United Nations Secretariat

Human Resources Management ModuleTalent Management: Recruitment and Selection

* Page - *Talent Management FrameworkInductionOrganizationDepartmentCareer /Staff DevelopmentLearningJob NetworksMobilityPerformance ManagementCommon Policy Frameworke.g. Contractual reform, staffing policyInformation Systeme.g. e-Staffing tool -- INSPIRAInternal:SelectionMobilityExternal: RecruitmentOutreachUn/Under-RepWomenWorkforce PlanningTargeted analysis of needsShort-term Planning

Implement a new tool (INSPIRA) with enhanced data management capability.Target: fill vacancies in

Highly qualifiedArticle 101 of the UN CharterGeographical distributionRecruitments of candidates to geographical posts (professional categories) within the range established for each Member State.Gender balanceAttain or maintain gender parityStaffing Mandates

System of Desirable Ranges for Posts Subject to Geographical Distribution

Desirable range for each Member State is determined by a formula based on:Contribution factorMembership factor (same for all MS)Population factor e.g. Singapores desirable range is 8-17; Mexicos range is 40-55; Chinas range is 70-95; USAs range is 330-447.

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Supporting mechanisms for achieving gender balance through selectionsHuman Resources Action Plan targetsAdvisory role of Departmental focal points for womenFemale candidates recommended but not selected remain on roster for three years (males, 2 yrs)CR bodies attention to selection process conducted objectivelyMonitoring and advising by HR Officers

Roles in StaffingOffices Away from HQ and Peacekeeping Operations:Human Resources Management Service

Assist managers with international recruitment (Prof & Above vacancies) Assist managers with local recruitment (within the duty station) (GS staff)Manage local Central Review bodies or Field Central Review BodiesHQOHRM: Policy, technology, and oversightManage HQ Central Review BodiesProfessional & Above Staffing Section (PASS)General Services & Related Categories Staffing Unit

Dept of Field Support: Field Personnel Division (FPD)

Heads of Departments/OfficesHiring Managers

What we do as RecruitersReview and determine eligibilityRespond to queriesSpecial recruitment campaignsProvide policy and technical/procedural guidance and assistance TrainingNCRE and G-to-P placementAdvise on writing job openings and evaluation criteriaSupport departments/offices in meeting staffing requirements

*Recruitment MechanismsInductionCareer DevelopmentPerformance ManagementPolicy (ST/AI/2010/3)Careers Portal and INSPIRA Staffing ToolInternal: International P-3 & above Language examinations G-to-P examination GS-5 and above and related categories Peace Operations, other field needsTVA

External: NCRE (P-2) International P-3 & above Language examinations Local recruitment G1-4 Peace Operations, other field needs

Workforce Planning

Exercise: Using the ST/AI/2010/3

What criteria are applied to determine if an applicant is an internal or external candidate when he/she applies for a post?

What defines a lateral move in the same department or officechange in supervisor or change in function?

To which appointments does the staff selection system apply?

A staff member was recruited at the G-2 level in January 2007, and promoted from G-2 to G-3 in January 2008. Is he/she eligible to apply now for a G-5 post? For an FS-5 post?

What is the timing for releasing pre-screened applicants to the hiring manager during the time the vacancy is posted?

At what point(s) in the selection process are the central review bodies involved in the process and for what purpose?

Who has the final authority to select a candidate?

The Programme Manager wants to assess candidates prior to the competency-based interviews. Can she ask the candidates to complete a work sample test and use that as a basis for evaluation?

AnswersWhat criteria are applied to determine if an applicant is an internal or external candidate when he/she applies for a post?

Internal candidate recruited after a competitive examination or a competitive process (review by a CRB). (Section 1 (o) )

What defines a lateral move in the same department or officechange in supervisor or change in function?

Change in function. (Section 1, (q) )

To which appointments does the staff selection system apply?

One year or longer, G-5 and above, TC-4 and above, S-3 and above, P-3 and above, Field Service (Section 3.1)

A staff member was recruited at the G-2 level in January 2007, and promoted from G-2 to G-3 in January 2008. Is he/she eligible to apply now for a G-5 post? For an FS-5 post?

For G-5, not eligible. For FS-5, eligible if meeting qualifications (Section 6.1 and 9.1)

AnswersWhat is the timing for releasing pre-screened applicants to the hiring manager during the time the vacancy is posted?

Within and/or shortly after the deadline of the job opening (Section 7.2, 7.3)

At what point(s) in the selection process are the central review bodies involved in the process and for what purpose?

Review of the selection proposal, to ensure candidates were evaluated on the criteria and procedures have been followed (Section 7.7, 7.8, 7.9)

Who has the final authority to select an internal candidate? An external candidate?

Internal, up to and including D-1, Head of Department. External, up to and including D-1, HOD with OHRM approval. D-2, Secretary-General. (Section 9.2, 9.3)

The Programme Manager wants to assess candidates prior to the competency-based interviews. Can she ask the candidates to complete a work sample test and use that as a basis for evaluation?

