Sample Outline for 3 Topics in Module Identifying Needs and Attracting Talent Wanted: Women in Aviation Workforce Planning Job Openings Elements of a Job Opening Creating a Job Opening in Inspira Reaching Out and Reaching In Your Turn! Module Wrap-Up

Sample Content Compilation from UN Project

Topic 4: Attracting Talent

Add story/example/scenario here

What Does ROU Do?

Mandate

o To meet identified staffing needs of field missions through effective screening of applicants and targeted outreach efforts to build and manage robust rosters of high-quality candidates.

Functions

Attract candidates through generic and position-specific job openings

Conduct outreach activities to identify candidates for specialized/hard-to-fill positions. Note: Recruitment of local staff, consultants and individual contractors has been delegated to the mission. Link to SOP: Recruitment of candidates for UN peace operations (SOP_Recruitment of candidates for UN peace

operations_amended.doc)

PACT ROU Training Part I Orientation.ppt

Types of Applicants

Mission Appointees o External candidates recruited for service with a peacekeeping mission are called „appointees.‟ Their appointments are

limited to service with the mission for which they have been selected.

Mission Assignment o Staff from Headquarters, Regional Commissions, offices away from Headquarters (OAHs), other established missions,

UN Specialized Agencies, Funds and Programmes and other parties to the Inter-Agency Mobility Accord. Assignment o Such staff, who retain the right to return to their position at the parent office for two years, must be released by their

parent department/office prior to being offered a mission assignment.

More detail available in: SMART, U2, L4 On Boarding - Part I.ppt (including required documentation) SOP_On-boarding of staff for UN peace operations_Amended.doc More details in new staff rules.pdf, pp.

o The movement of staff in the Professional or GS and related categories who have long-term employment in the Secretariat to an established mission with a change of location, for a limited period of time during which the releasing department or office remains responsible for reabsorbing the staff member. The staff member receives the emoluments applicable to the established mission to which he/she is assigned.

Secondment o A secondment is the temporary movement of an individual from one employer (such as a government or international

organization) to another for a limited period where the individual is paid by and subject to the rules of the receiving office, but retains the right to employment in the releasing organization.

o Government personnel are only hired on a secondment basis with the agreement of the government.

Movement Between Missions o If a mission appointee is selected for a post in another mission, it is known as mission reappointment. His/her service is

limited to the receiving mission and there is no right to return to the previous mission. o If a mission assignee is selected for a post in another mission, it is known as mission reassignment. Reassignment

cannot take place if the staff member is GS and/or related category and has reached, or is within six months of reaching, two years on assignment unless the staff member resigns.

o FSOs may be: Subject to assignment on short notice to a special mission on TDY for a three-month period Sent on long-term TDY following a competitive selection process, while retaining the entitlements of the parent

location (one of the six established missions) such as post adjustment and mobility and hardship allowance.

Movement to a Higher Level o All mission staff can be competitively selected for a post only one level higher than his/her current grade. There is no

minimum period of time required at each grade to become eligible for movement to the higher level. o All movements to a higher level of mission appointees and FSOs require FPD approval o To be considered for movement from the non-Professional to Professional category, one of the following conditions must

be met by the candidate: Successful completion of the General Service to Professional (Gto P) exam Successful completion of the National Competitive Examination (NCE) FSOs at the FS-6 and FS-7 level may be competitively selected for and converted to positions at the P-3 or P-4

levels, respectively provided they meet the academic requirements for these levels

Temporary Duty Assignments (TDY) o TDY is the temporary loan of a staff member from one mission to another or from Headquarters to a mission, for a

duration not exceeding three months in order to provide missions with experienced staff to meet urgent support requirements at start-up, expansion, liquidation/downsizing or other limited periods.

o During the TDY period, staff members continue to be placed against their post in the parent mission or HQ department and to receive salaries and allowances (including MSA and hazard pay, where applicable)payable at the parent mission/department.

