieve the goals of the 2003 recruitment
policy?
� To what extent do recruitment policies and practices interact with other components
of strategic human resource management and other UNESCO priorities?
� To what extent is UNESCO’s recruitment approach aligned with leading edge
thinking and practices in international public sector/inter-governmental
organizations, including other UN organisations?
� To what extent do current policies and practices support the hiring of people needed
to implement current and future policy directions of UNESCO and its Member
States?
Information was gathered from surveys of managers and new hires; in-depth interviews with
a range of UNESCO managers and staff, including staff representatives; a review of relevant
UNESCO documents, recruitment processes, systems and statistics, a literature review, a
review of practices in other international development organizations and a day-long
workshop with selected managers and HRM representatives.
Key Achievements
Overall, the evaluation found that the UNESCO recruitment system works as intended and
that it has several strong features including:
� The 2003 Recruitment Policy is thorough with many “checks and balances” that
makes it reasonably transparent and helps to reduce the potential for inequity;
� The recruitment policy has tightened procedures and increases the potential of getting
the most qualified candidate through a fair process, with no significant improprieties
identified in the course of the evaluation;
� The goals of the 2003 Recruitment Policy are understood and accepted by all of the
key stakeholders including managers, staff representatives and recruits;
� Gender balance is moving in the right direction in UNESCO with gender parity (51%
female staff), achieved at the Professional (P1 – P5) grades;
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� UNESCO has achieved 84% representation of its Member States and is continuing to
press for geographic balance;
� The various panels (i.e. Pre-selection, Evaluation and Personnel Advisory Board
(PAB) have had the effect of involving a wide range of senior level people in the
process;
� Panels have added a qualitative and procedural check to the process;
� The recruitment policy allows for variations in managing the process among the
sectors;
� The use of the Assessment Center has assisted in ensuring high quality selection of
senior professionals; and
� There are examples of fairly speedy recruitments and well managed panels, which
indicate that the overall recruitment process can be more efficient than the average
practice.
Challenges
Three priority areas for change emerged through a review of the preliminary findings and a
day-long workshop with a number of managers and representatives of HRM: 1) getting
quality people; 2) streamlining the recruitment process; and 3) linking recruitment to
UNESCO’s strategic direction. Steps that can be taken in each of these areas are discussed
below.
A. Recruiting and Selecting Quality People
Most respondents to the manager survey indicated they were able to hire quality people. The
following points are based on examples that emerged from the review of leading edge
practices, in-depth interviews with managers, the day-long workshop and further discussions
with the Director of HRM. The key areas that require attention are:
� Using a Proactive Approach for Recruitment - There is strong interest among
UNESCO managers, consistent with good practice in other organizations, in developing a
more proactive approach that includes search practices, more targeted advertising in
publications that reach potentially qualified candidates, and greater use of formal and
informal networks;
� Using a Positive UNESCO Image Effectively - One way to attract high calibre
candidates is to develop and use a positive image of being an international UN
organization. Although there was some discussion regarding whether UNESCO’s image
was sufficiently positive to attract the calibre of candidate desired, it was agreed that this
was important and should be consciously used to attract desired candidates;
� Using a Competency-Based Selection Approach - A competency-based selection
approach goes beyond assessing whether the candidate has sufficient knowledge or skills
as determined primarily through review of education and training;
� Strengthening the Reference Check Method - The approach to referencing represents
one area with the potential for substantial development. Most managers do not know
how to do appropriate referencing and many are sceptical of the process. However, a
comprehensive referencing approach contributes to the reference check being more
effective in determining the qualities of a candidate;
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� Developing and Drawing on an Internal Pool - UNESCO already gives priority to
internal candidates through its hiring process. However, it was noted that more attention
to professional and career development would support the creation of a stronger pool of
internal candidates; and
� Making Better Use of the Probationary Period - Once an individual is hired, it is
imperative that appropriate support be provided to ensure the highest possible
performance from the individual. In order to achieve this UNESCO needs to develop a
consistent and comprehensive orientation program and a performance development
program that emphasizes career pathing from the time an individual is hired.
In order to support managers in recruiting and selecting high quality candidates, HRM needs
to:
� Review job advertising practices and tools and actively promote UNESCO’s image as
an attractive employer;
� Develop competency-based assessment tools and train managers in the use of such
tools;
� Give attention to the development of a performance development system that focuses
on supporting all employees to perform optimally;
� Develop an improved automated information system/database that could be used to
remind managers of key milestones such as time for completion of performance
appraisals and the end of the probationary period;
� Require a formal sign off on the probationary period that would include a
performance appraisal with a recommendation as to the status of the new hire; and
� Conduct exit interviews, particularly with valued employees and use the results to
look at its practices.
B. Streamlining the Process
Most recruitment processes are quite lengthy, taking as long as twenty months. Almost all
managers and candidates perceived that the process is taking too long and is not entirely
respectful of the candidates. The following issues were raised with each phase of the
recruitment and hiring process.
� Assess Staffing Needs - Assessment of staffing needs involves looking at changing
staffing needs based on the evolution of a sector and staffing requirements due to
vacancies. While it is not always possible to plan for vacancies, with the estimated 45%
turnover1 anticipated due to retirement, such planning is essential for UNESCO;
� Targeted Classification - Limiting classification only to those instances where the job
functions have changed or when the job has not been classified in more than three years,
would reduce the demand on HRM staff and perhaps free resources that could be directed
towards providing greater support to managers;
� Proactive Approach to Publicizing Vacancies - Taking a more proactive approach in
publicising the vacancy and encouraging potentially qualified candidates to apply plus
being open in giving priority consideration to candidates from under-represented
countries can contribute to getting better access to qualified candidates;
1 This includes both internal and external staff movements.
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� Pre-Selection Process - One of the biggest challenges to the overall recruitment process
is dealing with the larger number of mainly inappropriate applications that could be
sorted through an automated pre-selection process;
� Selection Process - Managers indicated that convening the evaluation panel was often
challenging because while it only requires three members including one from a different
sector, many managers feel it is safer to have more people on the panel. Suggestions for
improving the selection process include obtaining information from candidates prior to
the interview process and convene panels with a maximum of three people;
� PAB Review - There was extensive concern expressed regarding PAB extending the
length of the process, with a number of managers considering that it may not be necessary
because HRM already plays that oversight function. Nevertheless, PAB is part of
agreements with the staff representatives. In practice, PAB reviews rarely identify any
concerns regarding the process. Suggestions were made that perhaps it may not be
necessary to ensure a PAB review of all recruitments, and that a sample of these might be
sufficient to provide the necessary assurance of propriety. Another suggestion was to
limit PAB panels to three persons, in order to make it easier for these panels to meet as
quickly as possible. Should UNESCO reconsider this step in the process, it would be
necessary to ensure alternative vehicles to ensure that staff representatives had an
opportunity to review the process; and
� DG Approval – Approval by the Director General generally is completed in a couple of
days, but HRM requires time to prepare all of the documentation. As noted in the review
of practices in other international organizations, some of the approval responsibility has
been delegated to the Director level. Should UNESCO decide this would be possible for
some P level positions (perhaps P1 – P3) oversight by HRM and respective
management’s approval would still safeguard against improprieties. Delegating this
responsibility supports appropriate managerial responsibility and helps to ensure that all
managers take on responsibility to guard against improprieties.
In order to implement the above suggestions a number of supports are required from HRM
including:
� The improvement of functionalities of (the) electronic human resource management
system(s) with the capacity to track potential retirement dates, to track the steps in the
recruitment and hiring process noting the time required as well as carry out the pre-
selection of candidates electronically based on specific criteria developed with the hiring
manager;
� More assistance with assessment of staffing needs through training, consultation and
development of simple manuals and templates. HRM already provides some tools and
assistance, but managers are asking for more;
� Keeping a roster of pre-qualified candidates that a manager can review and determine if
any are suitable for the particular position;
� Developing competency-based tools for assessment and training managers in the use of
them;
� Participating on evaluation panels or minimally providing advice and guidance;
� Developing assessment tools both for on-line self-assessment by candidates and for use in
the selection process; and
� Discuss alternatives to the current use of PAB with the staff representatives.
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Even with a streamlined process, it is important to keep participants in the process well
informed so that candidates do not become discouraged and managers are clear about what
they need to do to move the process forward.
C. Links to UNESCO Strategic Direction and other HR Elements
In hiring there are a number of strategic elements that must be considered:
� Gender balance;
� Geographical representation;
� Human resource implications of the United Nations reform process; and
� Current and future staffing needs based on sector and UNESCO strategic direction.
The current practices take into account the need for gender balance and geographical
representation. The 2003 Recruitment Policy recognizes the importance of recruiting core
staff on a long term basis while supporting UNESCO’s immediate service delivery needs. It
provides for a mix of short-term and permanent2 staff. However, there are also a number of
human resource elements that are inter-related with the hiring process.
A strategic human resource management system works towards assuring that all of the
aspects of strategic direction and human resource elements are considered in an integrated
manner. Such a system is linked to the organizational mission and strategic direction. It
includes the following elements:
� Human resource planning is based on current and future anticipated organization
direction as well as expected turnover. Staff turnover can be estimated by combining
information regarding turnover in previous years along with information about vacancies
that will be created due to retirement;
� Recruitment and hiring policies and processes should support the organization’s mission;
� Performance development is a more comprehensive approach to performance
management that should go beyond simply managing immediate performance, but
anticipates individual professional plans as well as organizational needs building
development into the appraisal process;
� Compensation and reward are important because they are used to recognize the individual
contribution as well as being a vehicle for attracting desirable candidates; and
� Succession planning is an important human resource function that ensures the
sustainability of an organization and provides the opportunity for employees to grow
within the organization.
HRM needs to identify the human resource implications for UNESCO of the UN Reform
process in a systematic way and ensure that managers have a good understanding of those
implications.
Recommendations
The following categories of recommendations emerged during interviews, case studies and
through discussion in the workshop with managers and HRM representatives, and are
consistent with good practice in other organisations. Rather than presenting a large number
2 Permanent staff is to be understood as staff with indeterminate or renewable fixed-term contracts.
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of recommendations, the consultants have identified some immediate steps that can be taken
and suggested a process for developing a longer term action plan. These recommendations
are consistent with the priorities that emerged during the evaluation and from the workshop
discussion.
Immediate Action
To ensure follow up of the recommendations, HRM should develop an implementation plan
that further develops its ability to attract and select the best possible candidates, streamlining
the recruitment and hiring process and links of the recruitment policy with other human
resources elements and UNESCO’s overall strategic direction. The implementation plan
should allocate responsibilities and set out clear timeframes. The planning process should be
carried out in a manner that ensures understanding, acceptance and commitment by those
who are responsible for implementing the plan (including HRM, senior executives, managers
and the staff representatives) and ensures that it is feasible and realistic for UNESCO.
For Implementation Immediately Following Development of an Action Plan
A. Recruiting and Selecting Quality People
1. That HRM build on the proactive advertising methods already in place, such as
recruitment missions through the following means:
a. hiring a professional recruiter for senior level recruiting (P5 and above);
b. advertising in professional publications and on professional websites;
c. encouraging managers to use their networks (e.g. personal contacts,
appropriate list serves, conferences) to get the word out to potentially qualified
candidates and to encourage them to apply;
d. enhancing the recruitment missions by including managers, using the field
office networks to reach people, contacting local post-secondary schools and
attending local job fairs;
e. using widely-distributed generic vacancy announcements;
f. using a competency-based assessment approach to be established based on
actual job requirements that take into account attributes as well as knowledge
and skills;
g. using behaviour-based reference check guidance with questions about specific
types of situations that lead to more thoughtful and honest responses from
referees be developed that includes probes and obtains information regarding
the candidate’s performance in a variety of situations;
h. using assessment centres or some other formal assessment method and
providing the information obtained in the assessment process to interview
panels well in advance of candidate interviews; and,
i. making better use of the probationary period through:
i. institutionalizing a formal induction process, and
ii. ensuring that a performance appraisal is conducted prior to the new
hire moving to permanent employee status.
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B. Streamlining the Recruitment and Hiring
2. That mechanisms be developed to streamline the recruitment and hiring process
including, but not necessarily limited to:
a. anticipating vacancies and beginning the hiring process prior to the position
becoming vacant;
b. only classifying positions when the functions or responsibilities of the job
have changed or it has been at least three years since the job was last
classified;
c. advertising some positions (e.g. P5 level) internally and externally at the same
time and reducing the time a position is advertised to one month;
d. establishing an automated system for pre-selection based on criteria developed
with the hiring manager;
e. adhering to the current policy, with evaluation panels of three people including
the hiring manager, rather than the larger panels that are frequently convened;
and
f. ensuring the evaluation panels have concrete evidence of competencies
through examples of previous work or other assessment tools.
For Longer-Term Implementation
C. Linking to Strategic Direction
3. That HRM develop a comprehensive human resource strategic management system
that includes human resource planning, a more systematic approach to performance
development, supportive compensation and reward policies, and succession planned
and also:
a. is linked to the strategic direction both of UN Reform and of UNESCO in a
manner that supports the strategic direction of each of the sectors;
b. supports the goals of gender balance and geographic representation;
c. looks at the desired balance between internal and external hires;
d. looks at the desired balance between permanent and temporary employees;
e. ensures that all of the elements of the system are in place and functioning
adequately; and
f. considers the inter-relatedness of all of the elements of the system.
