Framework for Human Resource Management 198

8/8/2019 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


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


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: [email protected]

Internet:http://icsc.un.org/

Framework for Human Resource Management 198

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