Reappointment of Former Staff Members o All former staff members selected through a competitive process are reappointed afresh, regardless of when they

separated. o No minimum break in service is required from the date of separation unless the staff member separated on:

38 (reissue ST_SGB_2009_7- Staff Rules_21 October 2009.pdf) On Boarding - Part II (Retension in Service).ppt

Agreed termination Early or mandatory retirement

Re-employment of retirees o Staff members who have retired from service with the Organization may be re-employed if:

Operational requirements cannot be met by existing staff members. The re-employment does not adversely affect the career development or redeployment opportunities of other staff

members. The re-employment is cost-effective and an operationally sound solution to meet the needs of the Organization.

o A retired staff member must have a break in service of at least three months prior to reemployment and must be medically cleared for service.

o Employment of retired staff members who are in receipt of a pension benefit from the United Nations Joint Staff Pension Fund (UNJSPF) is subject to the following restrictions:

Compensation cannot exceed US$ 22,000 per calendar year The cumulative period of service cannot exceed six months per calendar year The reappointed cannot be at a level higher than the one at which the candidate separated (unless they are re-

enrolled in the pension fund with an appointment of six months or longer)

Job Openings

Types

o Generic

Open-ended vacancies that may have no deadline issued to generate a roster of suitable and available candidates for all of the job families

Generic job openings will be used to advertise openings identified through workforce planning. • HQ and OAHQ roster used to fill mission posts

• Currently, there are approximately 2000 rostered candidates, who have gone through CRB review for HQ and OAH posts.

• Identification of suitable and interested CRBd candidates who have been rostered for vacancies with similar functions to the critical vacancies in the field

• In cooperation with missions, proceed to the filling of the critical vacancies, especially in substantive areas (Administration, Political Affairs, Legal Affairs, etc.) with CRBd candidates

CCPO staffing presentation_with comments_draft.ppt PACT ROU Training Part II Vacancy Annoucements.ppt Info re: internal vacancies in new staff rules.pdf, pp. 34 (reissue ST_SGB_2009_7- Staff Rules_21 October 2009.pdf) Workflow from TM CCPO Presentation 1012 v0.ppt A presentation for CCPOs (final).ppt Generic Job Profiles for P and GS categories @ http://iseek.un.org/webpgdept809_7.asp?dept=809

Comment [Kudos1]: If more details warranted, see On Boarding - Part II (Retension in Service).ppt

• Position-Specific

Only used for jobs for which a GJP does not exist or which are so unique that no GJP will ever be created for it e.g. water buffalo specialist.

Never open ended since the demand for these applicants are limited; usually have deadlines of 15 – 30 days Candidates cleared for these positions are not placed on the rosters of candidates who applied for generic job

openings.

Primary source of candidates are applications to generic job openings

Appear to externals at www.un.careers.org

Choosing a job description o The hiring manager or occupational group manager is responsible for creating the job opening and for promptly

requesting the inclusion of its announcement in the compendium, with the assistance of the executive or local human resources office.

o A job opening is built on either an available generic job profile (GJP) that reflects the functions and level of the position or, if no GJP is available, on an individually classified job description.

o Where a new job opening is identical to a previously published one, the new job opening could clone the previous one. o Hiring managers are strongly encouraged to build job openings based on either a previously published job opening or on

a pre-classified Generic Job Profile (GJP) rather than on a classified Job Description (JD). o The evaluation criteria of job openings created on the basis of individually classified job descriptions require approval by a

central review body.

Job openings are advertised for all jobs except: o Temporary vacancies not exceeding 90 days, the DMS/CMS can place qualified staff within the mission or accept staff

members from another mission to be deployed on a temporary duty assignment (TDY). After 90 days a competitive selection must take place.

o Posts at the Under-Secretary-General (USG), and Assistant Secretary-General (ASG) level. If necessary, vacancies may be issued to fill positions at these levels.

o Jobs in missions to be filled by police or military candidates (e.g. Deputy Force Commander, Military Adviser, Chief of Staff, and Deputy Chief Integrated Support Services in some missions). These posts are filled by serving military officers seconded to the UN by their governments.