D. Ensuring Successful Implementation of the Other Recommendations
4. That HRM develop an automated information system that can perform the following
functions:
a. track key human resource milestones such as probationary periods and annual
performance appraisals and send reminders to managers;
b. accept the electronic applications and pre-select qualified candidates using
criteria determined with the manager; and
c. generate reports that can assist with human resource planning.
viii
LIST OF ABBREVIATIONS
ADG Assistant Director General
ADM Sector for Administration
AO Administrative Officer
AUD Audit
BB Bureau of the Budget
BFC Bureau of Field Coordination
BSP Bureau of Strategic Planning
CI Communications and Information Sector
CLT Culture Sector
DDG Deputy Director General
DG Director-General
DIR Director
ED Education Sector
EO Executive Officer
EPSO European Personnel Selection Office
EVS Evaluation Section
EX Executive Board (used for documents)
FAO Food and Agriculture Organization
HQ Headquarters
HR Human Resources
HRM (Bureau of) Human Resources Management
IGO Intergovernmental Organization
IOS Internal Oversight
ILO International Labour Organization
ISAU International Staff Association of UNESCO
MTS Mid-Term Strategy (6 years)
ODG Office of the Director-General
PAB Personnel Advisory Board
POL Policy
RCS Recruitment Section
SC Science Sector
SHS Social and Human Sciences Sector
UCE Coordination and Evaluation Unit
UN United Nations
UNESCO United Nations Educational, Scientific and Cultural Organization
UNICEF United Nations Children's Emergency Fund
WB World Bank
WFP World Food Programme
YP Young Professional
1
I. INTRODUCTION
1.1 PURPOSE AND INTENDED USE OF THE EVALUATION
The terms of reference for this evaluation state its primary purpose as:
To identify the strengths and weaknesses of the current recruitment policy and practice by
assessing the extent to which the objectives of UNESCO’s recruitment policies have been met
since its introduction in 2003.
UNESCO’s Bureau of Human Resource Management (HRM) requested this evaluation in
order to support improvement in the recruitment policy and practices. Further, the Office of
the Director-General (ODG) is interested in using this evaluation to provide guidance towards
ensuring that recruitment supports having the right resources to address the current and future
needs of UNESCO. Hence, the evaluation is also to look at the extent to which the policy and
practice continue to be relevant in light of the changing context in which UNESCO operates.
This evaluation is required by UNESCO’s Governing Body as part of the Evaluation Plan in
the 34 C/5 work programme.
Recommendations that emerge from this evaluation are intended to contribute to future policy
development as well as provide the impetus for improvements in the implementation of the
medium and long term staffing strategy for UNESCO.
This evaluation was guided by a reference group. The members are listed in Annex A.
1.2 THE RECRUITMENT POLICY AND PROCESS
United Nations Educational, Scientific and Cultural Organization (UNESCO), as a United
Nations (UN) organization, is committed to addressing the millennium development goals of
eradicating extreme poverty and hunger, achieving universal primary education, promoting
gender equality and empowering women, reducing child mortality, improving maternal
health, combating HIV/AIDS, malaria and other diseases, ensuring environmental
sustainability, and developing a global partnership for development.
UNESCO is programmatically organised into the following 5 sectors as well having a
decentralized field network and other administrative functions:
� Education
� Natural Sciences
� Social & Human Sciences
� Culture
� Communication & Information.
UNESCO is intended to support member states in building their human and institutional
capacities, to promote international co-operation among its member states and associate
members by functioning as a laboratory of ideas and standard-setter to forge agreements on
2
emerging ethical issues and serving as a clearinghouse for the acquisition and transfer of
information and knowledge.
Within this context, recruitment is guided by UNESCO’s 2003 Integrated Policy on
Recruitment, Rotation and Promotion which articulates a decentralization policy that
devolves responsibility for implementation to the sector management. The policy document
lists the following objectives:
1. Ensure that UNESCO has a competent and efficient workforce to carry out its mandate,
with staff possessing the right skills and competencies in the right place at the right time;
2. Attract, select, appoint and promote staff on the basis of competence and merit, through a
competitive process where the paramount consideration is the necessity to secure the
highest standards of efficiency, competence and integrity;
3. Introduce an open, transparent, and fair selection and promotion process;
4. Ensure that UNESCO has a mobile, versatile and experienced workforce, by promoting
lateral and geographical mobility;
5. Ensure that selection and promotion decisions are based on objective, job-related criteria
and organization-wide recruitment and performance standards;
6. Support the career development of staff by giving them priority consideration for posts
and by providing opportunities for growth, learning, acquisition of skills, knowledge and
experience;
7. Motivate staff to achieve higher levels of performance and allow staff to rise to their most
effective levels including the advancement of General Service (G) staff to Professional
positions (P);
8. Ensure an equitable geographical balance and a balanced gender distribution among
UNESCO staff; and
9. Ensure the renewal of the staff in the Organization by seeking externally the best talents,
skills and competencies, when not available internally.
A mapping of the recruitment process is attached in Annex B 3
. Recruitment is defined in the
integrated policy as “the process of seeking, attracting and appointing candidates to vacant
posts in the Organization in accordance with Staff Regulations and Rules”.
1.3 SCOPE OF THE EVALUATION
The terms of reference for this evaluation specified that it was to cover the period from 2003
until 2007, concentrating on the recruitment policies and processes for Professional Category
Staff (grades P.1 to P.5). The evaluation considers the impact of the recruitment policy which
was adopted in 2003 and introduced in 2004, its coherence with UNESCO’s mandate,
principles, values and overall strategic direction, the efficiency and effectiveness of
UNESCO’s recruitment practices, and consistency of UNESCO’s recruitment policy with
other UN agencies. It takes into account processes and practices at headquarters as well as in
field offices.
3 PAB User Guide for Chair, Member and Observer, January, 2006.
3
Based on the consultation with key stakeholders, the following major issues emerged:
� Determining whether the recruitment policy has been implemented as intended;
(Evaluation question 1),
� Aligning of the recruitment process with other components of the strategic HR
management and other UNESCO priorities; (Evaluation question 2),
� Aligning UNESCO’s practice with leading edge human resources management ideas and
practices; streamlining the recruiting process; (Evaluation question 3), and
� Addressing the needs of UNESCO in the foreseeable future. (Evaluation question 4).
The evaluation highlights strengths of the current policies, processes and practices as well as
points to areas that require change. In particular, it considers how UNESCO’s recruitment
policies and practices can support its overall strategic goals. It identifies what is working
well and why, what needs changing and why and identifies implications for future directions.
1.4 EVALUATION QUESTIONS
Based upon information obtained during the inception phase and in particular the suggested
priorities identified by key informants, the consultants have identified below four major
categories of evaluation questions. These categories incorporate the range of issues set out in
the terms of reference for this evaluation.
1. To what extent do the current practices achieve the goals of the 2003 recruitment
policy? E.g.:
� How can recruitment be more transparent/ mitigate against risk of impropriety?
� How can it ensure the right people in the right place at the right time?
o Competencies/quality
o Balance field /HQ
o Geographic distribution
o Gender balance
� What supports do managers need in order to be fully involved and accountable
and to have the information they need in order to be able to attract and obtain the
most qualified?
� What should be the roles of the manager, HRM and of others (such as PAB) in the
recruitment process?
� Are there unanticipated effects of the policy and practices from the perspective of
the organization, manager and the applicant (e.g. length of time, level of resources
required)?
� Does UNESCO make use of information and communication technologies in the
most effective way to support the recruitment process?
� What tools and supports are being used and what further is needed?
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2. To what extent do recruitment policies and practices interact with other components
of strategic human resource management and other UNESCO priorities? E.g.:
� Human resource planning;
� Training and development, including induction;
� Performance management (e.g. performance appraisal, career path support);
� Rewards; and
� Decentralization and rotation.
3. To what extent is UNESCO’s recruitment approach aligned with leading edge
thinking and practices in international public sector/inter-governmental
organizations, including other UN organisations? E.g.:
� To what extent can UNESCO’s process be improved to assure alignment?
4. To what extent do current policies and practices support the hiring of people needed
to implement current and future policy directions of UNESCO and its Member States?
E.g.:
� External/internal hiring balance, as well as the balance between permanent and
other types of staff; and
� What changes are required in either the policy or practices to support the current
and future UNESCO policy directions as well as to address the 48% retirement
rates at manager levels (i.e. P5 and above) that are anticipated over the next few
years?
1.5 METHODOLOGY
The data collection methods are based on the data collection framework attached in Annex C.
The methods included:
� Key informant interviews with UNESCO managers and staff (See Annex D);
� An extensive review of documents (See Annex E);
� A literature review looking at promising practices in other international organizations,
with particular emphasis on other United Nations or international development
organizations;
� An on-line survey was conducted with the supervisors of the posts that have been under
recruitment and with people who have been hired in 2004, 2005, 2006, 2007 and to date
in 2008. For the manager survey, there were 30 valid respondents out a sample of 92,
representing 48 valid cases. For the new hire survey, there were 83 valid respondents
from a sample of 155;
� Analysis of recruitment processes and statistics provided by the Bureau of Human
Resource Management (HRM) from January 2005 to September 2008;
� Case studies (Harare, Jakarta and Kingston) (See Annex G for the case study interview
guides); and
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� A day-long workshop with members of the reference group augmented to also include
other key managers and staff (See Annex H for list of participants), in order to build
internal support and ensure the relevance and practicality of the conclusions and
recommendations.
1.6 STRENGTHS AND LIMITATIONS
This evaluation made use of multiple lines of inquiry which has provided for triangulation of
the various sources to determine the level of consistency in the findings across sources.
Findings from across various sources of information have been quite consistent, thus giving
confidence in the overall findings.
While the response rate for the ‘new hire’ survey was relatively high (63.8%) the response
rate for the ‘manager’ survey was much lower (38%). Consequently the data from that
survey should be interpreted with a level of caution.
All figures from the data mining are estimates, developed by the evaluators based upon data
that HRM was able to provide. In order to build the estimates, the consultants first, matched
the two databases provided by HRM, post by post; then filtered out a number of records in
the two databases due to missing data, typos or using the same codes or classes with different
meaning. It should be kept in mind that these data bases are not scientific statistical sources
but are management information systems used by HRM.
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II. SUMMARY OF FINDINGS
The discussion of findings in this section first provides the context for the evaluation and then
organizes findings by the four key evaluation questions.
Overall the findings indicate that a strong foundation exists with the 2003 Recruitment Policy
and that many of the practices are consistent with the policy.
2.1 CONTEXTUAL RECRUITMENT INFORMATION
UNESCO is an organization of approximately 2000 employees, including 831 International
Professionals (P Staff) as of 1st May 2008. The 2003 Recruitment Policy has been in place
for almost five years, giving sufficient time for it to have an evaluable impact on practices.
This evaluation is based upon all recruitment processes started since January 2005.
The following contextual information and orders of magnitude should be kept in mind for
reviewing the evaluation findings:
� Turnover of UNESCO staff is quite low. On average, in a given post the person
occupying the post changes every six years; and a person from outside UNESCO arrives
to take the post every twenty years;
� In around 70% of the cases when turnover occurs, an internal persons takes the posts,
with half of those internal placements being a transfer at equal grade. This evaluation
concerns those cases monitored by HRM where a change of grade is involved;
� In the other 30% of cases, the post is filled by an external person, with half of them being
Associate Experts or Young Professionals. All but one Young Professional recruited
since January 2005 are still staff members as of the end of September 2008. These cases
are outside the scope of this evaluation;
� The survey suggests that approximately a third of these external recruits are already
known to the manager. In actuality, the number recruited from the outside into a P post is
approximately one person per month;
� Thus most of recruitment activity discussed in this report relates to "internal" recruitment
including transfers and promotions;
� Recruitments that are conducted externally take quite a long time. From the start of the
process to the approval by DG, it takes approximately:
o 5 months to recruit internally;
o 10 months to recruit externally without an internal process plus some months to
enable new recruitments to leave their previous employment, to relocate as necessary
and to take up their new post at UNESCO; and
o 20 months where both an internal and external process is involved in part because it
requires two posting processes.
� The number of recruitments that are considered ‘external’ will be more than doubled
from 2009 onward as a result of two main factors:
7
o Temporary staff are no longer eligible to be considered as internal candidates
(decision by April 2008), and
o The number of retirements is projected to increase substantially4, allowing for more
external recruitments if the total number of P staff is to remain stable.
2.2 FINDINGS RELATED TO THE FOUR EVALUATION QUESTIONS
2.2.1 Achievement of Policy Objectives
As indicated previously, the recruitment policy is intended to ensure a fair, equitable and
transparent process that works towards geographic and gender distribution and supports
getting the best possible candidate for the job. These policy objectives are shared with
managers through a number of vehicles including the policy itself, the UNESCO website, and
various memoranda. The findings of the evaluation, taken as a whole, indicate that the
objectives overall are being achieved.
Transparency
One of the primary reasons for the development of the 2003 Recruitment Policy was to
ensure that improprieties in hiring practices did not occur. Both the interviews and surveys
indicated that most managers feel that the process is now transparent and that improprieties
do not occur. In the survey, managers were asked to rate the extent to which the process was
transparent. Over 70% of the managers indicated that the process was above board. Less
than 10% indicated otherwise. Probing during in-depth interviews suggest that instances of
impropriety have occurred, at most, in a very small number of isolated cases.
