Thèmes - Human resources

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Cote Thèmes Année
A/59/446 14. The Advisory Committee notes that the Office of Human Resources Management continues to struggle with the enormous increase in the number of applications received per vacancy since the introduction of Galaxy. This is not a new problem; the Committee has been informed on several occasions that efforts were under way to provide for electronic screening of applicants1 and the report of the Secretary-General speaks of future “automatic eligibility tagging” (A/59/263, para. 68). The Committee regrets that more progress has not been made in this regard, and it emphasizes once again that unless such problems are resolved, the effectiveness of Galaxy will be compromised and the cost-effectiveness of its future use will be called into question.2 In this connection, the Committee trusts that the criteria used for the screening process and subsequent compilation of shortlists will be clear and transparent to all. 2004
A/59/446 54. The Advisory Committee welcomes the emphasis placed on promoting the mobility of staff in the P-3 to D-2 levels. The Committee has consistently supported the concept of increased mobility as a means to develop a more flexible and multi-skilled workforce. The Committee recalls that the General Assembly, in section III.D, paragraph 6, of its resolution 51/226, requested the Secretary-General to pursue the development and implementation of the managed reassignment programmes for entry level and other staff as outlined in his report on the implementation of his strategy (A/C.5/51/1, paras. 29-31) and to budget the required posts accordingly.

55. The Advisory Committee points out that this is to be a gradual approach (see A/59/263, para. 82), which is consistent with the obligations staff assume when joining the United Nations. Nonetheless, 2007 will mark a qualitative, as well as a quantitative, change in the United Nations reassignment programme. In this connection, the Committee notes that the General Assembly exercises legislative oversight over all personnel matters. The Committee also notes that the Assembly, in section II, paragraph 53 of its resolution 57/305, requested the Secretary-General to closely monitor mobility and to submit proposals to the Assembly for consideration at its fifty-ninth session, in order to solve any problems resulting from increased staff mobility.

56. The Advisory Committee requests the Secretary-General, in his next report on human resources management, to continue to report on the concerns raised by the Assembly in its resolutions 51/226, 53/221, 55/258 and 57/305, and to address the financial implications of the reassignment programme. In particular, the Committee points to the considerations expressed in section II, paragraphs 49 and 52, of resolution 57/305 and section V, paragraphs 1 to 8, of resolution 55/258, especially as regards the need to take steps to ensure that mobility will not be used as an instrument of coercion against staff, the need to recognize the difference between movement within a duty station and mobility across duty stations, and the need to ensure that lateral mobility does not negatively affect the continuity and quality of the services required for the implementation of mandated programmes and activities.

57. The Advisory Committee also reiterates its view that staff members requested by the Organization to remain on mission assignment, whatever the period of time, should be guaranteed the ability to return to a job in their occupational network and duty station (see A/55/499, para. 14).
2004
A/60/7 63. In this connection, the Advisory Committee requested clarification of the figures provided in section 28C, tables 28C.6 and 28C.9, of the proposed programme budget on recruitment time lines. The Committee was informed that the average number of days a post remains vacant in departments and offices in New York is estimated at 410 days for 2004-2005 and that the target for 2006-2007 is 350 days. The Committee was further informed that the average number of days a post remains vacant is a measure of the time between the separation of a staff member and the assumption of duty by his/her successor. The Committee requests that a uniform standard for measuring recruitment time lines be applied throughout the Secretariat.