Elements of a job opening o Job openings are issued for a particular job family, job title, category and level based on the generic job profiles (GJPs),

approved GJPs for the field, or position-specific profiles created in cooperation with substantive counterparts. o Responsibilities

Intended to give the applicant an idea of the duties to be performed Not an individual job description.

o Competencies Based on 17 Organizational Competencies and Core Values Tested during the interview Standard Gender competencies added by ROU.

o Education Standard language approved by OHRM. First-level degree required for Professional positions.

o Licenses and Certificates o Experience

Years are determined by grade/level Specific experience either required or preferred Professional category

Experience is counted from the first level university degree

Scale o P-2 = 2 Years with Masters o P-3 = 5 Years with Masters o P-4 = 7 Years with Masters o P-5 = 10 Years with Masters o D-1 = 15 Years with Masters

With only a Bachelors degree add 2 years to the experience requirement

Comment [Kudos2]: United Nations Competencies for the Future http://www.un.org/staffdevelopment/pdf/competencies_booklet_en.pdf

Comment [Kudos3]: What are these?

Field Service category

Scale o S-3 = 4 Years with HS diploma or equivalent. o FS-4 = 6 Years with HS diploma or equivalent. o FS-5 = 8 Years with HS diploma or equivalent. o FS-6 = 10 Years* with HS diploma or equivalent. o FS-7 = 12 Years* with HS diploma or equivalent.

For candidates with a Bachelors degree applying to FS-6 and FS=7 levels, the year requirement is 5 years and 7 years, respectively.

Grade Equivalents for Former Military Personnel

Scale o Lt-General and above = Under-Secretary General o Major-General = D-2 o Brigadier = D-1 o Colonel = P-5 o Lt-Colonel = P-5 o Major = P-4 o Captain = P-3 o 1st Lieutenant = P-2 o 2nd Lieutenant = P-1

o Language – FPD employs standard language. o Definition based on Generic Job Profiles

Standard job descriptions that encompasses a large group of related jobs for which major characteristics of the post are similar in duties and responsibilities, education, work experience, technical skills and core competencies

Correspond to and reflect ICSC standards

If no GJP has been developed for the function to be advertised, the approved GJPs for similar functions may be

adapted. In such cases, the mission‟s hiring manager may be requested by the responsible FPOS Desk Officer through the mission‟s Chief Civilian Personnel Officer to provide a job description of the post in question. The Occupational Group Manager will then develop the job opening in close coordination with the relevant office at Headquarters, the mission and the Forecasting Unit, FPD

o For every job opening to be advertised, pre-screening questions should be prepared as part of the job opening to assist in determining an applicant‟s suitability for the job opening to which he/she applied. The pre-screening questions must be related to the responsibilities of the position and the experience and professionalism required to undertake the functions, as reflected in the job opening. The questions shall be developed by the Occupational Group Manager, in consultation with his/her technical counterparts at headquarters for generic job openings and hiring managers in the field (through the Chief Civilian Personnel Officer). All candidates will be required to respond to these questions.

The applicant must get a passing “grade” of at least 80% on these “knock-out” questions o The job opening, including the evaluation criteria, shall be approved by OHRM, the local human resources offices or the

Department of Field Support prior to posting.

All job openings open to internal and external applicants unless there is a rare instance where specific UN-experience is essential

that would require the issuance of an internal job opening

New job openings and ones not previously approved must be classified and reviewed.

Deadline for applying for job openings shall normally be as follows: o Generic job openings will be posted for whatever period of time that is deemed sufficient to attract the number of qualified

candidates sufficient to satisfy the vacancies projected through workforce planning. o 60 calendar days after posting for position-specific job openings in the Professional and above categories, unless in

cases of unanticipated job openings OHRM or the local human resources office exceptionally approves a 30-day deadline;

o 30 calendar days after posting for position-specific job openings for peacekeeping operations and special political

missions, unless DFS exceptionally approves a 15-day deadline if necessary to meet immediate operational requirements;

o 30 calendar days after posting for project funded positions located in the field or Headquarters duty stations or at the duty stations of the secretariats of the regional commissions and whose functions relate to the carrying out of activities directly linked to humanitarian, human rights and technical cooperation implementation in field duty stations, unless the local human resources office exceptionally approves a 15-day deadline.

o 30 calendar days after posting for job openings in the General Service and related categories.

Following the publication of generic job openings, as specific vacancies arise, they are published on the United Nations website in order to inform the public, staff and Member States of the availability of specific posts to be filled from the roster. Candidates on the roster for the available job family, category and level would be informed of the vacancy and may confirm their interest. The filling of the vacant post will be effected solely through the roster of candidates pre-approved for that job family and level.