Not all respondents used the same definition of transparency. While a few understood
transparency in terms of preventing impropriety, in the sense discussed in the above
paragraph, others view transparency in terms of clarity of the process. New hires, in
particular, were concerned that they were not kept informed of the process, even when there
were long periods of time between contacts. This was further confirmed during interviews.
Some managers indicated they were not sure if it was appropriate or not to contact a high
quality potential candidate and encourage them to apply. In discussions regarding this, there
was general consensus that such advising was not an impropriety so long as all potential
candidates were considered, with emphasis on hiring the best possible candidate, not just
someone known to the manager. In fact, it would be expected that a manager familiar with a
particular field should have good contacts that can be used to help identify potentially strong
candidates. In such instances, it is entirely appropriate to encourage them to apply, and that
this would represent an example of good practice.
In comparing the steps aimed at guarding against improprieties in the hiring process, as set
out in Annex B, to the steps that actually occurred, we found that most of the steps do occur
much of the time. Table 1 provides a summary of the steps that managers understood to be
carried out during the recruitment processes they have experienced since 2003.
4 HRM estimates that 48% of UNESCO managers at all levels (i.e P5 and above) are expected to retire within
the next five years.
8
Table 1: Frequency that Steps were Followed
It should be noted that some of the steps occurred, even if the manager did not indicate on the
survey that they were aware of these. For example, all new hires are approved by the
Director General. What is interesting is that some managers were seemingly unaware that the
step occurred. As indicated by managers in the interviews, most interviews are conducted
face-to-face.
Managers indicate that reference checks have been conducted in slightly more than half the
cases. This is consistent with the findings from the interviews as well. Both HRM and
managers raised questions regarding the value of reference checks, expressing concern that
referees are not always completely forthcoming about an individual, particularly when the
manager wants to get rid of the person. A structured reference check guide is not used as a
rule and based on comments from the interviews, it is apparent that probing behaviour-based
questions are frequently not asked. Such an approach can increase the likelihood that the
most relevant information is not obtained through reference checks. This is discussed in
greater detail in Section 3.1.2.
Except for a very few isolated examples, the consultants did not find evidence of
improprieties or lack of transparency. There was an example some interviewees felt the
manager hired someone already known rather than giving all candidates a fair review.
Geographical and Gender Representation
The HRM tracks geographical and gender representation and reports on it regularly. Table 2
indicates that gender balance has improved at both the P and D levels, and that gender
balance has been attained at the P level. Concern was raised that full gender representation
has not been achieved at the D level. While this is outside the scope of this review, it should
be noted that the P level provides a pool from which people can be promoted to D level.
Consequently achieving gender equity at the P level should contribute, over time, to the
Steps carried out during recruitment process Frequency Percent
HRM classification of position 38 70%
Internal posting of the vacancy 39 81%
External posting of the vacancy 19 40%
Pre-selection screening 38 80%
Pre-selection evaluation 44 93%
Assessment of competencies by Assessment Centre 3 6%
Assessment of competencies through testing 12 25%
Assessment of competencies by review of work already
performed 12 25%
Reference checks 26 54%
Phone interview 16 33%
Video interview 5 10%
Face-to-face interview 43 89%
HRM review of short-list 20 41%
PAB review of process 34 70%
Comments by DIR/HRM 23 47%
Approval by DG 37 77%
9
achievement of gender equity at the D level. The anticipated numbers of vacancies at
managerial levels in the coming years can provide increased opportunities for this to happen.
Table 2: Gender Balance Shifts from June 2000 to May 2008
5
Geographic representation constantly shifts as people leave and new people are hired. In
addition, UNESCO designations of under-represented and non-represented countries are
updated frequently. About a quarter of the managers responding to the survey indicated that
they were not sure whether the candidate hired supported achieving geographic balance,
while over a third were quite sure that it did. About a sixth of the managers indicated that the
selection did not contribute to achieving geographic representation. As indicated in Table 3,
geographical representation has not been fully achieved with under-representation in
approximately 30% of the member states.
Table 3: Geographical Distribution of UNESCO Employees as of May 20086
In interviews, both managers and HRM indicated that at this point, more attention is needed
towards achieving geographical representation than to gender representation. However, while
almost everyone indicated that these factors are important, they also indicated that getting the
best possible candidate for the position should continue to be of highest priority.
5 UNESCO (August 2008) Report by the Director-General on the Follow-up to Decisions and Resolutions
Adopted by the Executive Board and the General Conference at Their Previous Sessions Detailed Information
on the Situation Concerning Geographical Distribution and Gender Balance of the Staff of the Secretariat. 6 IBID
10
Getting the Best Candidate
Information through interviews, case studies and the manager survey indicates that while
most managers feel that the pool of candidates could be improved through more proactive
recruiting, they generally were ultimately satisfied with the candidate that was hired. As
indicated in Table 4, the level of satisfaction generally increases throughout the hiring
process. Managers noted that there were frequently too many applicants (sometimes several
hundred) with the great bulk of these lacking in the basic required qualifications.
Table 4: Satisfaction with Pool of Candidates and Person Hired
Satisfaction
with
Applicants
Satisfaction
with Pre-
Screened
Candidates
Satisfaction
with Short-
listed
Candidates
Satisfaction
with Person
Hired
Very Satisfied 37% 35% 61% 79%
Moderately Satisfied 54% 62% 39% 17%
Not Satisfied 9% 2% 0% 4%
It is difficult to know whether this level of satisfaction is sufficient. Although only 4% of
managers indicated that they were dissatisfied with the person who was finally hired, the
impact of a wrong hire on an organization can be significant. As well, a number of managers
indicated they were only moderately satisfied with the person ultimately hired.
Based on discussions during interviews, it appears that there have been a number of instances
where there were significant problems once the person was hired. These examples appear to
be fairly well known among the managers and raise concern that more needs to be done to
avoid such instances.
More than dissatisfaction with the candidate that was finally hired; managers indicated that
they were not sure that UNESCO attracted the best pool of candidates, that perhaps there
could have been an even better candidate. Managers indicated the following reasons as
contributing factors to not getting the best candidates:
� Advertising only on the UNESCO website limits the reach of the recruitment process and
may result in highly qualified candidates not being aware that a position is open;
� In most instances, there is not a process, other than the interview, that tests the suitability
of the candidate for the position, in terms of skills, knowledge and attributes;
� In some instances, references are not checked, or not checked appropriately using
behavioural questioning. It is commonly believed that reference checks are not
particularly reliable because if someone wants to get rid of an employee they are likely to
give a falsely glowing reference or because the referee may be concerned about liability
issues;
� The UNESCO “brand” as an employer may not be highly regarded; and
� The salary level for some positions is not competitive with the income that people in the
profession generally earn.
11
It was pointed out that it is easier to attract highly qualified people from the education field
than from other professions such as medicine, law and engineering where the salary levels are
much higher than in education.
Managers pointed to factors such as the following as contributing to getting the best
candidate:
� The face-to-face interview that occurs with most hiring processes;
� The recruitment and hiring process that supports transparency and equity in hiring;
� Advertising beyond the UNESCO website such as in professional journals, on
professional websites and in broadly read magazines; and
� The ability to advise qualified desirable candidates of the posting.
There were mixed opinions regarding the desirability of advertising vacant posts in broadly-
read periodicals. Concern was expressed that such advertising can result in higher numbers of
unqualified applicants and that, in the end, it was not likely worth the cost. On the other
hand, it was also noted that many professional magazines and websites provide the
opportunity to advertise to a selected audience at little or no cost.
Support Career Development
The 2003 Recruitment Policy is intended to support career development through providing
internal candidates first consideration. Managers all agreed with the principle of hiring
internally if there was a qualified candidate. Some managers expressed concern that too much
internal hiring could contribute to the organization stagnating and expressed the need also to
encourage revitalization of the organization by bringing in new people.
Managers indicated that appropriately inducting and orienting new hires was of much greater
concern in order to provide staff with a solid foundation for future career development. This
is discussed in greater detail in Section 2.3.
Unanticipated Outcomes
The amount of time it takes to hire a person was the concern most often voiced by HRM,
managers and staff. As indicated previously, one of the main objectives of the 2003
Recruitment Policy was to stop improprieties and it appears that the policy has been
successful in doing so. Some managers noted that while sign off by the Director General is an
important mechanism for safeguarding against improprieties, managers also feel that its
preparation plus the classification and the review by the PAB adds significant time to the
process.
In order to gain a better understanding of the amount of time it takes to hire someone and
what takes the most time, this issue was explored in depth through the manager and new hire
surveys as well as by looking at the HRM data. Table 5 outlines when the managers
responding to the survey started the hiring process in relation to when a post was vacated.
12
Table 5: When Hiring Starts
Point when hiring process began Percent
After it was vacated 46%
At the time it was vacated 15%
Prior to it being vacated 39%
Total 100%
In most of the cases, when the process was started before the post was vacated, it was within
the previous one or two months.
Table 6 provides a breakdown of the amount of time spent at four key points in the hiring
process. These estimates have been extrapolated from the HRM data.
Table 6: Length of Time for the Recruitment and Hiring Process
The total amount of time between when a vacancy occurs until someone is offered the
position ranges from as short as two months for an internal hire to as long as two years.
About a third of the managers surveyed indicated that hiring occurred within a reasonable
timeframe. Almost a quarter of the new hire survey respondents indicated the process took
more than a year from the time they put in their application until they were offered the job.
The greatest amount of time in the hiring process takes place between the advertisement, and
the recommendation by the interview panel: the median duration is 5 months; in 10% of
processes, that lasts more than 14 months7.
These figures do not depend on the effectiveness of the process or whether the process was
completed. A review of the time required at each stage for a process that resulted in hiring an
individual are almost exactly the same as required when it did not result in someone being
hired.
Interviewees indicated that delays in classification of the position and translation of the
announcement can contribute to the length of time between a vacancy and a job being posted.
HRM has indicated that they are working to reduce the time required for classification.
Interviewees raised the question as to whether classification should be required if the job
description has been reviewed and classified within the last few years. They suggested that it
should only be done if the manager indicates that there is a change in job functions or it has
been a substantial length of time since it was last classified.
7 Mean (average) values would be strongly influences by outliers, thus the median (midpoint) is used here.
From Vacancy
to
Advertisement
From
Advertisement to
Recommendation
From
Recommendation
to PAB Review
From PAB
Review to
Decision to
Hire
Median # of months 1.2 5.0 0.6 0.5
10% take less than 0.3 2.4 0.3 0.2
10% take more than 3.6 14.0 1.7 1.3
13
Information from managers indicate that almost half the time they do not begin the hiring
process until after the post becomes vacant. The time between a post being vacated and the
advertisement could be reduced if managers are able to anticipate a vacancy, as is possible
with retirements, and begin the process prior to the vacancy. A number of interviewees also
stated that it often would be desirable for there to be some overlap between the person
leaving the post and a new person starting.
Reviews by PAB and by the Director General generally are done fairly quickly,
approximately two weeks for the PAB and two weeks from the time of the PAB meeting until
the Director General approves. The actual approval by the Director General is completed in a
couple of days, but HRM requires time to prepare all of the documentation. HRM reported
that is very unusual for the Director General to change a recommendation. While some
interviewees questioned whether it is necessary for the Director General to sign off on all
new hires, particularly those at the P1 – P3 levels with oversight guaranteed by HRM. Others
suggested it was an important mechanism to prevent improprieties.
The time needed until the appointee begins is often around 3 months according to
interviewees. This was seen as inevitable when hiring people who are highly qualified and
that displaying a level of responsibility regarding the position being left was considered a
positive aspect.
Based upon these figures, it seems that the first priority should be to reduce the time between
advertisement and recommendation.
2.2.2 Integration with UNESCO Human Resource Priorities
Induction, probation and performance management are human resource elements that support
the best possible functioning of individuals once they are hired. A number of interviewees
noted the lack of formal induction. Table 7 outlines the type of orientation that new hires
indicated they received.
Table 7: Type of Orientation Received by New Hires
Type of orientation received once hired Frequency Percent
Formal induction on day of arrival 11 13%
Introduction session with several hires shortly
after arrival 9 11%
Individual detailed briefing by
supervisor/manager 37 45%
Written information regarding UNESCO 33 40%
Written information about your position and
content of the work 31 37%
Other 14 17%
None 19 23%
People who responded as ‘other’ indicated they were briefed by a predecessor, or had a
meeting with someone from HRM. A couple of people indicated they had been in the position
on a temporary basis so did not require further orientation. A number of respondents
indicated that they did not receive any formal orientation until several months after being
14
hired and said that by then they had learned much of what they needed to know through
informal means. Approximately half of the respondents to the new hire survey indicated that
the orientation did not meet their expectations to some degree, with about a quarter indicating
that it did not meet their expectations at all. A number of the respondents indicated that a
formal orientation process would have been helpful.
Interviewees indicated that the probation period often is over with no formal performance
assessment, noting that performance management is not a priority within UNESCO. In fact,
the language used is ‘performance assessment’ indicating an emphasis on judging an
individual rather than supporting development. Performance development should be a
comprehensive process designed to support the pursuit of excellence through the continuous
development of high performing and satisfied employees. It is predicated on the premise that
individuals, through engaging in a process of self-assessment and ongoing feedback from
others as well as receiving organizational support, are motivated towards continuous
improvement in their performance. Performance development differs from a performance
assessment in that there is a stronger focus on learning and development. UNESCO’s
Performance Assessment Policy includes integrating a learning and development dimension
in the performance assessment process and is intended to foster competency development.
