INTRODUCTION TO HR IN THE FIELD Anthony Duncker

INTRODUCTION TO HR IN THE FIELD Anthony Duncker HRSD May 1, 2019 SMART UNITED NATIONS DEPARTMENT OF OPERATIONAL SUPPORT UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT

Content 1. HR Context - Who & Where We Are 2. Systemic HR Challenges and Reforms 3. Rosters 4. HR tips 5. Q & A UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 1

Peace Ops in 2018/19 Note: Circles indicate size of authorized deployment; Boundaries shown and designations used on this map are only for illustrative purposes and do not imply official endorsement by the United Nations. Haiti UNRGID UNMIK MINUSTAH UNRCCA UNIFIL UNFICYP UNM-COLOMBIA UNSMIL UNAMA UNMOGIP UNAMI UNSCOL UNTSO UNSCO UNDOF OJSRS MINURSO MINUSMA UNAMID UNOWAS OSASG-Y UNIOGBIS UNMIL UNISFA UNOCI MINUSCA UNMISS AMISOM/UNSOA CNMC UNOCA MONUSCO UNSOM Peacekeeping Mission Political Mission or other UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT OSESG-GL BURUNDI 170 k 33 3 $6. 69 Authorized uniformed and civilian personnel PKMs, SPMs, other offices and missions Shared support hubs – UNGSC, RSCE, KJSO Billion budget incl. Support Account 2

Field Staffing by Duty Station Category Staff by HS Classification 7, 000 6, 568 6, 000 Staff as of 31. 03. 2018 5, 000 A 4, 000 B C 3, 456 3, 000 D E 2, 000 H 2, 075 X 1, 000 0 1, 144 464 867 818 210 400 1, 056 418 410 International 85 Local Post type UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 3

Peace Operations Context Of 90 k civilians in the UN system, 18 k or 20% of them served in peace missions in 2017 UN system civilian personnel 2016 UN DFS UN Non-DFS UNICEF UNDP UNHCR WHO WFP FAO ILO UNFPA IAEA UNESCO WIPO PAHO UNOPS ITU UNAIDS ICAO UNIDO UNWOMEN IFAD Other 17. 7 k 14. 2 k 10. 9 k 7. 5 k 7. 1 k 6. 2 k 5. 0 k 3. 4 k 2. 6 k 2. 4 k 2. 3 k 2. 1 k 1. 0 k 0. 9 k 0. 8 k 0. 7 k 0. 6 k 0. 5 k DFS responsibility Share of UN system personnel 20% or 18 k of 90 k personnel 2. 4 k Source: UN System Chief Executives Board for Coordination (CEB), UN Department for Operational Support (DOS), excl. staff with appointments for less than 1 year, organizations responsible for reporting to CEB UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 4

International Civilian Staff Profile • 167 nationalities • Average age: 46 years • Average time in service: 4. 6 years • 90% in non-family duty stations • 70% are men • 12% have prior military service UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 5

Peace Operations Civilian Footprint Security 14% Substantive 22 % Support 64% Substantive UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT Support Security 6

Field HR Staffing • 18, 204 civilian staff in the field (22, 088 positions) • 617 HR staff in the field (692 positions – vacancy rate 11%) – 267 international (160 FS, 107 P) – 350 national (283 GL, 67 NP) • 11 missions with more than 20 HR staff – 93 RSCE, 80 UNAMID, 63 MINUSMA, 49 MONUSCO, 49 UNMISS UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 7

Classic Recruitment – How We Do Things Generic Job opening (GJO) Administered by the Talent Acquisition Section in DOS/OSO/HRSD to build and maintain rosters of pre-assessed candidates endorsed by a central review body who are ready to be deployed. Recruit from Roster Job Opening (Rf. R JO) To recruit for position(s) exclusively from a pool of rostered candidates who have expressed interest. This should be the main recruitment modality used in missions (our objective is to have roster selections constitute between 85 and 90% of all selections for regular positions in field missions. ) Post Specific Job opening (PSJO) To recruit rostered and/or non-rostered candidates for specific positions. Approval from the Talent Acquisition Section in DOS/OSO/HRSD is mandatory and may only be submitted is a Recruit form Roster job opening failed to attract suitable candidates. Temporary job opening (TJO) To fill positions on a temporary basis (for recruitment needs of less than a year only). UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 8