Should the need for more candidates arise, the job openings may be reissued or extended. In some cases, open-ended job openings may be used, as is currently the practice in advertising by the Department of Field Support for field-based posts

Approved job titles for each mission are contained in the staffing table, which reflects the organizational structure, as approved in the mission‟s budget

For locally-recruited staff, JOs posted by hiring managers Link to Generic Job Profiles for P and GS categories (http://iseek.un.org/webpgdept809_7.asp?dept=809)

Checklist for Hiring Manager • Finalize job responsibilities.

– Determine which requirements are mandatory; applicants will be pre-screened against these. • Identify number of vacancies to be filled • Decide if the Job Opening based on GJP or previously approved JD?

– Note, if Job Opening is based on Job Description, the CRB review and approval may be required • Determine whether reclassification is required • Confirmation from the Staffing Table Manager on availability of funds • Gather names of the interview team • Decide on assessment methodology to be used • Gather the following information about the position to be filled:

• Job Code or Position Number (which can be obtained from the Staffing Table Manager). • The base document, including: • Title information such as: Organizational Unit, Duty Station and Job Title • Responsibilities • Competencies required for the position • Qualifications required for the position such as: academic qualifications, work experience and knowledge of languages.

Process of Creating a Job Opening Comment [Kudos4]: Link to Inspira UPK demo “Create Standard Job Opening based on Position with Approval Workflow” or ““Create Job Opening based on an Existing Job Opening with Approval Workflow” under Job Opening.

Sample Storyboard from UN Project

Topic 3: Identifying Needs and Attracting Talent

Asset Description & Sources Text Audio Visual & Links

3-3-0

T: 3

P: 3

ID

Identifying Needs and Attracting Talent

Text document

Introductory text

After completing this topic, you will be able to:

Describe how a mission identifies a need and creates a job opening

Describe how missions plan for workforce needs

Describe the process of posting job openings in Inspira

Understand the key planning stages for the establishment of a mission

Conduct a staffing review and justify jobs for budget proposals

Plan targets in accordance with the mission’s Human Resources Scorecard

Establish effective mission structures and reporting lines

Conduct post and staffing table management in accordance with the approved budget

Describe how job openings are created and understand their components.

Identify why, when and how outreach activities are conducted.

Describe the application and

screening processes.

2-3-1

T: 10

P: 12

IF_a

Scenario

Illustrated document

Recruiter describing to colleague or supervisor how she recruited more women in aviation and the results. See info in 1-3-7.

Some points to include:

Lack of women in Peacekeeping partially due to misunderstanding that all DPKO personnel are “blue helmets”

Next priority will be women engineers

[Another example, but one that might not be as well received, is outreach to Japan, which is under-represented in field.

In 2008, only 25 Japanese in field

On fact-finding trip that year, discovered that:

o Japanese generally were unaware that the UN was interested in recruiting them—they thought they wouldn’t be welcome (Israelis also have this impression)

o Japanese gov’t not knowledgeable about how UN staffing worked and therefore didn’t publicize opportunities

o Japanese women, in particular, are taught to be demur and submissive so they tend to undersell and underpromote themselves on resumes

6 months later, ASG of OHRM went to Japan

o Did a lot of press conferences to get the word out that the UN was looking to hire Japanese

o Ran an ad campaign in both English and Japanese newspapers

o Gave lectures

Results

o On trip, screened 900 applicants and met 100 of them

o 60% of resumes were from women, but most were interested only in HQ offices

o 14 of 100 were serious applicants interested in working in the field

o Of 14, 8 were hired, which represents a 30% increase (from 25 to 33)

2-3-2

T: 5

P: 4

ID

Workforce Planning

It is imperative that missions plan their staffing requirements in advance to enable the timely implementation of the mission’s mandate.

The Chief of Mission Support (CMS)/Director of Mission Support (DMS) along with the Chief of Administrative Service (CAS) and the Chief Civilian Personnel Officer (CCPO) are responsible for the effective planning of human resource requirements to meet the evolving needs of a mission.

The Evolving Needs of a Mission (popup)

The staffing profile of the mission and the skills sets required must be periodically updated in accordance with the mission cycle (start-up/expansion/downsizing/ liquidation) and other circumstances (e.g., change of mission mandate).