Key informants indicated that the process is not consistently carried out every two years as
the policy indicates. The policy does not include evaluation of new recruits, a process that
ensures people do not go past the probationary period without a formal review.
The lack of an adequate electronic information management system means that essential
processes are not tracked. It also means that other than supporting an on-line application
process, the remainder of the recruitment process is essentially a paper exercise. This is time-
consuming. For example, the pre-selection process could be carried out through an automated
process that would eliminate all the candidates that did not meet the pre-set criteria. An
electronic system could also monitor formal orientation and other training processes as well
as alert managers to the timing of performance appraisals.
2.2.3 Alignment with Leading Edge Practices
Leading edges practices have been considered with the understanding that the acquisition of
high quality staff supports an organization’s ability to accomplish its mission, goals and
objectives. The following best practices, some of which already exist within UNESCO,
emerged from a review of the literature and looking at practices in other organizations:
� Be based on plans and strategies aligned with organizational goals and objectives;
� Use reliable assessment tools to select staff that meet the highest standards of efficiency,
competence and integrity;
� Incorporate contemporary approaches to balancing work and family needs;
� Encompass the concept of early assessment of performance to determine retention;
� Ensure that candidates are provided information about standards of conduct, the
organization’s mission and values and career prospects; and
� Be swift, transparent and free from discrimination and inappropriate influence.8
8 Adapted from the ICSC (2001)
15
This evaluation looked at three international organizations to determine some promising
practices: the UN Food and Agriculture Organization (FAO); the UN International Labour
Organization (ILO) and the World Bank. None of the three organizations had a system that
was considered a ‘best practice’. In fact, in conducting the research we found that other
organizations referred to the UNESCO 2003 Recruitment Policy as a leading edge practice.
However, it is possible to draw from the directions and experience of other organizations in
order to develop a framework that works for UNESCO. Like UNESCO, many organizations
in the UN family and other IGO’s are seeking new strategies and practices to improve
recruitment and placement of the most talented people to help achieve their aims. Some of the
promising practices of each of the organizations are outlined below. The examples do not
necessarily correlate directly with the steps in the UNESCO process; rather they provide
some ideas of alternative approaches.
Human Resources Management Framework
A recent review of FAO indicates it is developing a strategic human resources management
framework designed to engage both senior management and the human resources division in
implementing key human resource objectives (Report of the Independent Evaluation of Food
and Agriculture Organization (FAO) September 2007). Its human resource strategy
incorporates five key points:
� Aligning HR strategy with corporate goals in a results-based management framework;
� Attracting, recruiting and retaining a skilled and motivated workforce;
� Ensuring high performance and excellence;
� Transforming HR service delivery to improve efficiency, cost effectiveness and quality;
and
� Strengthening and transforming the HR function into a more proactive and strategic
partner through a greater focus on provision of policy, advisory and consultancy services
and HR solutions to the organization.
Automated Screening
FAO has opted to test an automatic screening functionality which if implemented
successfully should contribute to reducing recruitment times. As noted previously,
UNESCO’s recruitment and hiring process ceases to be automated once the application is
downloaded from the website. Efforts are continuing to achieve a more completely automated
system.
Interview Panels
FAO has proposed that their interview panels include external specialists. UNESCO includes
someone from a different sector, as a common practice, but has rarely included external
experts.
Delegation of Responsibility to Senior Management
Within FAO the Director General holds overall responsibility for achieving geographic and
gender balance, but has recently delegated that responsibility in relation to professional staff
to Heads of Departments, recognizing the need to suitably train managers to take on this
responsibility. Within UNESCO, the Director General does not delegate this responsibility.
As noted previously, there are mixed views on whether the lack of delegation is appropriate.
16
Assessment Centres
Within ILO, the use of the assessment center has a high validity ranking. A competency
framework has been developed to identify the competencies/behaviours to be addressed in the
assessment. UNESCO uses an assessment center in the hiring process of D1s and above.
While it may not be cost-effective to have all P level hirings include the assessment centre, a
competency framework could assist UNESCO in assuring that they are hiring the best
possible candidate. With ILO, assessors are all volunteer ILO staff who receive five days of
training to learn the methodology. The centre is run once a month, but may be convened on
an ad hoc basis if there is an assessment is urgent. Three to four candidates attend the
assessment centre at a time. While this approach supports a behaviour-based approach, it is
possible that some pre-defined activities may not be relevant to the eventual job.
Management understanding and acceptance along with a pool of willing assessors is essential
for this model to work. While establishing an in-house assessment centre may be costly at
first, it can result in reduction of the ongoing expense of fees to an external assessment
centre.
Proactive Recruitment Approaches
The World Bank takes a proactive in its approach to recruitment, e.g. using search processes,
targeted advertising and maintaining an active network of contacts in less represented
countries. For less represented countries of focus it takes a more targeted action in the form
of maintaining updated labour market information, rosters of pre-identified candidates,
partnership programs, sharing success stories, targeted recruitment missions and outreach
activities. It convenes one-day workshops within the targeted countries. Recruitment
missions include non-human resource staff to assist in sharing of information and building
networks. UNESCO does go on recruitment missions to under-represented countries, but not
in the same systematic and intensive manner as the World Bank.
Human Resources Planning
The review of practices at other international organizations identified strong consistency with
respect to promising practices. For example, a report from the European Personnel Selection
Office (EPSO)9 refers to shift towards strategic human resource planning that will result in
getting the right people at the right time. The key measures taken by EPSO include:
� Introduction of a 3-year rolling plan that includes regular assessment of staffing needs by
function group and generic profile;
� Organizing three different competition cycles annually for three different categories;
� Use of a competency framework based on job analysis; and
� Implementation of a number of steps to streamline the existing competition cycle
including:
o Automated pre-screening of applications;
o A candidate self-assessment facility, which enables applicants to do their own
screening prior to making an application;
o Introduction of a competency-based assessment at later competition stages in order to
ensure greater predictive validity for job performance including the use of in-house
assessments and professional competency-focused tests; and
9 European Personnel Selection Office (2008) EPSO Development Programme “Roadmap for Implementation”
17
o Adoption of measures to professionalize selection boards including secondment,
certification of board members in competency-based assessment and greater use of
human resource expertise.
While UNESCO does some of the above to some extent, these are areas where it can look to
achieve improvements.
2.2.4 Alignment with Current and Future Directions
UNESCO’s Medium Term Strategy has a six-year horizon. The average turnover in any
given position is approximately six years. However, many of these changes represent
movements to other positions within UNESCO, with many people remaining with the
organization for quite some period of time. However, over the next five years, the turnover
rate (including both internal and external staff movements) is anticipated to be approximately
45% due to the number of expected retirements at manager level. This means that
recruitment and hiring will play an even bigger role than ever. New staff who are recruited
into permanent positions at UNESCO during the early part of their careers could well remain
for some 30 years, emphasizing the importance of hiring the best possible candidates – and
candidates who are most likely to be able to adapt to the inevitable changes that can be
expected over the years.
Interviewees noted that in order to align with the UN Reform, it is necessary to hire staff who
are flexible with the ability to respond to change. It was also noted that inter-disciplinary
work will be increasingly emphasized so that staff will not only need the professional
qualifications in their own field but also have the ability to work collaboratively with people
from other disciplines in a multi-cultural environment. There is a need for a balance between
specialist and generic hiring. Some interviewees questioned whether the post system, which
encourages the hiring of people on a permanent basis, undermines the ability of UNESCO to
hire the appropriate person for the appropriate amount of time.
Over half of the respondents to the manager survey indicated that the hiring practices
supported the current and future policy directions of the specific sector and UNESCO as a
whole. However, approximately a quarter of the managers were not sure. Discussions with
managers indicated that some are not entirely clear how to link policy direction with hiring
practices. In other instances, managers found it difficult to think beyond a two year horizon.
While little attention is paid to the future directions of UNESCO, it does appear that good
people are being hired.
A number of managers noted that there are numerous and sometimes conflicting
considerations when hiring. They also noted that sometimes getting the best person for a
particular job may not result in getting the best person to support future policy direction.
This reinforces the need for hiring people who are flexible and adaptable. It also supports
looking at temporary hiring for some positions if the particular skill required will not
necessarily be needed over time. One of the biggest challenges is addressing redundancies
when they do occur.
18
2.3 SATISFACTION WITH SUPPORT FROM HRM
About half of the managers responding to the survey indicated that they were satisfied with
the assistance provided by the HRM. This is consistent with information received from the
interviews. There were a number of suggestions for improvement including:
� Provide more one-on-one consultation and coaching to managers;
� Be more proactive in promoting the positions such as increased use of professional
publications, websites, and networking contacts;
� Do the pre-selection through an automated process based on criteria provided by
manager;
� Do more thorough assessments – if not through the assessment centre, then some other
methods of formal assessment;
� Speed up the process by having smaller evaluation panels and eliminating the
classification process unless the position has changed or not been reviewed for a number
of years; and
� Ensure there are professional recruiters in HRM.
19
III. CONCLUSIONS AND IMPLICATIONS
Overall, the evaluation found that the UNESCO recruitment system works and that it has
several strong features including:
� The 2003 Recruitment Policy is thorough with many “checks and balances” that
makes it reasonably transparent and helps to reduce the potential for inequity;
� The recruitment policy has tightened procedures and increases the potential of
attracting and selecting the most qualified candidate through a fair process;
� The goals of the 2003 Recruitment Policy are understood and accepted by all of the
key stakeholders including managers, staff representatives and recruits;
� Gender balance is moving in the right direction in UNESCO with gender parity (51%
female staff) achieved at the Professional (P1 to P5) grades;
� UNESCO has achieved 84% representation of its Member States and will continue to
press for geographic balance;
� The various panels (i.e. Pre-selection, Evaluation and PAB) have had the effect of
involving a wide range of senior level people in the process;
� Panels have added a qualitative and procedural check to the process;
� The recruitment policy allows for variations in managing the process among the
sectors;
� The delegation of authority to managers is viewed as move in the right direction
despite concerns;
� The use of the Assessment Center has assisted in ensuring high quality selection of
senior professionals; and
� There are examples of fairly speedy recruitments and well managed panels, which
indicate the process can be more efficient.
Three priority areas for change emerged through a review of the preliminary findings and a
day-long workshop with a number of managers and representatives of HRM: 1) recruiting
and selecting quality people; 2) streamlining the recruitment process; and 3) linking
recruitment to UNESCO’s strategic direction. Steps that can be taken in each of these areas
are discussed below.
3.1 RECRUITING AND SELECTING QUALITY PEOPLE
3.1.1 Achievements
The vast majority of hires were good candidates with the required qualifications and useful
experience, hired through fair and transparent processes. Managers are generally satisfied
with the candidates hired. Many of the managers use tools and methods to assess
competencies such as language proficiency, professional abilities and/or writing skills,
depending on their needs for each post.
20
UNESCO’s global objectives regarding gender balance have been fulfilled at the P level and
most member nations have some representation within UNESCO. This latter is a constantly
moving target, but is monitored regularly.
There is a mixture of internal and external hires, with the majority being internal, indicating
that existing employees are given priority consideration.
Managers are acutely aware of the risks involved in recruiting and the cost to the organization
of making a wrong hire. The fact that managers hire people who are known to them through
a fair competitive process helps to reduce this risk.
3.1.2 Challenges
Most respondents to the manager survey indicated they were able to hire quality people. The
following points are based on ideas that emerged from the review of leading edge practices,
the day-long workshop with managers and HRM representatives and further discussions with
the Director of HRM.
Using a Proactive Approach for Recruitment
There is strong interest among UNESCO managers, consistent with good practice in other
organizations, in developing a more proactive approach that includes search practices and
broader advertising. Some specific suggestions include:
� Advertise more widely such as in professional publications and on professional
association websites;
� Make use of existing networks and contacts. These can include posting on listservs that
qualified candidates may be expected to use, personal contacts of UNESCO staff, and
asking others to help in identifying potentially qualified candidates and encouraging them
to submit applications;
� Increase the use of recruitment missions particularly to areas with under/non-
representation. These recruitment missions could include contact with post-secondary
institutions, attendance at appropriate job fairs, using existing field office networks and
providing information sessions;
� Make use of contacts in under-represented countries (e.g. missions, universities and other
associations, applicable UNESCO field offices.);
� Use search methods, either carried out internally by HRM staff with recruitment expertise
or through external resources; and
� Use widely distributed generic vacancy announcements with emphasis on the desired
attributes and including information regarding geographic under-representation. While it
is recognized that the development of a generic announcement would not work for all
because of the complexity of the requirements, it was felt it might work with about 20%
of the jobs.
Using a Positive UNESCO Image Effectively
One way to attract high calibre candidates is to develop and use a positive image of the
international UN organization. Although there was some discussion regarding whether
UNESCO’s image was sufficiently positive to attract the calibre of candidate desired, it was
agreed that this was important and should be consciously used to attract desired candidates.
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In fact, UNESCO has a lot to be proud of in its contribution to global development in science,
culture, communication and education. It needs to show this in order to attract those who
would like to be part of these contributions.