Yes, after preparing a shortlist of those who appear more qualified based review of their documentation (Section 7.4, 7.5)

Discontinuation of 15-, 30-, 60-day lists and releasing eligible applicants as they apply

Flexibility for deadlines less than 60 days (section 4.8)

Eligibility for GS to apply to field and FS to apply to P-level posts (sections 6.1, 6.4 and 6.5)

Review of the selection proposal by the CRB (section 8)

Minimum post occupancy - 1 year (section 9.1)Highlights of Policy (ST/AI/2010/3)

The recruitment and selection process:Inspira Tool (creating and managing vacancy announcements and the selection process, internal applications)Careers Portal (searching job openings and external applications)

Inspira Terminology

UN TerminologyExternal Views and Internal ApplicantsOther internal pagesCategory and levelCategory and levelSalary Admin PlanUN SecretariatUN SecretariatCompanyDepartment/OfficeDepartmentBusiness UnitCompetenciesCompetenciesDuty StationDuty StationLocationEvaluation CriteriaEvaluation CriteriaFunctional TitleJob TitleHRCORecruiterOccupational GroupJob FamilyPCOHiring ManagerPHPApplication and user profileVAJob Opening

Process for creating a job opening in Inspira

Automated Pre-Screening

Eligibility Rules applied for AutomatedAge limitYears of work experienceEducation minimum requirementsFormer United Nations staff memberFormer/current UN contractors, consultants and internsUnited Nations VolunteersLength of work experienceLevelLanguages, level of proficiencyLicenses and certificatesScreening questions

*Advising and training

For Hiring ManagersFor CRB membersFor staff at large

As needed -- by appointment -- email or phone us

How do we help?

*Speaker introductionsName, titleLength of service with UN and brief UN career historyExplain your current role and the departments/offices you are responsible for assistingObjective today:To discuss how the recruitment and selection process has changedpolicy and the process we use now, and the direction that the Organization is taking with talent management.To become more familiar with the policy (specifically ST/AI/2010/3)Check with the group: what roles/functions in the staffing process do they carry out?Who is a hiring manager?Alternate/assistant to the hiring manager?Staffing table manager? Executive Office?Panel members?CRB members?Everyone is a potential applicant as wellMay ask for comments on their experience with the new tools to date

Talent Management is a set of mechanisms and tools designed to enable the Global Secretariat Headquarters, OAH and all duty stationsto do more targeted recruitment, and link staffing with career development, performance management and learning. The mechanisms and tools are based on our Secretariat policies, staff regulations and rules The framework has four core processes:Workforce planning: defining what kind of talent the Organization needsStaffing: adding the right types of skills and capacities to the Organization through recruitment and internal movementPerformance Management: measuring the progress on work achievement and skills development and adjusting as neededStaff development: growing our talent to match organizational needs through learning, training, mentoring and coachingAn important step is to identify the critical skills and capabilities that are impacted by organizational mandateswhat does the work require us to have resident within the Organization, now and looking forward It is not practical or strategic to rely on recruitment of new people to meet operational mandatesthe Organization has to give attention to development within as well to fulfil its needs.All of this is supported by new tool that make it easier for us to manage the numbers and types of jobs that we have to fillOver the years since 2002, using the Staff Selection System, we have many lessons learned from the challenges that emerged:High volume combined with a one-at-a-time process and not enough functionality in the Galaxy toolEveryone is agreed that most selections are taking too much timeUnfortunately in some functions and duty stations vacancy rates are persistently too highMention what the vacancy rate experience has been at this duty station and the time frame it usually takes to fillProfessional and GSAsk: From your experience, what part of the process is taking the most time? (Briefly hear what factors participants believe impact the time frames)

The Organization came to the conclusion several years back that we needed a revised strategy and new toolstook several years to explore and build the policy, the process and the infrastructureNow the organization is using the first modules of Talent Management, supported by a new tool, Inspira

Can we shrink the time from over 160 days (average) to 120 across the system? Could it take even less time? The capability of new tools gives us reason to believe that its possible.

*We are implementing the TM framework within the context of our continuing mandates that the GA expects the Organization to achieve.The staffing objectives for the organization have been established on the basis of organizational mandates:The Charter mandates that we seek the highest standards of efficiency, competence and integrity among the staff, with due regard for geographical representation.The Secretariat, and all of the organizations of the UN system, have adopted the mandate by the GA that the organization achieve gender balance.We have been working toward these objectives for some time, and the organization has a number of mechanisms in place that support achieving these objectives.

Regarding geographical distribution, there is a methodology that help us to know how well each MS is represented. (next slide)**System was developed first in 1948 and adjusted over the years to measure representation; last modified in 1988Uses a base of Professional posts funded by the regular budgetBase is 3300 professional posts that have geographic status (as of 30 June 2010) represent core functions of the organization [A/65/305/Add 2]Formula includes a proportion related to the countrys contribution to the UN (a larger contribution will count more) (55%)Membership factor (40% of the calculation) same weight for all MSPopulation factor (size of the MS) (5%)Results in a range Over time most of the MS have been within range.Change in the contribution assessments will affect the rangeChange in staff entering/leaving the UN will affect whether country is Within range, Under-represented or Un-representedA Member State is considered unrepresented when not a single one of its nationals is serving in a post subject to geographical distribution having gone through the established selection process.A chart on how retirements will affect geographic representation for all MS has been developed see the page in the participant manual showing the status and expected shifts for all MS over the next few years (chart is after page 29 in the manual)Full explanation of the system, formula, etc found in A/65/305/Add 2GA has asked the S-G to develop scenarios that might change the formula; under consideration at this time.

