framework for human resource management 198
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A Framework for
Human Resources ManagementInternational Civil Service Commission
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IntroductionIntroduction
The International Civil Service Commission (ICSC) adopted in 2000 a Framework
for Human Resources Management. It was developed by members of ICSC and its
secretariat, representatives of the organizations of the United Nations common
system and representatives of the staff.
The purpose of the Framework is to enable the organizations of the UnitedNations common system to manage their human resources effectively. The philosophy
underlying it is grounded in the principles emanating from the provisions of the United
Nations Charter, namely, the independence of the international civil service and the
need for the organizations to recruit staff with the highest standards of efficiency,
competence and integrity, with due regard to the importance of recruiting the staff on
as wide a geographical basis as possible and to the equal participation of men and
women in the work of the organizations.
An overriding concern of human resources managers in the common system isto link human resources management with organizational goals, taking into account
the external and internal forces relevant to human resources management.
The Framework includes a definition of organizational design and its impact on the
human resources management environment. It identifies the diverse yet interrelated
elements which make up human resources management in the common system It has
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The organizations mission,mandate and strategy
External forces:for example,
funding, labourmarket, culture,
media etc.
Internal forces:for example, organizational
culture and style,staff/management relations,
the budget process,jurisprudence
Evolution oftechnology
Development ofconceptual base:
how human resources
management affectsoperational effectiveness
A Framework forHuman Resources Management
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The organizations mission,mandate and strategy
External forces:for example,
funding, labourmarket, culture,
media etc.
Internal forces:for example, organizational
culture and style,staff/management relations,
the budget process,jurisprudence
Evolution oftechnology
Development ofconceptual base:
how human resourcesff
Environmental impact onhuman resources management
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Forces at various levels influence changes in human resources strategies and
directions.Those with the most direct effect include changes in the nature of theorganizations mission, work and overall policy direction.Other forces are internal to
the organization itself (its culture, work organization and management style),while still
others originate outside the organization and are related to the global economy and
other changes in society. Further impetus for change stems from the evolution of
thinking about the management of human resources (the conceptual base) and of the
practical tools available to human resources practitioners (the evolution of technology).
Above all, human resources management strategies are affected most directly by the
changing nature of the organizations mission, work and overall strategy.A human resources management framework does not exist in a vacuum but is
interconnected with the organizations mission and is subject to a number of forces,
both internal and external. International organizations of the United Nations family,
however, present three additional unique features that in one way or another affect
Environmental impact on
human resources management
Environmental impact on
human resources management
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Human resourcesmanagement strategies
Human resources information manaunderpins the Framework
Ethics/Standards of conductfor the international civil service
O i ti l d i i l di j b d i d h l i
Major components of theFramework for Human Resources Manageme
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Core elements
CORE ELEMENTS of the human resources management framework are those that
bind together the United Nations family of organizations in order to:
Avoid any competition in the employment of staff that may result from fundamentaldifferences in the compensation package
Promote common values of the international civil service
Facilitate mobility of staff across the system
Core elements
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DEFINITIONOrganizational design is an overarching
element in the Framework. It grows out ofan organizations mission and human
resources strategies and is the processthrough which programmes and plans arecreated and implemented to fulfil the aimsof the organization. It includes such areas
as job design, reporting relationships,
workload distribution and classification, aswell as strategies for motivating staff,inspiring creativity, handling change,
improving productivity and morale etc.The two major sub-elements of
organizational design are job design andhuman resources planning.
NON-CORE ELEMENTProblems of organizational design
must be resolved by each individuorganization, rather than beingsubject to any form of commonprescription across the United
Nations system, not least because the significant differences among
organizations mandates, structure
size of workforce etc. Job design anhuman resources planning are
therefore not core elements of thcommon system.
JOB DESIGN,which precedes job classification,
encompasses determination of the
HUMAN RESOURCES PLANNINinvolves the systematic assessment of futustaffing requirements in terms of numbers
Organizational design
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DEFINITIONCompensation policy governs the
establishment of pay scales. It is based onthe Noblemaire and Flemming principles,which address the need to recruit staff atboth the national and international levels.
The design of the compensation andbenefits system determines how pay is
administered and managed.
CORE ELEMENTConsistent compensation policies
are required in an international civilservice to prevent organizationsundesirable competition for staff
on the basis of disparatecompensation policies.
L I N K A G E S
Recruitmentand retention:
Must becompetitive to
attract and retainstaff
Performancemanagement:Provides financial
rewards that recognizeindividual and team
contributions toi i l
Inter-agencymobility:
Provides forcompensation/benefits equity
among all
Careermanagement:
Providesopportunities for
financial advancementfor career staff
Contractualarrangements:
Satisfyorganizations needsfor different typesof appointments
Compensation and benefits
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Employment:Recruitment, placement and retention
DEFINITIONRecruitment/placement is the starting
point of an organizations overallemployment policy. It covers both hiringnew talent and reassigning serving staff,including those on inter-agency transfer,
secondment or loan. Retention addresses
the conditions which enable staff membersto continue to serve.