Factors that can contribute to an organization’s image include the type of work the
organization does, the reputation of the organization among the relevant professionals, the
perception of the quality of work carried out by the organization, salary levels offered, and
the overall work environment. UNESCO has the advantage of working towards the
betterment of the world, which can have inherent appeal to many applicants. UNESCO is
more likely to attract the candidates it wants if it is perceived as achieving excellence in the
work it does. It not only needs to achieve that level of excellence, but the high quality work
needs to be recognized in the field. This can be accomplished through media recognition and
publication in professional journals.
UNESCO has learned that attracting high level professionals is only part of the challenge.
Getting professionals who are committed to the application of knowledge to achieve the
social, educational, cultural and scientific aims of the organization is another part of the
challenge. This is a daunting challenge and the recruiting approaches of UNESCO play an
extremely significant role in addressing it. One of the challenges is in positioning UNESCO
as an organization that can lead to the application of science and knowledge in a manner that
can be incorporated into the policies of countries around the world and that can have global
impact.
Hiring high profile people who are already known and respected in the field can also improve
an organization’s image and attract desirable candidates. Such people often have networks
that they can tap for making respected colleagues aware of vacancies. As well, others may be
attracted to a position in order to have the opportunity to work with a respected colleague.
One strategy is to target particular respected individuals. If their remuneration expectations
exceed UNESCO’s standard income grid, other types of engagement such as a consulting
contract might be considered.
Using a Competency-Based Selection Approach
A competency-based selection approach goes beyond assessing whether the candidate has
sufficient knowledge or skills as determined primarily through review of education and
training. Areas of competency should be developed based on specific job requirements and
might include:
� Professional competencies which can be assessed through the possession of specific
credentials and/or actual performance in specific competencies required to by the
profession or field. This should include the individual’s knowledge and application of the
ethical requirements of his/her profession;
� Management competencies which can include ability to get results, mentoring and
coaching skills and leadership qualities; and
� Corporate citizenship competencies such as ability to work as a member of a team, ability
to lead a team, communication skills, respect for others, and displaying values important
to the organization.
Some mechanisms for assessing competencies can include:
� Use of tests, such as the UN exam or tests developed for the specific job category;
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� Work simulation testing;
� Requesting and reviewing examples of past work or written assignments;
� Designing interview questions that set up scenarios to which applicants are asked to
respond;
� In-depth reference checks; and
� Inclusion of an external expert in the particular field.
Strengthening the Reference Check Method
Referencing is one method that requires substantial development. Most managers do not
know how to do appropriate referencing and many are sceptical of the process.
First, it will be important to accept that the candidate’s current and former supervisors are the
most appropriate referees. This should be established as policy. If candidates are unwilling to
use their supervisor as a reference, this should raise questions for probing with the candidate.
It may also be appropriate in some cases to speak with others who are familiar with the
candidate, e.g. through contacts known by members of the evaluation panel or who may be
identified through a review of past work of the candidate.
Second, care must be taken to ensure that the person providing the reference is who they say
they are. Those doing the reference checks should take care to verify this.
Third, candidates who provide false references or are unwilling to provide references should
be dropped immediately from consideration for the post.
Fourth, information from references should be made available to those interviewing the
candidate well in advance of the interview.
Following are the types of behavioural questions that lead to more thoughtful and honest
responses from referees:
� Could you describe some attributes that sets [the candidate] apart from others? Please
give me an example of this in the candidate’s past performance;
� Is [the candidate] someone who is looking to improve their own performance? (Probe for
examples) Give me an example of this;
� How does [the candidate] deal with and overcome obstacles? (Probe for examples) Give
me an example of this;
� Is [the candidate] perceived as an effective team player? In what sense? Describe how
the candidate has functioned in a team;
� How would you rate [the candidate’s] self-confidence? In what areas is she/he not
confident? Give me an example of how this has been evident in the workplace;
� How effective is [the candidate] in communication his/her ideas effectively? Why is
she/he effective? What detracts from effectiveness? Give me an example of this;
� How does [the candidate] react under pressure, in new or stressful situation? Does the
behaviour change? If so, how. Give me an example of this;
� Do others perceive him differently than you do? In what ways? Give me an example of
this; and
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� Would you hire this person again? (Research has found that this is the most powerful
referencing question).
These questions are merely examples of reference checking with a behavioural focus. It is
possible to develop a reference checking format for UNESCO that could be part of the
process for preparing managers to assume greater responsibility in recruitment and selection
Developing and Drawing on an Internal Pool
UNESCO already gives priority to internal candidates through its hiring process. However, it
was noted that better use could be made of the Young Professional program. As noted
previously, candidates from under/non-represented countries enter UNESCO through this
program. The program could be improved by incorporating a more formal staff development
program aimed at grooming these Young Professionals for management positions. Since
most recruitment is of internal staff, one important way of increasing the quality of that pool
is to give more attention to career development and progression.
Career progression guidelines for incoming recruits could be very useful for strengthening the
process of staff development. Basically, career progression guidelines offer a career path for
the individual in terms of competencies and experience needed to move to the next level in
one’s career. Clearly, this must be a rolling document that keeps in step with changes in the
environment and organization needs. It should be shared with incoming staff as part of their
induction and reviewed with them on an annual basis.
Making Better Use of the Probationary Period
Once an individual is hired, it is imperative that appropriate support be provided to ensure the
highest possible performance from the individual. In order to achieve this UNESCO needs to
develop a consistent and comprehensive orientation program and a performance development
program that emphasizes career pathing from the time an individual is hired. This approach
can also help move people who would find to better fit elsewhere to move on. Formal
performance appraisals need to be conducted at least every three to four months and at least
one month prior to the end of the probationary period so that one of the following decisions
can be made: 1) terminating the employment because the individual’s work is not satisfactory
and there is every indication that even with support, it will not become satisfactory; 2)
extending the probationary period with clear indication of the areas that need improvement
and a plan that supports improving; or 3) moving the person to permanent status because the
person is able to meet expectations and shows potential for further development.
Supports Required From HRM
As a support for implementation of a competency-based selection process, HRM needs to
develop competency-based assessment tools and train managers in the use of such tools.
One important tool is an in-depth reference guide that focuses on competencies and attributes.
In order for UNESCO managers to make better use of the probationary period, HRM needs to
give attention to the development of a performance development system that focuses on
supporting all employees to perform optimally. This is particularly important during the
probationary period since important decisions can be made at that point, but need to be based
on an accurate assessment of performance, fit and potential.
An improved automated information system/database could be used to remind managers of
key milestones such as time for completion of performance appraisals and the end of the
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probationary period. HRM could also require a formal sign off on the probationary period
that would include a performance appraisal with a recommendation as to the status of the new
hire. Rather than having employees move to permanent status by default, the default position
would be extension of the probationary period. In such a scenario, completion of a
performance appraisal is the interest of both the manager and the employee.
HRM could also conduct exit interviews, particularly with valued employees. This could
assist UNESCO in getting a better picture of why people do move on. In some instances, the
move may be appropriate, in other instances, it may be important for UNESCO to look at its
practices.
3.2 STREAMLINING THE PROCESS
3.2.1 Achievements
The application and selection process is clearly described in the recruitment policy.
Managers and staff representatives are well aware of the steps and there are a series of checks
and balances to ensure that each of the steps occur.
Some effort towards streamlining has already been started with the on-line application
system. Although at the moment the process becomes non-automated once the applications
are downloaded, this may serve as a starting point for further automation of the system.
There appears to be a strong commitment towards successful and effective recruitment
among UNESCO managers at all levels. The interest in and cooperation with this evaluation
provides an indication that recruitment is taken quite seriously. Everyone interviewed
provided thoughts on the way the system could be improved. If anything, managers were
overly critical with very high expectations of the policy and processes.
3.2.2 Challenges
As noted previously, most recruitment processes are quite lengthy, with almost all managers
and candidates feeling that the process is taking too long and is not entirely respectful of the
candidates. While managers and candidates alike complained about the length of time
required for the hiring process, managers and HRM emphasized that any streamlining
measures should not undermine obtaining the best possible candidate through a fair and
transparent process. Based on the findings, priority needs to be given to reducing the time
from when a job is advertised until there is a recommendation. This part of the process may
take from slightly more than two months to as long as 14 months. As well, a number of
interviewees also felt that ultimately good candidates are hired; there was concern that an
improved process could produce a larger pool of qualified candidates from which to choose.
The following discusses the issues that were raised with each phase of the recruitment and
hiring process and looks at some possible actions that can be taken to address those issues.
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Assessment of Staffing Needs
Assessment of staffing needs involves looking at changing staffing needs based on the
evolution of a sector and staffing requirements due to vacancies. The first aspect is more
related to linking recruitment practices to the strategic direction of the organization and will
be discussed further in that context.
While it is not always possible to plan for vacancies, with the estimated 45% turnover
(including internal and external staff movements) anticipated over the next 5 years due to
retirement, such planning is essential for UNESCO. As well, once a useful and used
performance development process is in place, managers will have a better idea of when other
staff is likely to leave. Performance appraisals should occur at least every two years and be
focused on development of the employee. In some instances, the manager may even be able
assist a valued employee in moving to another position that will allow for professional
growth. With anticipation of forthcoming vacancies, it then should be possible to start the
recruitment process well before the position actually becomes vacant. Instituting retirement
planning can also support getting better information regarding when an individual will
actually be leaving. HRM needs to determine the final date of employment at least a few
months prior to the retirement.
Staffing needs planning should be integrated in the annual operational planning cycle with
the information becoming part of the HRM database. In this way, managers can also be
reminded that they need to begin the hiring process at least 2 – 3 months in advance of a
known vacancy.
Classification
Based on discussions with HRM staff, much has been done recently to reduce the amount of
time it takes to classify a position with the amount of time required being only a matter of
days. However, some managers have experienced classification processes that have taken
much longer and therefore question the need to do it in all cases. Limiting classification only
to those instances where the job functions have changed or when the job has not been
classified in more than three years, would reduce the demand on HRM staff and perhaps free
resources that could be directed towards providing greater supports to managers.
Posting Vacancies
Unless an exemption is granted (and it usually is), one must first go through an internal
recruitment process, and only open it up if there is no suitable internal candidate. Cases
where both internal and external recruitment processes occur can take as long as 20 months,
with one month for internal posting plus two month for external posting. Interviewees
suggested the following in order to streamline the posting process:
� Advertise the positions internally and externally at the same time, giving priority to
internal candidates; and
� Advertise the positions for a shorter period of time such as one month. With most
communication occurring electronically, there is no longer the need to give time for
applications to be mailed.
Taking a more proactive approach in publicising the vacancy and encouraging potentially
qualified candidates to apply plus being open giving priority consideration to candidates from
under-represented countries can contribute to getting better qualified candidates.
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Pre-Selection Process
One of the biggest challenges to the overall recruitment process is dealing with the larger
number of mainly inappropriate applications that must be sorted through in the pre-selection
process. This is a daunting task for any manager. It also can take substantial time, particularly
if the manager is not trained in assessing applications. Interviewees suggested the following
in order to streamline this part of the process:
� Ensure that the advertisement provides an explicit description of the position and the
qualifications required. This would assist potential applicants in determining whether
they qualified for the job;
� Provide an opportunity for candidates to do a self-assessment prior to submitting
application, such as proposed by the EPSO. Candidates could be reminded that applying
for unsuitable positions for which there are not qualified will not help, and may make it
more difficult for them to be considered for future positions. This could result in fewer
applications; and
� HRM does the pre-selection electronically using criteria established with the hiring
manager. Alternatively, a system could be developed that would allow the manager to
enter criteria and conduct his/her own automated pre-selection process.
Selection Process
The selection process consists of a number of steps including an assessment centre for P5
candidates, an interview (usually face-to-face) and reference check. Other assessment
methods have also been used on occasion, including requests for examples of previous work
and inclusion of an expert on the evaluation panel.
Managers indicated that convening the evaluation panel was often challenging because while
it only requires three members, one from a different sector, many managers feel it is safer to
have more people on the panel. However, having more people involved required a greater
amount of lead time in order to convene the panel. Some suggestions for improving the
selection process include:
� Obtain information such as examples of work and any assessment results prior to
convening the panel. Where appropriate, this information can be used to further reduce
the number of people to be interviewed;
� Convene panels with a maximum of three people including the manager, someone from
HRM and someone external to the unit. This latter could be an external expert or
someone from another sector, depending on whether the need was for some to assess
qualifications in a field or to determine the ability to interact outside of the particular
field; and
� Use other mechanisms such as video-conferencing to conduct interviews also for an
evaluation panel to meet, e.g. where one of the members is away on mission and cannot
attend in person, but who could meet via tele-conference or video-conference.
PAB Review
Once a roster of three suitable candidates has been selected, review by PAB is required to
ensure that all of the requisite steps occurred, and then approval by the Director General.
HRM facilitates these processes, ensuring that all of the documentation is available.
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There was extensive concern expressed regarding PAB and many managers saw it as a step
that was not necessary because HRM already plays that oversight function. PAB is intended
to provide some oversight regarding the process and does not participate in the selection of
candidates. Some managers indicated that some members did not appear to understand the
role, despite there being clear policies and procedures.