To effectively plan and forecast the staffing needs of a mission, the CMS/DMS must be aware of the possibilities and constraints involved in recruiting different categories of staff and transferring staff within the mission and hiring new external staff members.

The Organisational Design and Classification Unit in FPD is responsible for strategic workforce planning that projects staffing requirements in order to provide OGMs with relevant information on candidate supply and demand, such as

Retention/turnover/retirement rates

Needed skills

Impact of downsizing

Impact of new posts being created

Impact of outreach activities

How to segment rosters into “Emergency,” “Operational” and “Passive” categories

Strategic workforce planning proactively

This year Next year

anticipates and supports the human resources needs of the United Nations.

Through each aspect of a mission's lifecycle, its staffing varies. An established mission may still have some unstaffed posts. For example, security officers might be needed throughout the mission but electoral officer jobs may remain open until the country's election cycle is underway. Similarly, if mission-related construction is required, such labor may be needed only during a limited period and be phased out in later months.

To ensure that HR is equipped to staff both new and established missions, it relies on analysis provided by the Organizational Design and Classification Unit (ODCU) in FPD. Once a mission is established, OCDU creates staffing tables for subsequent years, based on the previous cycle's staffing, with proposed staff changes—additions, deletions, and moves—provided and documented by the mission.

ODCU uses statistics from HR staffing tables to forecast the resources needed to support mandates in the short- and medium-term. OCDU's workforce planning takes into account:

Strategic goals of the mission

Projected retirements

Average time in job

Turnover rates

Projections of the workforce demand

The Recruitment and Outreach Unit within FPD then uses ODCU’s staffing projections to proactively attract and generate a roster of qualified candidates to fill these job openings.

Possibly link to Inspira demo of “Create a Position Based on an Existing Position”

2-3-3

T: 5

P: 6

ID_a

Job Openings

Today, as we launch INSPIRA and the United Nations Careers Portal, we reinforce our dedication to investing in our talent.

It is the energy of our staff that drives the United Nations each and every single day.

Working across the globe, as individuals and in teams, you deliver daily on the mandates entrusted to us. You are the lifeblood of the Organization.

You operate in an environment that is truly international and multicultural, which respects, as well as, promotes diversity and functions at its best through the efforts of teams of diverse people like you.

The Careers Portal will change the way we promote career opportunities at the United Nations; the way we show what the Organization does; where it works; what we look for in staff and what we offer as an employer of choice.

Deputy Secretary-General Asha-Rose Migiro

April 22, 2010

Link to Careers Portal http://careers.un.org/

General info

Job openings correspond to and reflect ICSC standards

o Link to ICSC web site (http://icsc.un.org/)

All job openings open to external applicants except in rare case where specific UN experience is essential

Job openings are advertised for all jobs, except:

Temporary positions of less than 90 days in duration

Jobs at the Under-Secretary-General (USG) and Assistant Secretary-General (ASG) level

Jobs reserved for police or military candidates

The primary source of candidates for field missions is from applications received in response to generic job openings.

Job openings are based on pre-approved generic job profiles or previously classified job descriptions. Generic job profiles are classified standard job description that encompasses a large group of related jobs with similar characteristics in terms of duties and responsibilities, education, work experience, technical skills and essential core competencies. They reflect the functions and level of jobs, competencies, education, experience, language and other skill requirements, which are used as the criteria when

evaluating candidates.

Job openings are posted on Inspira at http://jobs.un.org. Applications are received electronically and automatically stored in the Inspira system.

Two types of job openings: generic and position-specific

Generic job openings

Normal means of advertising vacancies

Open-ended postings used to develop roster of suitable and available candidates for all job families

Based on needs identified through workforce planning and/or when there are fewer than 1.25 rostered candidates for each existing vacancy

OGMs build generic job openings based on OHRM-approved job descriptions, previously published job openings or previously classified job descriptions (least preferable)

Evaluation criteria must be approved by FCRB

Usually open-ended

o Posted for the period of time deemed sufficient to attract enough qualified candidates to fill the job vacancies projected by workforce planning

Generic job openings are based on generic job profiles, used for the

purposes of creating and maintaining viable rosters of qualified and available candidates for immediate and anticipated job openings identified through workforce planning. Generic job openings are normally published in Inspira for 60 days but this period may shortened or lengthened, depending on the view of the Occupational Group Manager (OGM).