Recruitment Timelines Most recruitments done from roster in < 90 days 2017 SPM roster selections were completed in 64 days, compared to 81 days in PKMs Recruitment from Roster Post-Specific Job Opening RFR (Roster) PSJO # Total Selections % RFR SPM 64 290 104 86% PKM 81 287 390 85% 287 494 85% Avg calendar days 77 calendar days Source: hrinsight. un. org Jan-Jul 2016, excl. UNSMIL, UNDOF, UNISFA, excl. status matrix review UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 9

Roster Challenges • Lack of an effective Roster Management Tool to assess which • • • rostered candidates are interested and available to serve in field missions. A process that depends on the timely cooperation of all involved parties and is prone to delays. A process heavy on written assessment, based on competencies that are HQ-centric. GJO triggers are mainly based on current field vacancies Rapidly evolving needs of the Organization (new job families, job association – issues to do with old vs. new rosters etc. ) Gender and diversity - need to reach gender parity at all levels. Need to ensure TCC/PCC representation. UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 10

Data on Rostering: Job Family • Share of female and • UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT male rostered candidates by job family, global roster: Safety, Engineering, and Security are three job families with less than 10% female candidates on the roster. Human Resources, Social Affairs, Administration, Legal Affairs, Human Rights Affairs, and Language are the job families with a higher percentage of female rostered candidates. 11

Recruitment Process Innovation Initiative Chokepoint of “candidate assessment” includes candidate application suitability screening, testing, and interviewing Recruitment Process Stages 1 – Job requisition approval 2 – Job posting request approval 3 – Job opening building finalization 4 – Job opening detail approval 5 – Pre-Job posting 6 – Job posting (calendar days) 7 – Initial HR assessment 8 – Assessment and recommendation of candidates 9 – Status matrix review 10 a – F/CRB endorsement 10 b – HM clarification 11 – Selection by Ho. D/Ho. O Note: This is the mandatory posting period of 45 days for non-field; field is 15 -30 days Back & forth betw. HM & F/CRB *Source: HR Insight data being validated against inspira data extracts. For PSJOs at the FS-4 to FS-7 and P-3 to D-1 levels subject to the staff selection system outlined in ST/AI/2010/3, as amended, excluding GJOs, TJOs, and JOs advertised in accordance with ST/AI/2010/4/Rev. 1 or job openings advertised under the staff selection and managed mobility system outlined in ST/AI/2016/1, as amended. UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 12

Quick Fixes • TDY • Extension beyond retirement • 3 month contracts without process • TJO (for a vacant post) UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 13

Field HR Challenges • HR regulatory framework is HQ-centric and ill-suited to the field • Authority and work have been delegated to the field without necessarily providing adequate support from HQ • HR in the field often feel unsupported by DMS and HQ • HQ HR staff are insecure in their new "strategic" roles and field HR staff are equally uncomfortable with their expanded role • Contracting missions and other financial constraints • More active and interventionist Ao. J system • A number of overlapping major change initiatives are being rushed to implementation The Next Bright Idea…. UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 14

Challenges of budgeting for HR • Civilian staff costs represent about 22% of the overall peace operations spend • • but the tools available are in exact. Funding is based on the authorized staffing table so, in theory, as long as one stays within the authorized staffing table funding isn’t an issue. HR staffing costs made up of Staff costs, Common Staff Costs and Staff Assessment. Cost estimates are based on average notional costs for each grade as are the common staff costs. As always, one size does not fit all. Staff come in all sizes This approach works relatively well globally as the law of large numbers kicks in but assumptions do not work well in smaller missions or missions in flux. In the past overspends could be reported and supplemented. Not any more. UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 15

HR Tips for Senior Managers • Staff are entitled to their entitlements. • Time invested up front pays huge dividends. This is doubly true for recruitment. • Never assume you know the rule. They are in constant flux. • May does not mean shall. • It is better to be consistently wrong than inconsistently right. • Just because it doesn't make sense does not mean it's not a rule. • Use your delegated authority. UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 16

Questions? UNITED NATIONS | DEPARTMENT OF OPERATIONAL SUPPORT 17