The PAB process takes approximately two weeks so it is not the step that requires the greatest
amount of time. As well, it is part of agreements with the staff representatives. In practice,
the PAB rarely identifies any concerns regarding the process. One suggestion was that
perhaps it may not be necessary to have a PAB review of all recruitments, and that a sample
of these might be sufficient to provide the necessary assurance of propriety. Another
suggestion was to limit to PAB panels to three persons, in order to make it easier for these
panels to meet as quickly as possible since with smaller numbers it easier to find mutually
agreeable times. Should UNESCO wish to eliminate this step from the process, it would be
necessary to create another vehicle to ensure that staff representatives had an opportunity to
review the process.
DG Approval
Approval by the Director General generally takes no more than a couple of days once the
documents are provided. As noted in the review of practices in other international
organizations, some of the approval responsibility has been delegated to the Director level.
Should UNESCO decide this would be possible for some P level positions (perhaps P1 – P3),
oversight by HRM and respective management approval would still safeguard against
improprieties. Delegating this responsibility supports appropriate managerial responsibility
and helps to ensure that all managers take on responsibility to guard against improprieties,
but is not likely to shorten the process significantly.
Overall Suggestions for Streamlining
Standards have been established for completion of each of the steps in the recruitment and
hiring process, but there is no mechanism for ensuring those standards are met. One
suggestion is that HRM track the time taken and take steps to ensure that the suggested
timelines are met, unless there are unusual circumstances.
Another suggestion is to keep pre-qualified candidates on a reserve list so that the entire
process does not need to be completed each time there is a vacancy.
Steps to be Taken by HRM
In order to implement the above suggestions a number of supports are required from HRM
including:
� The development of an electronic human resource management system(s) with the
capacity to track potential retirement dates, to track the steps in the recruitment and hiring
process noting the time required and to carry out the pre-selection of candidates based on
specific criteria developed with the hiring manager;
� Assistance with assessment of staffing needs through training, consultation and
development of simple manuals and templates;
� Keeping a roster of pre-qualified candidates that a manager can review and determine if
any are suitable for the particular position;
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� Developing competency-based tools for assessment and training managers in the use of
them;
� Participating on evaluation panels or minimally providing advice and guidance;
� Developing assessment tools both for on-line self-assessment by candidates and for use in
the selection process; and
� Discuss alternatives to the PAB with the staff representatives.
Even with a streamlined process, it is important to keep participants in the process well
informed so that candidates do not become discouraged and managers are clear about what
they need to do to move the process forward.
3.3 LINKS TO UNESCO STRATEGIC DIRECTION AND OTHER HR ELEMENTS
3.3.1 Achievements
The 2003 Recruitment Policy recognizes the importance of recruiting core staff on a long
term basis while supporting UNESCO’s immediate service delivery needs. It provides for a
mix of short-term and permanent staff.
Questions regarding the core competencies required have been taken quite seriously and
discussed in depth by senior management. Managers participating in the workshop stated the
importance of taking UN Reform into account when hiring. The immediate practical
consequences of this direction are felt primarily in those countries participating in the
‘Delivery as One’ pilot, where the UN system is expected to work as one unified institution.
3.3.2 Challenges
There are a number of factors that must be considered when hiring a new employee
including:
� Gender balance;
� Geographical representation;
� Human resource implications of the United Nations reform process; and
� Current and future staffing needs based on sector and UNESCO strategic direction.
There are also a number of human resource elements that are inter-related with the hiring
process including:
� The rotation policy;
� Performance development including induction, ongoing education and training and
leadership development;
� Overall human resource planning including succession planning; and
� Retirement planning.
Within this context, it is necessary for UNESCO to review the desired balance between
internal and external hires. While internal hires provide growth opportunities for existing
employees and support continuity in the organization, it is also desirable to bring in people
with new ideas and approaches. It was noted that many managers hire ‘clones’ of themselves
29
so that re-vitalizing may not occur even if there is a greater percentage of external hires. The
use of a strategic human resource management approach can help to offset this tendency and
promote greater diversity in hiring.
Because it is difficult to anticipate completely the future needs of the organization, UNESCO
also needs to review the ideal balance of short-term hiring situations and permanent staff.
While flexibility is an attribute that can be considered in recruitment and hiring process, the
system itself also needs to maintain flexibility so people with unique skill sets are relevant to
a particular situation are hired on a short-term basis while supported by a stable environment
with sufficient numbers of longer-term employees.
Some people said that it is not possible to plan beyond the current MTS (34/C4).
Nevertheless, as noted earlier, there is limited turnover. New staff hired during the early
stages of their careers may well stay with UNESCO for the next 30 years. This reinforces the
importance of the recruitment process and of hiring staff who not only are qualified for the
needs of today but also for the needs of tomorrow. Thus a long-term strategic approach to
human resource planning appears to be particularly important. The large number of
anticipated vacancies at the management level provides an opportunity to recruit people who
can best serve UNESCO as it will evolve in the years to come.
A strategic human resource management system is linked to the organizational mission and
strategic direction. It includes the following elements:
� Human resource planning based on current and future anticipated organization direction
as well as expected turnover. Staff turnover can be estimated by combining information
regarding turnover in previous years along with information about vacancies that will be
created due to retirement;
� Recruitment and hiring policies and processes should support the organization’s mission.
UNESCO has established a recruitment policy that is linked to specific objectives, but not
necessarily to the overall strategic direction of the organization. It has established
processes that for the most part achieve the policy objectives. The processes are time-
consuming and not fully understood by the manager. However, it provides an excellent
foundation for a transparent and fair process;
� Performance development is a more comprehensive approach to performance
management that should go beyond simply managing immediate performance, but
anticipates individual professional plans as well as organizational needs building
development into the appraisal process. This approach is much more supportive of
employees and supports optimum performance. Integrating discipline and termination
with performance development helps to ensure that a constructive approach is used even
for those more negative processes. Ultimately the emphasis should be on supporting all
employees to perform at an optimum level;
� Compensation and reward are used to recognize the individual contribution as well as
being a vehicle for attracting desirable candidates. As noted previously, compensation
levels may be an issue when hiring within certain professions because desirable
candidates can earn more elsewhere. One of the challenges is that all P level positions
are within the same grid regardless of the professional requirement, while there are great
differences in compensation levels among the various professions. This will need to be
reviewed in order to attract better qualified candidates;
30
� Succession planning is linked to the overall human resource planning, ensuring the
sustainability of an organization and providing the opportunity for employees to grow
within the organization. While succession planning may occur within some parts of
UNESCO, the HRM has not established it as a key element; and
� HRM needs to identify the human resource implications for UNESCO of the UN Reform
process in a systematic way and ensure that managers have a good understanding of those
implications.
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IV. RECOMMENDATIONS
The following categories of recommendations emerged during the evaluation from interviews
and case studies and through discussion in the workshop with managers and HRM
representatives, and are consistent with good practice in other organisations. Rather than
presenting a large number of recommendations, the consultants have identified some
immediate steps that can be taken and suggested a process for developing a longer term
action plan. These recommendations are consistent with the priorities that emerged from the
workshop.
Immediate Action
To deal with the recommendations, HRM should develop an implementation plan that further
develops its ability to attract and select the best possible candidates, streamlining the
recruitment and hiring process and linking the recruitment policy with other human resources
elements and UNESCO’s overall strategic direction. The implementation plan should
allocate responsibilities and set out clear timeframes. The planning process should be carried
out in a manner that ensures understanding, acceptance and commitment by those who are
responsible for implementing the plan (including HRM, senior executives, managers and the
staff representatives) and ensures that it realistic for UNESCO. The recommendations are:
For Implementation Immediately Following Development of an Action Plan
A. Recruiting and Selecting Quality People
1. That HRM build on the proactive advertising methods already in place, such as
recruitment missions through the following means:
a. hiring a professional recruiter for senior level recruiting (P5 and above);
b. advertising in professional publications and on professional websites;
c. encouraging managers to use their networks (e.g. personal contacts,
appropriate listservs, conferences) to get the word out to potentially qualified
candidates and to encourage them to apply;
d. enhancing the recruitment missions by including managers, using the field
office networks to reach people, contacting local post-secondary schools and
attending local job fairs;
e. using widely-distributed generic vacancy announcements;
f. using a competency-based assessment approach be established based on actual
job requirements that take into account attributes as well as knowledge and
skills;
g. using behaviour-based reference check guide with questions about specific
types of situations that lead to more thoughtful and honest responses from
referees be developed that includes probes and obtains information regarding
the candidate’s performance in a variety of situations;
h. using assessment centres or some other formal assessment method and
providing the information obtained in the assessment process to interview
panels well in advance of candidate interviews; and
i. making better use of the probationary period through:
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i. institutionalizing a formal induction process
ii. ensuring that a performance appraisal is conducted prior to the new
hire moving to permanent employee status.
B. Streamlining the Recruitment and Hiring
2. That mechanisms be developed to streamline the recruitment and hiring process
including, but not necessarily limited to:
a. anticipating vacancies and beginning the hiring process prior to the position
becoming vacant;
b. only classifying positions when the functions or responsibilities of the job
have changed or it has been at least three years since the job was last
classified;
c. advertising some positions (e.g. P5 level) internally and externally at the same
time and reducing the time a position is advertised to one month;
d. adhering to the current policy, with evaluation panels of three people
including the hiring manager, rather than the larger panels that are frequently
convened; and
e. ensuring the evaluation panels have concrete evidence of competencies
through examples of previous work or other assessment tools.
For Longer-Term Implementation
C. Linking to Strategic Direction
3. That HRM develop a comprehensive human resource strategic management system
that includes human resource planning, a more systematic approach to performance
development, supportive compensation and reward policies, and succession planned
and is also:
d. linked to the strategic direction both of UN Reform and of UNESCO in a
manner that supports the strategic direction of each of the sectors;
e. supports the goals of gender balance and geographic representation;
f. looks at the desired balance between internal and external hires;
g. looks at the desired balance between permanent and temporary employees;
h. ensures that all of the elements of the system are in place and functioning
adequately; and
i. considers the inter-relatedness of all of the elements of the system.
HRM Ensuring Successful Implementation of the Other Recommendations
4. That HRM develop an automated information system that can perform the following
functions:
a. track key human resource milestones such as probationary periods and annual
performance appraisals and send reminders to managers;
b. accept the electronic applications and pre-select qualified candidates using
criteria determined with the manager; and
c. generate reports that can assist with human resource planning.
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ANNEX A: REFERENCE GROUP
Members:
Odeta Dibra, ADM/EO/AO
Dyane Dufresne-Klaus, DIR/HRM
Djaffar Moussa-Elkadhum, AO/SC
Naziha Gaham-Boumechal, Acting Chief, ED/EO/HR
Johanne Girard, Chief ED/EO/HR
Paola Leoncini-Bartoli, Chief EO/CLT
Elizabeth Longworth DIR/ODG
Amir Piric, Chief IOS/EVS
Axel Plathe, Chief EO/CI
Ana Luiza Thompson-Flores, Deputy Director HRM
Supports:
Christine Gossa, Chief HRM/RCS
Geoff Geurts, IOS/EVS
Martina Rathner, IOS/EVS
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ANNEX B: MAP OF RECRUITMENT PROCESS
No qualified internal candidate
External advertisement (2 months)
Pre-selection
Interview, evaluation, reference
checks and short-list
Application and registration
HRM review
PAB review
Decision by Director General
Comments by Dir/HRM
Qualified internal candidate
Internal publication of vacancy (1 month)
Application and registration
Pre-selection
HRM review
PAB review
Decision by Director
General
Interview, evaluation and short-list
Comments by
Dir/HRM
Approval by Budget Bureau
Decision to Hire – Sector Completes Form 169
Classification
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ANNEX C: UNESCO RECRUITMENT EVALUATION AND PLANNING MATRIX
Key Evaluation Questions Indicators Data Sources Collection
Methods Comments/Sampling
1. To what extent do the current practices achieve the goals of
the 2003 recruitment policy? � Is there transparency? � Are the right people being hired for the right place at the
right time while at the same time ensuring gender balance
and geographic distribution? � Are managers appropriately aware of their roles, involved
and accountable? o Who is actually accountable? o What are the roles? o Are managers adequately supported?
� Are there unanticipated effects of the policy and practices
looking at from the perspective of the organization,
manager and the applicant? o Length of time o Level of resources required
� Vacancies have been filled
by individuals with
appropriate competencies
� Vacancies are filled in a
timely manner without
excessive resources
required
� Managers indicate that new
hires are satisfactorily
fulfilling the requirements
of the positions
� Gender balance is achieved
� Required geographic
distribution is achieved
� The reasons for hiring
decisions are clear
� Improprieties in hiring are
not occurring
� Managers take
responsibility for hiring
process and decision-
making
� Tools and supports are
available and used
DDG, ODG, ADGs HRM personnel Sector managers New hires HRM planning
documents Position descriptions
and vacancy
postings Recruitment and
hiring information
Interviews Interviews Survey/interviews Survey Document review
Data mining
On-line survey of 2004-
2007 hires, case studies Provide specific
recruitment policy goals
and processes
Specific information
regarding number of
vacancies, times required
for each part of the
process, gender,
geographical balance, etc.