Generic job openings are the normal means of advertising field vacancies. They are open to internal and external applicants and are issued to attract a pool of candidates for rosters for expected future openings in all occupational groups.

Position-specific job openings

Used only in limited circumstances, e.g. for jobs:

o For which a GJP does not exist

o That are so unique that no GJP will ever be created for it e.g. water buffalo specialist

o For which a generic job opening did not produce suitable candidates

o In specific duty station for which it is difficult to attract qualified candidates

Job openings built by hiring manager with help from CCPO

Should be based on a GJP or an

individually classified job description

o When neither exists, the ODCU should be consulted on the terms of reference (TOR) to verify the grade and functional title

Usually have deadlines of 15 – 30 days; are never open-ended

Candidates cleared for these positions are not placed on the rosters

Link to Generic Job Profiles for P and GS categories http://iseek.un.org/webpgdept809_7.asp?dept=809

Position-specific job openings are used for the filling of an individual position at a specific duty station. Position-specific job openings are used only occasionally and for functions that require very specific skills set (e.g., Forensic Experts), where there are difficulties attracting candidates to a particular mission or when rosters derived from generic job openings fail to yield suitable candidates to respond to the specific requirements of a mission.

The hiring manager or OGM builds the position-specific job opening with the assistance of the CCPO. Position-specific job openings have deadlines (15, 30 or 60 days) and candidates cleared for these positions are placed on the rosters of candidates who applied for generic job openings.

Sample Detailed Content from UN Project

UNFPD103

Asset 2-3-0: Identifying Needs and Attracting Talent

Type: ID

Class: R

Location: 2-3-0

Module Home Page Teaser

This topic explains how missions determine needs, define job openings and work with HR staff members at HQ to attract the right candidates for each position.

Content

The first topic of this module provided an overview of the staffing process from the creation of a job opening to the appointment of the selected candidate. This topic focuses on how missions determine their staffing needs, create job openings, and attract the right candidates. This represents the first step in the overall staffing process, as shown in the following diagram:

After completing this topic, you will be able to:

Describe how missions and OGMs work together to anticipate and meet workforce needs, as well as create job openings

Explain the difference between generic job openings and position-specific job openings

Identify effective outreach techniques for attracting a highly qualified, diverse, multi-skilled workforce

Explain the key elements of a job opening designed to recruit such a workforce

UNFPD103

Asset 2-3-1: Wanted: Women in Aviation

Type: IF_a

Class: S

Course Location: 2-3-1

Notes

Set up as a recruiter describing to colleague or supervisor how he recruited more women in aviation and the results.

Topic Home Page Teaser

You are the OGM in ROU responsible for hiring staff for Air Operations and Aviation Safety. One of your responsibilities is to attain more balance in terms of gender in this occupational group.

Illustrations

Content

How do you find highly qualified aviation officers interested in working under sometimes dangerous circumstances? How can you recruit qualified female candidates for these jobs? Let's see how one UN recruiter handled this assignment.

Welcome

Text Audio Illustration

You're an OGM in ROU tasked with hiring more women into traditionally male occupations in the Air Operations and Aviation Safety job family. You've had some recent successes recruiting women aviation officers. Your supervisor wants to know how you made this happen.

None None

Slide 1: Attracting Candidates

Text Audio Illustration

None Supervisor: So, I've noticed that the gender balance in your aviation roster is improving. Good work!

Can you share some of your secrets? It would be helpful to see if your ideas can be used in other occupations as well.

A female supervisor and a male recruiter sitting in the supervisor’s office.

Slide 2: Using Outreach

Text Audio Illustration

None Recruiter: Well, it took some “out-of-the-box” thinking, but nothing that anyone else can't do.

First, I placed targeted ads in two of the biggest magazines geared to pilots: Aviation Week and Flying.