NON-CORE ELEMENTWhile recruitment and
placement/selection should be basedon shared principles, such as merit,
geographical distribution and genderbalance, organizations should
continue to be responsible for
designing recruitment systems thatmeet their unique needs.
L I N K A G E S
Mobility:Candidate pools
of mobileinternational civilservants providea source of filling
Performancemanagement:
Staff performanceis taken intoconsideration
when decisions are
Careermanagement:
Provides staff withthe opportunity
for furtherdevelopment
Staffwell-being:
Ensuresappropriate
work/lifeconditions and
Compensationand benefits:
The compensationpackage needs toattract and retainstaff of the highest
Goodgovernance
Empowers staand contributeto their mora
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Employment:Contractual arrangements
DEFINITIONContractual arrangements covering all
types of appointments are the tools usedby organizations to employ staff on ashort-, medium- and long-term basis.
CORE ELEMENTTo the extent that the compensation
package is common acrossorganizations
L I N K A G E S
Compensationand benefits:
To attractcandidates for
l f
Recruitment andretention:
They are the vehicle fordelivering the employment
d d d
Careermanagement:
Because of the careernature of employment
d i
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Employment:Staff well-being
DEFINITIONAn enabling work environment will result in
staff well-being. It encompasses staffsecurity; occupational, environmental, healthand safety standards; medical services; and
work/life programmes. Security policy
involves the physical and psychological safetyof staff and takes precedence overorganizational expediency. Accordingly,
organizations should remind Member Statesof their obligation to ensure the protection
of staff at duty stations.
NON-CORE ELEMENTBecause organizations programmatic
responses must meet localconditions. However, common
arrangements for the protection oflife and property have been
developed by the organizations.
L I N K A G E S
Recruitment andretention:Policies that
enhance the quality
Mobility:Staff well-being weighsheavily in decisions to
make geographic
Goodgovernance:Contributes tostaff morale and
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NON-CORE ELEMENTBecause organizations needmechanisms adapted to their
mission, occupations andorganizational structure
L I N K A G E S
Recruitmentand placement:These processes
Retention:Represents the
fulfilment of
Mobility:Provides more
opportunities and
Performancemanagement:Assessment of
Compensation andbenefits:
Motivate staff by job
DEFINITIONA career may be defined as a series or progression of work assignments within oroutside the United Nations system coupled with a continuing acquisition of skillsand experience. It encompasses the notion of a widening of competencies andresponsibilities, either in one or several professions. It normally involves several
lateral or vertical moves. Career management is the process by which a staffmember is empowered, with the support of the organization, to plan, organize and
pursue a career in an enabling environment. Staff development and training refersto those opportunities identified by a staff member or provided by theorganization to enable staff to continue to acquire skills and experience in pursuing
careers. Staff development usually covers a broad range of activities, which mayinclude specific work assignments, on the job training and coaching and other
work-related developmental opportunities, while staff training is often referred toas involving a strictly formal acquisition of skills.
Career management:Staff development and training
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CORE ELEMENTTo the extent that inter-agency
mobility is an underlyingpremise of the internationalcivil service that affects all
organizations of the
common system
L I N K A G E S
Compensation andbenefits:
offer incentives, inter
Staffwell-being:These policies
Performancemanagement:
Experience acquired
Careermanagement:Strengthens a
DEFINITIONThe concept of mobility includes movement within and across organizations,occupations and geographic locations. For the purposes of this framework, animportant aspect of mobility is the movement of staff between agencies within
the common system. Mobility increases staff versatility, provides additionalcareer opportunities and encourages the concept of developing a career in
the United Nations family. It strengthens the organizations capacity torespond to changing needs. Mobility need not be limited to
international organizations.
Career management:Mobility
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NON-CORE ELEMENTBecause to be effective,
performance management mustbe responsive to the needs of
the particular organization
L I N K A G E S
Placement andretention:Assessments of
performance are usedin both processes.
Career management, staffdevelopment and training:Provide the basis for staff to
make informed decisions aboutcareer aspirations and for
managers to make decisions
Compensationand benefits:Provide incentives for
staff to excel
DEFINITIONPerformance management is an integrated system, including
organizational design, work planning, assessments and feedbackdesigned to maximize performance at the individual, team, unit
and organizational levels to motivate and to develop staff.Award and recognition systems form part of this system. Theyprovide for monetary and non-monetary awards in recognition
of meritorious performance and other noteworthyaccomplishments.
Career management:Performance management
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DEFINITIONManagement style is instrumental in
reinforcing delegation of responsibilitiesand establishes reporting relationships to
ensure consultation, cooperation andpartnership in decision-making processes
at the lowest practical levels to enable staff
and management to perform their dutiesin a professional, impartial, transparent,
coherent and accountable manner.