To help achieve the gender mandate:The organization has put in place measures to help increase the number of qualified women who might join the UN and make advancement in their careers at the UNHRAPs measure a departments performance in their selections (tomorrow you will be taking a closer look at the HRAP targets and how well they have been achieved, and earlier today you reviewed some the statistics on the organizations progress in achieving gender parity, and youve seen that we have not had enough progress particularly at the higher levels.)The focal points for women advise selection panels and Heads of Department on activities or conditions that might help to recruit and retain womenOur current policy has some provisions to make it easier for female candidates to apply for posts and to be selected

**HR practitioners across the OrganizationHQ, OAH, Regional Commissions, and FPDhave always worked together but the process of transitioning to the new tools and Talent Management have enabled us to work together more cohesively and in a more integrated way than was previously possible.

What we do (specifically at the duty station) is organized in the context of the bigger picture of roles and responsibilities.OHRM (HQ): Provide policy and technical/procedural guidance and assistance to substantive Departments/Offices at HQ and at OAH, and staff at large.Human Resources Management service at each duty station assists the departments/offices to apply the policies and manage their vacanciesThe largest role is played by the Heads of Departments and the Hiring Managers who are making the selection decisions based on the mandates of their functions.[Note: this presentation is limited to the staffing functions at OAH summarize the larger role of the HRM service in the duty station overall]

For the recruitment and staffing functions:Human Resources Officers support the managers of departments/offices in meeting their staffing requirements leading to appointments of one year or longerHelp them understand and apply the policyGuide through the process to develop and post a VADetermining eligibility of candidatesThis means sorting out who can and cannot apply for a particular post, given the rules

If necessary we conduct special recruitment campaigns or conduct particular outreach activities to fill posts

When NCE and G-to-P candidates must be placed, we assist departments/offices in identifying candidates for their posts.

Participate in CRB meetings as ex-officio

Conduct briefings/trainings for managers, administrative staff, and staff at large in the selection system

Respond to queries from everyone, internally and externally, who needs information about recruitment, including missions, member states

*Pulling the recruitment and selection aspects out of the overall TM framework, a number of mechanisms are in place to help us recruit staff both internally and externally.Overview of the current processesall are described in the policy document (ST/AI/2010/3) which we will look at in depth shortly

With INSPIRA we are reaching our goal as an organization to have a single system integrating all locations in the recruitment/selection processended the multiple systems that were in use

Explain how the TVAs are managed at the duty station (ST/AI/2010/4)

Speak to how the local recruitments G1-G4 are managed at the duty station

Policy governing TM and INSPIRA: (all of these are listed in the resources pages of the participant manual and can be accessed in the HR Handbook)

ST/AI/2010/3 Staff Selection SystemST/AI/ 2010/4 Administration of temporary appointmentsST/SGB/2009/7 Staff RulesST/SGB/2002/6 Central Review BodiesST/SGB/2009/5 Field Central Review BodiesST/SGB/2009/2 Senior Review Group

Policy underpins all of the activityNecessary for all staff to know the policy provisionsIn your manual you have a copy of the ST/AI/2010/3 please open to the AITo build your understanding of the policy, we have a short exercise that will give you some practice in finding and interpreting the policy text that applies to specific situations.Exercise (facilitator will assist in getting the group organized for the exercise)To become more familiar with the provisions of the AI To get used to using it to answer specific questionsTo raise the questions you have as you review the provisions of the AI

Working together with the colleagues at your table, Find the answer to each question by identifying the section/paragraph where it is found in the AITell us your answer and where you found itGive about 10-15 minutes for groups to work, then begin with one table taking Q1 and Q2; rotate among the tables for all 8 questionsSee next slides where questions are restated and you can click to make the answer appear.**Note: Take the questions one at a time; when ready to show the answer click to reveal it.*Note: Click the questions one at a time; when ready to show the answer click to reveal it.After the exercise, brief recap of the major policy changesQuestionsTalk about how this is working so far at the duty station*With Inspira more of the process is handled within the toolExplain the current status of modules and functionalityAnswer questions on the process and status, including the GS processIf possible, access the Careers Portal on lineThe Careers Portal is the gateway to the system for external applicants and has useful information for internal staff as well.

*Review key terminology changes in INSPIRA and clarify as needed*Ask the group: How many have completed their individual profile?Emphasize the importance of preparing the individual profile/application carefully and thoroughly, not leaving any field blank, to pass the screening thresholdGive some background on the building of vacancies at the duty station to dateany issues or challenges to address

Next slide has an overview of the pre-screening*Discuss the pre-screening process and the use of the screening questions*Advise on the INSPIRA training transition and contact points in the duty station