Slide 3: Conference

Text Audio Illustration

None Recruiter: You know how I've attended several conferences this year? Well, the international Women in Aviation conference was a great opportunity to find women pilots.

womeninaviationlogo.gif http://www.wai.org/

Slide 4: Qualifying Candidates

Text Audio Illustration

None Recruiter: I thought the attendees would be well qualified for the positions we need to fill. Almost 90% are women; they're used to flying all over the world, and they speak at least two languages since English is the language used to communicate with air traffic controllers.

Supervisor: Good thinking. I understand you actually spoke to interested candidates at the conference. So you clearly planned ahead.

BoothAviationConference2.jpg (feel free to crop)

Slide 5: Getting Candidates Rostered

Text Audio Illustration

None Recruiter: Yes, I was able to get last year's attendance list so I could make some calls ahead of time to set up short interviews and get names of other female candidates who might be interested.

In a conference setting, I was able to spend some time with each woman who was interested in our positions to find out more about her qualifications and to answer her questions.

Over the course of 3 days, I interviewed almost 30 women of whom 13 ended up on the roster!

Same female supervisor and male recruiter sitting in the supervisor’s office.

Slide 6: Applying Best Practices

Text Audio Illustration

None Supervisor: Really great work. You've doubled the numer of women we’ve rostered and hired in this job family. Congratulations!

So, as I mentioned, we want to see how these strategies apply to other job families that need better gender balance.

How would you feel about attending a conference for women engineers in Orlando, Florida next March?

Recruiter: March? Florida? Sounds good to me!

womenengineers.jpg http://we10.swe.org/

UNFPD103

Asset 2-3-2: Workforce Planning

Type: ID

Class: U

Location: 2-2-2

Topic Home Page Teaser

How does the Organisation anticipate what civilian staff members it will need when so much of its work is in response to emergencies? Statistics are a big part of the answer.

Illustration

Use above illustration of a staffing table to create this graphic:

Content

The staffing needs of a mission vary throughout the mission lifecycle: At startup, all but a few mission positions are vacant. A more mature mission has most of its positions filled, but it may still have a few open slots. For example, the mission may need to fill positions that have become vacant throughout the mission lifecycle. Still later, as the mission mandate is fulfilled, the number of mission staff members generally shrinks as staff members move to other missions that need their talents. Finally, when the mandate is completed, the mission is liquidated, and internationally recruited staff members move to new positions in other missions or at HQ or they separate from service.

The Chief of Mission Support (CMS)/Director of Mission Support (DMS) along with the Chief of Administrative Service (CAS) and the Chief Civilian Personnel Officer (CCPO) are responsible for the effective planning of human resource requirements throughout these stages of the mission lifecycle.

Senior mission management rely on analysis provided by the Organisational Design and Classification Unit (ODCU) in FPD to plan for their staffing needs. Once a mission staffing plan is established, ODCU creates staffing tables for subsequent years, based on the previous cycle's staffing, with proposed staff changes—additions, deletions, and moves—provided and documented by the mission and approved by the General Assembly (GA).

ODCU uses statistics from HR staffing tables to forecast resources needed to support mission mandates in the short- and medium-term. ODCU’s workforce planning takes into account:

Strategic goals of the mission given its lifecycle stage

Typical retention, turnover, and retirement rates for the Organisation as a whole

Projections of workforce demand

Then, using ODCU’s staffing projections and GJOs, the ROU proactively attracts and generates a roster of qualified candidates to fill these anticipated openings.

Concurrent with these ODCU and ROU activities, senior mission-based staff—the CMS, DMS, HoM and CCPO—keep ODCU updated on the mission's current staffing and requirements as they change over time or as the mission mandate evolves.

UNFPD103

Asset 2-3-3: Job Openings

Type: IF_a

Class: R

Course Location: 2-3-3

Topic Home Page Teaser

Video

Excerpt from 10:19 to 11:20 in http://webcast.un.org/ramgen/ondemand/specialevents/2010/se100422am.rm. Video should play automatically when user accesses asset

Learn more about the differences between generic job openings and position-specific job openings.

Content

Earlier in this module, you read about the difference between generic job openings (GJOs) and position-specific job openings (PSJOs). Before you learn how to create a job opening and advertise it on the Careers portal through Inspira, you need to understand the differences between these two types of job openings.

Welcome

Text Audio Illustration

How are generic and position specific job openings different? Who can apply for each?