36
Key Evaluation Questions Indicators Data Sources Collection
Methods Comments/Sampling
effectively
2. To what extent do recruitment policies and practices
interact with other components of strategic human
resource management and other UNESCO priorities? This includes the departmental structure and supports such as
human resource information systems. � training and development � performance management � rewards � human resource planning � decentralization and rotation
� A formal induction process
is in place for new hires
� There is sufficient HRM
support to managers
� Planning that anticipates
vacancies is occurring
HRM personnel Sector managers New hires HRM policy and
procedures
Interviews Survey/interviews Survey Document review
3. To what extent is UNESCO’s recruitment approach aligned
with leading edge thinking and practices in international
public sector/inter-governmental organizations? � To what extent can the UNESCO’s process be
streamlined to improve the alignment?
� UNESCO meets or exceeds
other organizations in terms
of timeliness and success of
filling vacancies
WFP ILO UNICEF WHO
World Bank
Document review Interviews
Interviews will be done
as follow-up to
documents
4. To what extent do current policies and practices support the
hiring of people needed to implement current and future
policy directions of UNESCO and its Member States?
� What changes are required in either the policy or
practices to support the current and future UNESCO
policy directions as well as to address the 48% retirement
rate at manager level10 that is anticipated over the next
few years?
� Appropriate competencies
� Staff that is flexible and can
adapt to new situations
� Appropriate
internal/external balance is
achieved
DDG, ODG, ADGs HRM personnel Sector managers HRM planning
documents Position descriptions
and vacancy
postings
Interviews Interviews Survey/interviews Document review
Conduct additional 10
interviews On-line survey of all
managers in field offices Mainly to provide context
and indication of future
directions
10
i.e. P5 level and above
37
ANNEX D: INTERVIEWS
Keith Alverson, Chief of Section, Ocean Observation, PAB member
Marcio N. Barbosa, DDG
Anathea Brooks, Liaison Officer, SC/EO
Cathy Bruno, new hire, Communication Officer SHS
Nicholas Burnett, ADG/ED
Dawn Clemitson, new hire IOS/AUD
Marie-Thérèse Conilh de Beyssac, STU President
Sidiki Coulibaly, President ISAU
Hans D’Orville, ADG/BSP
Dyane Dufresne-Klaus, DIR/HRM
Walter Erdelen, ADG/SC
Jocelyne Fernandes-Barreto, PAB member
Naziha Gaham-Boumechal, Acting Chief, ED/EO/HR
Cordula Gaschutz, PAB Chairperson, Chief/CI Coordination and Evaluation
Lopamudra Giacobbi, Chief BOC/FPC
Christine Gossa, Chief HRM/RCS
Annick Grisar, Chief HRM/POL
Abdul Waheed Khan, ADG/CI
Paola Leoncini-Bartoli, Chief CLT/EO
Elizabeth Longworth, DIR/ODG
Agapito Mba-Mokuy, Chief SHS/AO
Fernando Menendez, ADM/AO/EO
Florence Migeon, ISAU
Axel Plathe, Chief CI/IO
Guadalupe Ramos, Senior Recruitment and Staffing Officer
Françoise Riviere, ADG/CLT
Lamia Salman El-Madini, DIR/BFC
Elena Shishkova, new hire, IOS/EVS
Alexander Schischlik, Chief SHS/EO
Qian Tang, Deputy DADG/ED and ED/EO
Ana Luiza Thompson-Flores, Deputy DIR/HRM
Eric Toussaint, Recruitment Officer HRM/RCS
Yolande Valle-Neff, DIR/BB
Sylvie Veille, ISAU
38
Generic Interview Guide
Note: the questions will be adapted to the particular person being interviewed.
� Introductions
� Purpose of the interview is to get a good understanding of the Recruitment policy and
processes. This information will be used to help determine what works and what does
not.
� Opportunity to ask questions
1) Please tell us/me about your history and role at UNESCO
� Own recruitment at UNESCO, how it happened, how long it lasted,
� How and when did the person arrive in her or his present functions
2) How does that role relate to HR? (Ask only if not in HRM)
� What use they make of HR
� Main HR issues faced, in the last months
3) Please describe a recruitment process that was successful.
� What were the factors that make the recruitment successful?
� What role did HRM play in that success?
� What role did you play?
� How did you know it was successful – what were the indicators?
Note: if time get 3 or 4 examples
4) Describe for me the usual recruitment process.
� What are the steps and how long does each step normally take?
� What role does HRM play?
� What role do you play/where in the recruitment process do you make decisions?
� What criteria do you use for making those decisions?
� What changes have occurred in the past five years?
o in theory
o in fact
5) Do you normally review job descriptions as a part of the recruitment process? What
would be the circumstances for changing a job description?
6) In the context of the current and future UNESCO strategic priorities, what do you believe
the HR needs will be and what are the implications for recruitment?
7) Is there anything we have not asked that you think we should know about in order to plan
and carry out this evaluation?
39
ANNEX E: DOCUMENTS REVIEWED
Documents reviewed during the inception phase include the following:
� Action plan for gender parity 2008-2015
� Advisory Board on Individual Personal Matters (PAB): Role, Mandate and
Composition
� Amendment to Rotation Policy
� Audit Report Rotation –Policy 179 EX/31 Part I Page 31-58
� Changes to the recruitment process (based on Decision of College of ADG’s )
� Chart on the PAB Process
� Charts and descriptions illustrating the essential steps of the recruitment process for
both internal and external recruitment and highlighting differences in procedures
relating to different staff categories
� Checklist (Recruitment Process (P1 to P5) except Head Field Office (same as under
guidelines)
� Checklist (Recruitment Process (P1 to P5) except Head of Field Office: to assist
recruiting managers to carry out the recruitment process in accordance with the
recruitment policy and process
� DG Blue Notes
� Evaluation report: UNESCO Leadership and Change Management Training Programme
(LCMP)
� External Auditors REPORT on the implementation of the staff rotation policy and on
staff movement in the framework of the reform process
� General Conference Resolutions and Executive Board Decisions on Human Resources
(summary: issues since 2000)
� Guidelines how to prepare and to conduct a job interview
� Guidelines how to screen applications
� Guidelines how to take reference checks
� Guidelines on how to draft a vacancy note
� Individual Evaluation Sheet
� Internal standard memo regarding pre-selection and evaluation steps
� Internal working documents:
� Key staffing Data (1 March 2008, 1 May 2008) – Statistics
� List of appointed candidates to Professional posts 2007
40
� List of PAB Members
� Memo DIR/ODG Elizabeth Longworth Evaluation recruitment 1 Nov 2007
� Memo PAB review temp appointments beyond 1 year 5 March 2007 Ref.
HRM/POL/07/17
� Memo Recruitment Policy DG instructions- Recruitment policy-Professional and
Director level posts (5 October 2007 Ref. HRM/RCR/07/333)
� Memo: Changes to the recruitment process (31 January 2006 Ref. HRM/RCR/POL/06)
� Memo: Gender Parity: Changes in recruitment process
� Memo: Transfer at equal grade for staff at P-1 to P-4 level (19 February 2008).
DIR/HRM/08/26
� Memos: Gender parity at senior management levels, networks, exit interviews
� New Policy for Individual Consultants Contracts
� PAB Guide pratique du Président, du membre et de l’observateur (janvier 2006)
� PAB members, chairperson and staff associations
� PAB process
� Priorities for the recruitment process 2006-2007
� Proform of PAB recommendation
� Questions and answers about the PAB
� Recommendations on the recruitment of professional and director level posts –
Assessment Centres ( Memo 5 October 2007 HRM/RCR 7/333)
� Recruitment Basic Principles
� Recruitment Policy -Reference checks (Memo 6 October 2006 Ref. HRM/RCR/06/423)
� Recruitment Time-frame standards
� Regular Progress reports on the HR policy reform framework and implementation of
the medium-and long term staffing strategy
� Regulation 1.2: Director General’s authority to assign staff to posts
� Regulation 4.2 and 4.3.2. Competitive process
� Regulation 4.3. Non-discrimination
� Regulation 4.3.1. Geographical diversity
� Regulation 4.4 Priority consideration for internal staff members
� Report by the DG on the Reform Process – Staff Policy – Decentralisation
� Report of UNESCO Global Meeting of Senior Managers - 2007
� Risk assessment IOS checklist of identified risks
41
� Staff Association AIPU/STU Reports on DG Report of Reform Process - Personnel
October 2007 Addendum I and II of 177 EX/ 6, 176 EX/6, 175 EX/6, 174 EX/6, 171
EX/6.
� Staff Regulations and Staff Rules (Update 2007)
� Staff Rules 104.1 to 104.9, 104.12 to 104.14 and respective amendments.
� Standard Curriculum Vitae (online form)
� Standard Memo for Recommendations (Professional Posts)
� Standard recruitment Criteria for P and G posts in UNESCO
� Standards of Conduct for the International Civil Service
� Structure and Contact Details of the recruitment section
� Table of Delegated Authority and Accountability (points 3 to 11- relevant for
recruitment)
� Table of Delegated Authority and Accountability
� Transfer of Equal Grade for P1 to P4 staff (Memo DIR/HRM/08/26, Feb. 2008)
� UNESCO Integrated Policy on Recruitment, Rotation and Promotion (29/9/2003)
� UNESCO Medium and long term staffing strategy 2005-2010 (approved Oct 2005)
42
ANNEX F: SURVEYS
Manager Survey
Cathexis Consulting has been engaged by UNESCO to conduct an evaluation of its recruitment policies
and practices for filling professional positions (P1 to P5) since 2004. The purpose of the survey is to
obtain information about your own experience with the recruitment process, as someone who has been
involved in the hiring process as a manager/supervisor of an advertised position.
You will be asked to respond to 22 questions. Completion of the survey is expected to take approximately
20 minutes depending on the number of vacancies you have filled. The confidentiality of the responses is
fully guaranteed. Will you participate in this survey?
Yes (continue)
No (skip to page thanking them)
Please complete the 20 following questions for each vacancy between 2004 and 2007. After
completing the questions for one vacancy, you will be directed to answer the same questions for
each additional vacancy.
At the time of filling the vacancy:
Job title:
Organizational Unit (examples: HRM/POL, CLT/WHC):
Duty Station (examples: Paris, FO Dakar):
2. Vacant position
3. Grade
� P1
� P2
� P3
� P4
� P5
4. Date the position became vacant:
month____/year____
Not sure, please explain
5. Date vacancy was filled:
month____/year____
Not sure, please explain
6. How was the vacancy publicized? (check all that apply)
� UNESCO website
� Relevant professional journals
� Relevant professional websites
� Newspapers
43
� Word of mouth/contacts
� Other (specify)
� Don’t know
7. What steps were carried out for this recruitment process? (check only those that you know occurred)
� HRM classification of position
� Internal posting of the vacancy
� External posting of the vacancy
� Pre-selection screening
� Pre-selection evaluation
� Assessment of competencies by the Assessment Centre
� Assessment of competencies through testing as part of interview process
� Assessment of competencies by review of work already performed
� Reference checks
� Phone interview
� Video interview
� Face-to-face interview
� HRM review of short-list
� PAB review of process
� Comments by DIR/HRM
� Approval by DG
8. What aspects of the hiring process were you involved with? (check all that apply)
� Internal posting of the vacancy
� External posting of the vacancy
� Pre- screening
� Pre-selection
� Assessment of competencies by the Assessment Centre
� Assessment of competencies through testing as part of interview process
� Assessment of competencies by review of work already performed
� Reference checks
� Phone interview
� Video interview
� Face-to-face interview
� PAB
� Other (specify)
9. How was the vacancy filled?
� Internal candidate
� External candidate already known to you
� External candidate not known to you
10. At one point did you begin the hiring process for this position?
� After it was vacated
� At the time it was vacated
� Prior to it being vacated
If prior, how long before?
11. How long did it take to fill the vacancy, from the time it was vacated until the candidate accepted an
offer?
44
� One month or less
� Two months
� Three months
� Four months
� Five months
� Six months
� Seven months
� Eight months
� Nine months
� Ten months
� Eleven months
� One year
� More than one year
� Not sure, give estimate
12. How satisfied have you been with:
(Using scale of 1 – 7 with 1 being ‘not at all’ and 7 being ‘very’)
a) the quality of all of the applicants
b) the quality of the pre-screened applicants
c) the quality of the short-listed applicants
d) the quality of the individual hired to fill the vacancy
13. To what extent do you believe the selected candidate supported the following goals:
(Using scale of 1 – 7 with 1 being ‘not at all’ and 7 being ‘a lot’)
a) geographic balance
b) gender balance
c) current policy directions of your sector
d) future policy directions of your sector
e) current policy directions of UNESCO
f) future policy directions of UNESCO
g) other, please specify
14. Is the candidate still employed in the same position?
� Yes
� No
If not, what was the reason for leaving?
15. To what extent did you find the process:
(Using a scale of 1-7, with 1 being ‘not at all’ and 7 being ‘very’)
a) Was transparent
b) Attracted the excellent candidates
c) Resulted in hiring the best candidate for the position
d) Required a reasonable amount of your time
e) Was completed within a reasonable time period
16. What assistance did you receive from HRM?
� Tools that HRM has developed
� Posting
� Assessment
� Advice/consultation
� Other (please name)
45
17. How satisfied were you with that assistance?
(Using a scale of 1- 7, with 1 being ‘not at all satisfied’ and 7 being ‘very satisfied’)
18. What additional assistance would you liked to have received?
19. Were you able to hire the candidate you considered most qualified?
� Yes
� No
If not, why not?
