Draft staff regulation 1.3 Performance of staff

Performance of common staff costs in 2004

Staff development programmes to support performance management

D. Staff development, performance management and career support

(d) Draft staff regulation 1.3 and draft staff rule 101.3 deal with expected performance and ensure that staff will be accountable for their performance and also provide that learning and development programmes will be made available to staff.

This will be continually done, in conjunction with staff performance reviews.

The Organization s performance appraisal system (PAS) has been revised to link performance and staff development more directly to career progression.

Accountability for results through independent evaluation Internal and external audit a function assumed by UNDP and A staff performance assessment system that links individual staff performance to organizational and development effectiveness.

Staff performance appraisals were reviewed by Management Review Groups, which made decisions on which staff to recommend for promotion.

The RCAs of management staff should include gender mainstreaming performance targets and oversight mechanisms.

(e) Strengthen accountability systems for all staff for gender mainstreaming, including through performance appraisals

The criteria suggest that the performance appraisal system should be as simple as possible and be structured to provide clear communication between staff about the expected and actual performance performance ratings should be applied objectively and accurately there should be an automatic process for review and approval of the performance ratings and the consequences for different levels of performance should be known to staff.

In general, staff and managers are ready for and interested in performance management and innovation

The shortcomings in performance measurement were partly attributable to the demands placed on staff for delivery of services, which limited the time that staff could spend on the development and implementation of performance measures and benchmarking systems.

5. Recognizes that measures to improve management capacity and performance among senior staff are highly desirable

The tribute was followed by a welcoming performance by the United Nations staff choir, Song Birds.

This may include the development of a performance improvement plan in consultation with the staff member.

UNICEF is discussing the performance reports for staff at the level of Assistant Secretary General and above.

(e) Rewarding outstanding performance and addressing underperformance should not detract from recognition of the fully satisfactory performance of the majority of staff who form the backbone of the Organization.

57. Among the various aspects of performance management covered by the PAS, the linguistic performance and continued development of linguistic skills of United Nations staff members are considered critical.

Some 310 staff received certificates for successfully completing the OIOS website tutorial on results based programme performance assessment.

As UNDP streamlines its performance management systems, corporate learning strategies will be leveraged to further strengthen staff competencies.

Staff development will be also strengthened through design and implementation of an integrated competency and performance assessment framework.

3. The relationship of integrity to performance is discussed in the Commentary to draft staff rule 101.3 (a).

40. Within grade increments are granted when the performance is satisfactory , as required by staff rule 103.8(a).

(c) Performance management to establish and maintain a performance management system for staff that is clear and objective, is free of bias and abuse, encourages dialogue and feedback and is consistent with the strategic objectives of the Agency, thereby ensuring that all staff perform effectively

A rating of partially meets performance expectations does not necessarily mean that the performance is not satisfactory, as there can be many reasons why a staff member has not fully met the goals set at the beginning of the performance year.

(v) Support to managers and staff in the implementation of performance management, including monitoring to ensure consistency of application of the performance appraisal system provision of related training and advisory services

United Nations staff must therefore be provided with the best conditions of service, so as to ensure optimum performance.

Managers should help staff to develop performance improvement plans, where necessary, but continued underperformance should result in appropriate sanctions.

48. The consequences of untreated cumulative and critical incident stress inevitably have an impact on a staff member s performance.

Employers have increasingly recognized that assisting staff in meeting their personal needs is essential to maintaining productivity, minimizing absenteeism and staff turnover, reducing conflict and stress, and improving overall performance.

Employers had increasingly recognized that assisting staff in meeting their family obligations was essential for maintaining productivity, minimizing absenteeism and staff turnover, reducing conflict and stress and improving overall performance.

Objective 1. Promote responsible and sustainable management by combining operational performance objectives, personal development for staff and attention to durability.

The reappointment of five staff members whose performance record had not been confirmed as fully satisfactory had not been approved.

OIOS monitoring staff provide support to programmes in enhancing their programme performance reporting in the framework of results based management.

However, the International Civil Service Commission had a responsibility to monitor any effort to improve management capacity and staff performance.

78. Enhancing the performance of the United Nations, above all, meant investing in its most important resources, namely, its staff.

While staff members bear primary responsibility for their day to day performance, supervisors are responsible for fostering a supportive environment.

9. In paragraph 12 of annex II.B to the performance report, over expenditures for international staff salaries, but not common staff costs, amounted to 376,200 as a result of payments of retirement benefits to two international staff members.

In situations where a staff member is not performing up to standard, the problem must be addressed at an early stage in order to help the staff member address performance gaps as well as to maintain staff morale.

In some cases a letter of caution or reprimand (non disciplinary measures) may be issued, if appropriate, and or the performance appraisal or special report may reflect the staff member s quality of performance.

Investment in staff development and training to provide staff with training and career support, is invaluable in furthering the development of the Organization s substantive and managerial capacity and supporting performance management.

Staff members shall be evaluated for their efficiency, competence and integrity through performance appraisal mechanisms that shall assess the staff member apos s compliance with the standards set out in the Staff Regulations and Rules for purposes of accountability.

The Electronic Performance Appraisal System (e PAS), the electronic tool employed to make the process of holding staff accountable for their performance more efficient and timely, represents an enhancement of the original performance appraisal system that was introduced after extensive consultations throughout the Secretariat.