64. Over the years, the Advisory Committee has been provided with many statistics regarding the length of time required for recruitment. Sometimes the criteria for measurement change, but they have all pointed to the simple fact that it takes too long to fill vacancies at the United Nations. The Committee believes that bold action is necessary to break this long-standing impasse. It therefore recommends imposing a requirement that all posts which become vacant as the result of planned retirements must be filled within 30 days; otherwise the programme manager involved should be held accountable and his or her performance should be evaluated accordingly. Succession planning is a serious problem, and managers will have to begin the recruitment process well in advance of a planned retirement. As for other vacant posts and new posts, the Committee expects more rapid progress towards the approved target of 120 days. If this is achieved, delayed recruitment factors will need to be reviewed. The Committee recalls, in this connection, that as far back as 1997 the General Assembly had requested the Secretary-General to instruct all programme managers to inform the Office of Human Resources Management of all vacancies immediately and of all foreseen vacancies six months before the posts become vacant (resolution 51/226, sect. III.B, para. 11).
2005
A/60/7/Add.13 55.The Advisory Committee points out that reviewing budgetary, financial and human resources policies, regulations and rules, including the manner in which they are implemented, is a basic responsibility of management which would normally be carried out on an ongoing basis, within existing capacity. 2005
A/60/7/Add.2 7.The Committee notes with concern that the report of the Secretary-General enumerates the problems encountered and the application of interim solutions, with little or no analysis of the important issues under consideration, nor of the lessons to be learned from this exercise. The Advisory Committee is of the opinion that, through this measure, the General Assembly intended to stimulate the search for creative and practical solutions for optimizing the utilization of available resources, as well as the longer-term planning for the modernization and streamlining of administrative processes, including the proper application of information technology, in order to release resources from administrative functions and redeploy them to substantive areas. In this connection, the Advisory Committee recalls its previous reports (A/58/7, para. 143; A/60/7, para. 53) in which it had called upon the Secretary-General to be creative in the management of staff. In the case at hand, for example, the creation of a pool of staff with a variety of skills used across all sections that could then be deployed to departments dynamically to meet changing requirements and peak workloads might have been explored. 2005
A/60/7/Add.2 9.However, having considered the current report of the Secretary-General, the Committee is of the opinion that it would be premature to approve the Secretary-General’s proposal to lift the suspension of recruitment as of 1 December 2005 while the comprehensive analysis of the functions performed by the General Service staff is still under way. Whether or not the freeze is continued past its scheduled termination date of 31 December 2005, the Advisory Committee recommends that the Secretary-General prepare a plan of action on the way forward. In this regard, the Committee requests that a comprehensive list of specialized functions be established expeditiously by the Office of Human Resources Management, based on the list of functions provided to the Committee. The Advisory Committee firmly believes that it is incumbent upon the Secretary-General to propose ways and means for selectively eliminating General Service posts whenever and wherever possible. 2005
A/60/7/Add.2 13.The Advisory Committee looks forward to reviewing the comprehensive analysis of General Service functions, which is long overdue. However, it is of the opinion that such a study should have been done in-house, in cooperation with the Office of Internal Oversight Services. Such an analysis should not be viewed simply as another report to be submitted, but as an essential step in the ongoing process of streamlining and modernizing administrative processes of the United Nations. It is the view of the Committee that the process of carrying out this analysis in-house would have led to a greater knowledge of the specificities of various departments and processes, thus facilitating the formulation of proposals for creative, workable solutions. The insight and expertise acquired during the analysis would be valuable throughout the implementation phase. Internal capacity should therefore be strengthened, through training and occasional support from external experts when necessary. 2005
A/61/923 8. The Committee recognizes the importance of retaining key staff to support the timely implementation of the completion strategy. It also recognizes the special features of the Tribunals, including the fact that a large proportion of their staff perform specialized functions not readily available within the United Nations System. Under the circumstances, the Committee considers the use of a retention incentive, pursuant to the terms of Annex III of the Staff rules, to be an option, in as much as it would enable the Tribunals to retain required staff until their posts are abolished. The Committee recommends that consideration be given to increasing the number of years of service required, before key staff become eligible for the retention incentive from 2 to 5 years of continuous service, until the post is abolished. In the present circumstances, the retention incentive would become effective from the biennium 2008/2009.

9. The Committee further recommends that the administrative arrangement s for retention incentives be based on an ad-hoc decision of the General Assembly, rather than an amendment of staff rules.