NON-CORE ELEMENTBecause management style, to be
effective, must be responsive to theparticular organizational culture,work requirements and mandates
L I N K A G E S
Staff well-being:Directly affects staff
morale andproductivity
Good governance:Management style
Performancemanagement:
Managers and staff areaccountable for the waythey communicate andconduct business within
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DEFINITIONThe role of staff representatives is definedas full involvement in and contributing onall matters relating to personnel/human
resources policies and practices.
NON-CORE ELEMENTBecause effective staff representationis covered by rules and regulationsthat must meet the needs of the
organization and staff
L I N K A G E S
The role of staff representatives is linked to allaspects of conditions of service because staff
representatives have an important role in thedevelopment and implementation of personnel
policies and procedures in these areas
Good governance:Role of staff representatives
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DEFINITIONThe administration of justice is an internalsystem that guarantees due process andprovides staff with the means to raisegrievances and appeal administrative
decisions.
CORE ELEMENTTo the extent that decisions of theAdministrative Tribunals affect coreelements of the human resources
framework
L I N K A G E S
The administration of justice is linked to all humanresources elements in that it provides mechanisms
for appealing administrative decisions, respectingregulations and rules, and providing due process
and equity
Good governance:Administration of justice
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DEFINITIONHuman resources information
management is the design, developmentand maintenance of an integrated system
for gathering and analysing workforce dataand forecasting trends, as a basis for
decision-making and policy development.
CORE ELEMENTTo the extent that information on
human resources needs to becompatible across organizations foreffective policy development in the
common system
L I N K A G E S
Human resources information management is linkedto all elements of the Framework, in that it
underpins and supports all aspects of humanresources management
Human resourcesinformation management
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DEFINITIONAlthough organizations internal cultures
may vary, they face similar ethicalchallenges. Standards for ethical conductpromote common values and define thebehaviour and performance expected of
international civil servants.
CORE ELEMENTBecause they promote a common
system of values and ethics that areessential to an international
civil service
L I N K A G E S
Ethics/standards of conduct are linked to allelements of the Framework because they are
inherently part of the overall human resourcesmanagement strategy
Ethics/Standards of conduct
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ACCOUNTABILITY Concept which implies taking ownership of allresponsibilities and honouring commitments; delivering outputs for which the staffmember has responsibility within prescribed time, cost and quality standards; operatingin compliance with organizational regulations and rules; supporting subordinates,
providing oversight and taking responsibility for delegated assignments; taking personalresponsibility for personal shortcomings and,where applicable, those of the work unit.
BEST PRACTICE Innovative policy, strategy, programme, process or practicewith demonstrated positive impact upon performance, currently being used by atleast one major employer, and that is relevant and applicable to others.
COMMON SYSTEM System of common arrangements resulting fromrelationship agreements between the United Nations and the specialized agenciesso as to avoid competition in the recruitment of personnel and to facilitateinterchange of personnel.
COMPENSATION EQUITY Fair and consistent compensation package forsimilarly situated employees, in particular in accordance with their contribution andby comparison with others.
GlossaryGlossary
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GENDER BALANCE Continuing efforts by common system organizationsto increase the representation of women serving at all levels, but especially at seniorand policy-making ones.
GEOGRAPHICAL DISTRIBUTION Concept by which special attention isgiven to the maintenance of a proper representational balance among Member States,and by which staff to fill Professional and higher category posts are recruited from asmany, if not all, Member States represented in a common system organization.
LEGAL FRAMEWORK Basic system of law under which an organizationfunctions. Includes the instrument by which the organization was established and anyother subsidiary regulations and rules including judicial precedents.
LOAN (INTER-AGENCY) Movement of staff members from one organization
to another for a limited period (normally not exceeding one year) during which timethey fall under the administrative supervision of the receiving organization butcontinue to be subject to the staff regulations and rules of the releasing organization.
NOBLEMAIRE PRINCIPLE Basis used for the determination of conditionsof service of staff in the Professional and higher categories Under the application of
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SECONDMENT (INTER-AGENCY) Movement of staff members fromone organization to another for a fixed period (generally not exceeding two years)during which they are normally paid by and are subject to the staff regulations andrules of the receiving organization, but retain their rights of employment in thereleasing organization.
STAFF REPRESENTATIVES Staff members duly elected by the staff atlarge to represent their interests relating to staff welfare, including conditions ofwork, general conditions of life and other personnel policies.
SUPPLEMENTARY PAYMENTS Practice whereby some Member Stateshave sought to supplement the salaries of some or all of their nationals in the service ofthe United Nations common system,which is illegal under the organizations staff rules.
TRANSFER (INTER-AGENCY) Movement of a staff member from oneorganization to another under conditions which do not give a right to return to thereleasing organization.
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International Civil Service CommissionICSC secretariat
Two United Nations Plaza 10th FloorNew York, NY 10017Tel.: (212) 963-2092Fax: (212) 963-0159E-mail: icsc@un.org
Internet:http://icsc.un.org/
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