None None

Slide 1: Introducing Inspira

Text

None

Audio

On the 22nd April, 2010, Deputy Secretary-General Asha-Rose Migiro announced that:

"Today, as we launch INSPIRA and the United Nations Careers Portal, we reinforce our dedication to investing in our talent. It is the energy of our staff that drives the United Nations each and every single day. Working across the globe, as individuals and in teams, you deliver daily on the mandates entrusted to us. You are the lifeblood of the Organisation. You operate in an environment that is truly international and multicultural, which respects, as well as promotes diversity and functions at its best through the efforts of teams of diverse people like you. The Careers Portal will change the way we promote career opportunities at the United Nations; the way we show what the Organisation does; where it works; what we look for in staff and what we offer as an employer of choice."

Deputy Secretary-General Asha-Rose Migiro 22 April 2010

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Slide 2: The Careers Portal

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None Staff members within the United Nations and potential external candidates can view and apply for job openings at the UN Careers portal, which is the front end of the Inspira system. All jobs that appear in the portal are open to both internal and external candidates.

Recruiters and hiring manages can also review prescreened candidates in Inspira.

InspiraHomePage.jpg

Slide 3: Generic Job Openings

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None Two types of job openings appear on the UN Careers portal: generic job openings and position-specific job openings. Generic job openings, or GJOs, are the normal means of advertising positions and attracting candidates for field missions. FPD uses GJOs to develop a roster of suitable, available candidates for all job families.

GJOs are based on the staff needs identified through ODCU's workforce planning and are posted on the Careers portal when existing rosters do not offer enough candidates to fill

available job openings in a given occupational group.

GJOs are prepared by OGMs in consultation with proponent offices.

Slide 4: Role of OGM

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None OGMs build GJOs in consultation with proponent offices, based on OHRM-approved generic job profiles (GJPs), previously published job openings or, when necessary, previously classified job descriptions that reflect the actual functions of a position.

GJOs are posted in Inspira for a period between 15 and 60 days. If necessary, publication may be extended beyond 60 days to attract enough qualified candidates to fill the vacancies projected by workforce planning.

Slide 5: Position-specific Job Openings

None PSJOs are used in limited circumstances. For example, they can be used to recruit for positions that require a highly specific skill set for which a GJP does not exist, such as forensics experts.

The Organisation also uses PSJOs when a GJO did not produce suitable candidates with the specific skill sets required for the job or for cases where it is difficult to attract qualified candidates to a particular duty station.

The CCPO submits the PSJO to ROU/FPD for final clearance and publication in Inspira.

A forensic scientist at work

Slide 6: Role of the Hiring Manager

The HM writes the PSJO description with help from his or her CCPO. The job opening description should be based on a generic job profile, a previously published job opening or a previously classified job description that reflects the actual functions of a position. If none of these exist, the job description should be reviewed by ODCU to verify the job's grade and functional title.

Candidates for PSJOs who are recommended and endorsed by the FCRB but are not selected are placed on the roster.

CCPO and hiring manager working together to write job description

Slide 7: Evaluation

While the job opening is created, the following elements are also developed:

Objective evaluation criteria related to the functions of the position and the relevant competencies

Pre-screening questions to help

Checklist (no need to be able to read the text)

determine an applicant’s suitability

The method or methods to be used during the substantive assessment to evaluate the applicant’s knowledge against the requirements of the job opening

The interview questions to help further assess the applicant’s capabilities and suitability

Note: The evaluation criteria should not be a copy of the job opening but instead reflect the essential requirements of the position to facilitate pre-screening and assessment. The evaluation criteria should include required years and field of work experience, academic qualifications and knowledge of languages in line with the base document (generic job profile (GJP), job opening (JO) or job description (JD)) and the functions of the position, including the methodology to be used to assess short-listed candidates. The evaluation criteria should establish the link between GJPs/JDs, filtering questions, assessments and recommendations. All the evaluation criteria must appear in the JO; any criteria not mentioned in the JO cannot be applied. For JOs in field missions, there is no requirement for the Field Central Review Body to endorse the evaluation criteria prior to posting a job opening.

Resources

Careers Portal

Generic Job Profiles for P, FS, NPO and GS Categories

Sample Final Content from UN Project