1. No category

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?
PACT ROU Training Part I
Orientation.ppt
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)
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 reenrolled 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
Comment [Kudos1]: If more details
warranted, see On Boarding - Part II (Retension
in Service).ppt
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.as
p?dept=809
•
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
o


Where a new job opening is identical to a previously published one, the new job opening could clone the previous one.
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/compet
encies_booklet_en.pdf
Comment [Kudos3]: What are these?

o
o
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
Language – FPD employs standard language.
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

o
o
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
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
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
3-3-0
Identifying Needs and
Attracting Talent
T: 3
P: 3
ID
Text document
Text
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
Audio
Visual & Links
screening processes.
2-3-1
Scenario
T: 10
Recruiter describing to colleague or
supervisor how she recruited more
women in aviation and the results. See
info in 1-3-7.
P: 12
Some points to include:
IF_a

Lack of women in Peacekeeping
partially due to misunderstanding
that all DPKO personnel are “blue
helmets”

Next priority will be women
engineers
Illustrated document
[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
2-3-2
T: 5
P: 4
ID
Workforce Planning
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)
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 (startup/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-SecretaryGeneral (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 preapproved 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.as
p?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
Text
Audio
Illustration
None
Supervisor: So, I've noticed that the gender
balance in your aviation roster is improving.
Good work!
A female supervisor and a male recruiter sitting in the
supervisor’s office.
Slide 1: Attracting Candidates
Can you share some of your secrets? It would
be helpful to see if your ideas can be used in
other occupations as well.
Slide 2: Using Outreach
Text
Audio
Illustration
None
Recruiter: Well, it took some “out-of-thebox” 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
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.
Illustration
womeninaviationlogo.gif
http://www.wai.org/
Slide 4: Qualifying Candidates
Text
Audio
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.
Illustration
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.
Same female supervisor and male recruiter sitting in
the supervisor’s office.
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!
Slide 6: Applying Best Practices
Text
Audio
None
Supervisor: Really great work. You've
doubled the numer of women we’ve rostered
and hired in this job family. Congratulations!
Illustration
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
Audio
None
On the 22nd April, 2010, Deputy SecretaryGeneral 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
Photo # 145585
Slide 2: The Careers Portal
Text
Audio
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.
Illustration
Recruiters and hiring manages can also
review prescreened candidates in Inspira.
InspiraHomePage.jpg
Slide 3: Generic Job Openings
Text
Audio
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
Text
Audio
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.
A forensic scientist at work
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.
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.
CCPO and hiring manager working together to write
job description
Candidates for PSJOs who are recommended
and endorsed by the FCRB but are not
selected are placed on the roster.
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