20. Were you responsible for filling any other vacancies in the area under your immediate responsibility
from January 2004 – December 2007?
� Yes (return Q1)
� No (go to Q21)
Note: this question will direct them to answering the questions for each candidate. Once they have
completed the questions for all the vacancies that they have filled, it will move to Q19 & 20, which only
need to be answered once. We will set it up so their response automatically takes them to the appropriate
spot.
Thinking about the overall recruiting and hiring process, please answer the following 2 questions.
21. Which of the following steps do you believe are essential to the recruitment process? (Check what
applies)
� HRM classification of position
� Internal posting of the vacancy
� External posting of the vacancy
� Pre-selection
� HRM review
� PAB review
� Short-listing
� Comments by DIR/HRM
� Approval by DG
22. If you had three wishes regarding the recruitment and hiring process, what would they be?
Thank You for Completing this Survey
46
New Hire Survey
Cathexis Consulting has been engaged by UNESCO to conduct an evaluation of its recruiting policies and
practices for filling professional positions (P1 to P5). The purpose of the survey is to obtain information
about your own experience in undergoing the recruitment process, as someone who has recently been
hired.
You will be asked to reply to 9 questions. Completion of the survey is expected to take 5- 10 minutes.
The confidentiality of the responses is fully guaranteed. Will you participate in this survey?
Yes (continue)
No (skip to page thanking them)
.
Please provide the following background information about yourself.
Job title:
Organizational Unit (examples: HRM/POL, CLT/WHC):
Duty Station: (examples: Paris, FO Dakar):
Gender:
Nationalities held:
Nationalities under which you were hired
1. When were you hired? (dd/mm/yyyy)
2. How long did it take from the time you applied to when you accepted the offer of employment from
UNESCO?
� One month or less
� Two months
� Three months
� Four months
� Five months
� Six months
� Seven months
� Eight months
� Nine months
� Ten months
� Eleven months
� One year
� More than one year
3. How did you learn about the position?
� UNESCO website
� Relevant professional journal
� Relevant professional website
� Newspapers
� Word of mouth
� Other (specify)
47
4. What attracted you to the position? (check all that apply)
� Wanted to work with UNESCO
� Wanted to work in the particular location
� Knew the position
� Knew the people I would be working with
� The type of work
� Other (specify)
5. Please check which of the steps you experienced in the hiring process? (check all that apply)
� Assessment of competencies by the Assessment Centre
� Assessment of competencies through testing as part of interview process
� Assessment of competencies by review of work already performed
� Reference checks
� Phone interview
� Video interview
� Face-to-face interview
� Other (specify)
6. What orientation did you receive once you were hired? (check all that apply)
� A formal induction on your day of arrival
� An induction session with several hires shortly after arrival
� Individual detailed briefing by supervisor/manager
� Written information regarding UNESCO
� Written information regarding your position and the content of the work
� Other (specify)
� None
7. Please indicate the extent to which your expectations were met in each of the following areas:
(Using scale of 1 – 7 with 7 being that your expectations were completely met and 1 being that
expectations were not at all met)
a. The overall recruitment process
If your expectations were not met in some way, please indicate what you think should have occurred
b. The orientation process
If your expectations were not met in some way, please indicate what you think should have occurred
c. The job itself
If your expectations were not met in some way, please indicate what you think should have occurred
8. Are you still in the same position?
� Yes
� No
If not, why did you leave?
9. If you had three wishes regarding the recruitment and hiring process, what would they be?
Thank You for Completing this Survey
48
ANNEX G: CASE STUDY INTERVIEW GUIDES
Interview Guides for Case Studies
Director
Note: This will be sent to the Director ahead of time. She/he will be asked to provide us with the
following documents:
� Organization chart for the field office, if available
� Job descriptions for all P1 – P5 positions that were vacant from 2004 until now.
� Tracking of vacancies, recruitment and hiring that is kept by the office
Name:
Location of Field Office:
Geographical Area Covered:
Number of Permanent Professional Staff (P1 – P5) in the office:
1. How many professional staff are employed by this field office?
Permanent full-time
Permanent part-time
Contract
Consultant
2. How many permanent professional staff positions became vacant in each of the following years:
2004
2005
2006
2007
2008
3. To what extent are the current staff competent and appropriate given the current and future needs and
priorities of UNESCO? Of your field office?
4. Describe the process used to fill each of the vacant positions, indicating your role in the hiring
process, whether the position description was reviewed, whether the position description was
modified, where it was advertised, the steps included in the hiring process, how long it took to fill the
position, whether you feel the most suitable candidate was hired and the reasons for that opinion.
5. What assistance have you received from HRM (Probe: advice, guidance, tools, participation in the
hiring process)?
6. Describe the ways in which you apply the UNESCO strategic direction when carrying out recruitment
and hiring? (Look for: review the job descriptions to ensure they are relevant, think about the type of
individual required, look for interest in ongoing learning and development)
49
7. Describe a time when the hiring process worked exactly as you hoped it would, thinking about getting
the right person in the right place at the right time. Tell me what factors contributed to it working
well.
8. If you had three wishes regarding the recruitment policy and practices, what would they be?
9. Is there anything we have not asked that you feel would be important for us to know?
50
HR Person (If one exists)
Name:
Position:
Location of Field Office:
1. Please describe your role in this field office?
2. How many permanent professional staff positions have you assisted with filling since 2004? Please
provide us with the title of each of the positions and the name of the person filling the position.
3. We are using the position of [name of position] filled by [name of person] as a case study. Describe
the process used to fill this position, indicating your role in the hiring process, where it was
advertised, the steps included in the hiring process, how long it took to fill the position, whether you
feel the most suitable candidate was hired and the reasons for that opinion.
4. What assistance have you received from the Bureau of HRM (Probe: advice, guidance, tools,
participation in the hiring process)?
5. Who else do you think should be involved in the hiring process? What would their role be?
6. Describe the ways in which you apply the UNESCO strategic direction when carrying out the
recruitment and hiring? (Look for: review the job descriptions to ensure they are relevant, think
about the type of individual required, look for interest in ongoing learning and development)
7. Describe a time when the hiring process worked exactly as you hoped it would, thinking about getting
the right person in the right place at the right time. Tell me what factors contributed to it working
well.
8. If you had three wishes regarding the recruitment policy and practices, what would they be?
9. Is there anything we have not asked that you feel would be important for us to know?
51
Hiring Manager Name:
Position:
Location of Field Office:
We are using the position of [name of position] filled by [name of person] as a case study. You may
already have completed a survey regarding this position, but we want to probe a little more deeply to gain
a better understanding of what was done and why it was done. (Note: we will check the survey responses
and build on any answers already provided prior to conducting the interview)
1. Please describe the process used to fill this position, indicating your role in the hiring process, where
it was advertised, the steps included in the hiring process, how long it took to fill the position,
whether you feel the most suitable candidate was hired and the reasons for that opinion.
2. What assistance have you received from HRM (Probe: advice, guidance, tools, participation in the
hiring process)?
3. Describe the ways in which you apply the UNESCO strategic direction when carrying out the
recruitment and hiring? (Look for: review the job descriptions to ensure they are relevant, think
about the type of individual required, look for interest in ongoing learning and development)
4. Describe a time when the hiring process worked exactly as you hoped it would. Tell me what factors
contributed to it working well. (note: look for a UNESCO experience, but explore other experiences
if the person cannot think of a UNESCO example)
5. If you had three wishes regarding the recruitment policy and practices, what would they be?
6. Is there anything we have not asked that you feel would be important for us to know?
52
Person Hired
Name:
Position:
Location of Field Office:
We are using the position of [name of position] filled by you as a case study and will be asking you a
number of questions about your experience. You may already have completed a survey regarding this
position, but we want to probe a little more deeply to gain a better understanding of what was done and
why it was done. (Note: we will check the survey responses and build on any answers already provided
prior to conducting the interview)
1. How did you first hear about the position?
2. What interested you about the position?
3. Please describe in detail the process that was used to hire you. (Probe: where it was advertised,
access to the job description, the steps included in the hiring process, how long it took to fill the
position)
4. What aspects of the hiring process do you feel provided you with an opportunity to demonstrate the
skills and aptitudes that you were bringing to the position? In what ways?
5. Please describe your induction process. (Probe: introduction to UN, UNESCO and the position)
What worked well for you? What else did you need?
6. To what extent has the job been consistent with the position as it was posted? with the job
description?
7. Describe for me a hiring process that works well
8. If you had three wishes related to the recruitment and hiring process at UNESCO, what would they
be?
9. Is there anything we have not asked that you feel would be important for us to know?
53
ANNEX H: LIST OF WORKSHOP PARTICIPANTS
Anathea Brooks, Liaison Officer SC/EO/UCE
Nicholas Burnett, ED/ADG
Odeta Dibra, ADM/EO/AO
Hans D’Orville, DIR/BSP
Dyane Dufresne-Klaus, DIR/HRM
Djaffar Moussa-Elkadhum, Chief SC/AO
Lopamudra Giacobbi, Chief BOC/FPC Financial Policy and Compliance Section
Johanne Girard, Chief ED/EO/HR
Christine Gossa, Chief HRM/RCS
Annick Grisar, Chief of Section, HRM/POL
Bert Emiel Keuppens, DIR/IOS
Paola Leoncini-Bartoli, Chief CLT/EO
Elizabeth Longworth, DIR/ODG
Guadalupe Ramos, Senior Recruitment Officer, HRM/RCS
Amir Piric, Chief of Section IOS/EVS
Martina Rathner, IOS/EVS
Lamia Salman El-Madini, BFC/DIR
Ana Luiza Thompson-Flores, Deputy DIR/HRM
Yolande Valle-Neff, BB/DIR
54
ANNEX I: MANAGEMENT RESPONSE TABLE
The Evaluation of UNESCO Recruitment Policy and Practice provided recommendations in three areas:
I: Recruiting and Selecting Quality People (Recommendations 1 and 2)
II: Streamlining further and speed up the recruitment process (Recommendations 3 to 8)
III: Linking further the process to strategic direction (Recommendations 9 and 10)
Recommendations
Management Response
Accept / Reject / Not Applicable
Recommendation 1: Provide more assistance to the members of the evaluation panel
Expected Result: Quality and uniformity of the evaluation of candidates and submissions
prepared by Sectors/Bureaux, including reference checking will be enhanced.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 2: Focus more on the advertising and recruitment especially in
non/under represented countries. Expected Result: The number of qualified candidates especially from non/under represented
countries will be increased.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 3: Ensure a more pro-active and efficient recruitment process Expected Result: Satisfaction (at present 50%) of the hiring managers with the assistance
received from HRM will be increased to 70 %.
Expected Result: The current average time from preparation of Job description, classification
and preparation of vacancy notice is of 1 to 2 months. This time will be reduced while
improving the quality of recruitment.
Expected Result: The average time to complete a recruitment process from the first day of
advertisement to the DG’s decision date (of 5.3 months for internal and 9.1 for an externally
advertised post in 2008) will be reduced.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
55
Recommendation 4: Centralize pre-screening and pre-selection processes within HRM Expected Results:
a) Pre-selection will be more consistent.
a) Number of CVs that are provided to the evaluation panel is reduced to a manageable
number (i.e. max 20 CVs per post).
b) Managers will be freed from this task.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 5: Review the role and responsibilities of the PAB
Expected Result: PAB discussions will focus on procedural issues, as currently defined in its
mandate, rather than partly re-doing the work of the evaluation panel.
Expected Result: The PAB process will be carried out with the highest ethical standards of
confidentiality and members will respect potential conflicts of interest.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 6: Review existing Table of Authority on Responsibilities and the
Current Standards of Service Expected Result: Standards will be met for at least 70% of the recruitments, by 2011.
Currently these standards are fully met in 30% of the recruitments.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 7 : Implement E-Recruitment tool Expected Result: If integrated in a fully automated E-Recruitment tool, further automation
(web based e-tools from pre-screening to evaluation process) will support the achievement of
the newly agreed realistic timeframes and provide better reporting tools.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 8: Consider pooling of some Vacancy Announcements for Similar
Posts Expected Result: The recruitment processes will be more time efficient by advertising
more than one position at the same time.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
Recommendation 9: Set up a Proactive Succession Planning Mechanism for Key
Posts Expected Result: A Human Resources plan for the biennium will be developed by
Sectors/Bureaux, concerning recruitment, classification and geographical mobility.
Expected Result: The planning of the posts foreseen to be vacant will be of strategic
nature.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
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Recommendation 10 : Utilise Induction and Probationary Period more effectively Expected Result: All new recruits will receive induction and be clearly aware of the expected
performance during the probationary period.
Accepted. HRM has developed a detailed action
plan to implement the recommendation.
The following improvements are aimed to be achieved through the action plan:
1. More highly qualified candidates will be attracted, especially at the senior level, taking into account gender and geographical
distribution, by implementing more pro-active and focused advertising measures.
2. The tasks and decision-making of managers in the overall recruitment process will be facilitated by providing more professional
support and assistance.
3. The time spent by managers on recruitment will be reduced by totally centralizing the pre-selection phase within HRM.
4. The actual timeframes for classification and recruitment will be reduced through planning, forecasting and streamlining measures
such as joint advertising, classification review every 3 years, reduction of advertising period, etc.
5. Recruitment will be more closely linked to performance management and succession planning.