Upon the invitation of Mr. André Heitz, FICSA General Secretary, I delivered a Workshop on Local Salary Survey Methodology and Post Classification for Non-Headquarters Duty Stations, which took place in San José, Costa Rica, 18 to 22 June 2001.

A message from Mr. Heitz was duly conveyed to all participants and, of course, its deep content was extremely welcomed. On this particular point, I would like to express my sincere thanks for his kind and encouraging words towards my work as FICSA Expert and Resource Person. (A hard copy of his message was also hand-delivered to each participant.)

Twenty-four UN Agencies´ participants from different duty stations attended the Workshop (please refer to Annex 1).

Participants felt that it was pretty hard to have two Workshops in one, i.e. Salaries and Post Classification, but they recognized the relevance and importance thereof.

The first part of the Workshop was dedicated to the study of the General Principles, Objectives and Guidelines of the Post Classification set forth by the ICSC, i.e., Evaluation Methodology as well as Development System for Post Classification.

Eighty per cent of the participants were not only unaware of the basic principles governing this issue, but they really knew very little in other related subject-matters, such as: Post Classification vis a vis Conditions of Service, Salaries, Career Development, Human Resources, Staff Recruitment and Performance Evaluation Systems.

The Common Classification of Occupational Groups (CCOG) as well as the different Factors and Matrix Points (Point Factor Rating Plan), set forth and approved by the ICSC, were deeply explained in order to clearly establish the adequate procedures in force, for the sake of building Job Descriptions accordingly.

Different Working Groups developed a large number of exercises regarding the Point Factor Rating. The results thereof were presented and discussed at the plenary sessions.

Additionally, the Policy Delegating Authority to Country Offices regarding the Process and Guidelines for Posts Classification was deeply analysed.

The Agenda (please refer to Annex 2) included a very interesting exercise during the plenary discussions regarding the different UN Agencies´ Staffing Tables presented by participants from different duty stations.

It was highly constructive the participants´ statements from different UN Agencies with absolutely diverse realities.

Unfortunately, once again, we can confirm that it is very weird that for the same post with equal tasks, requirements and responsibilities, different grades and levels are established and/or assigned by the different UN Agencies in the same duty station.

This type of situation has a general negative impact, ending up in the so-called "Grade Creep" phenomenon that invariably creates serious internal difficulties regarding staff relationships and their salary levels and conditions of service. In the past, these types of situations were identified in just a limited number of places and as isolated cases; but regrettably today it has become a common practice within the UN common system.

On the other hand, none of the participants were aware that, according to the ICSC Methodology in force, each duty station should carry out a job classification exercise before a comprehensive salary survey takes place.

At the end of the first part of the Workshop I suggested to the participants that we dedicate a few minutes to explain and understand the content and objectives of the Standards of Conduct for the International Civil Servants (ST/SGB/1998/19 dated 10 December 1998). Regrettably, not one of the participants knew its existence.

In my opinion, the knowledge and wide spreading of this legal instrument is of vital importance not only to look after an adequate oath and behaviour of the international civil servants towards the civil society at large, but furthermore, to guarantee a fair treatment of all UN staff within the Organization.

The second part of the Workshop was dedicated to the instruction of the Local Salary Survey Methodology for Non-Headquarters Duty Stations. The following subjects were discussed:

• Objectives and methodology of the Workshop,

• The Flemming principle,

• Understanding of the respective roles of those who participate in a comprehensive salary survey,

• The preparation phase, compilation of staff inventory, survey of benchmark jobs, direct and indirect remuneration,

• Data-collection phase, data on minimum and maximum salaries as well as on allowances and benefits, and

• The data-analysis phase, criteria for the construction of salary scale, establishment of dependency and other allowances and finally, the interim adjustment.

As in all other Workshops that I have delivered, all the above-cited subjects were deeply developed and discussed, encouraging and challenging the participants to navigate the proper and correct way throughout the Manual.

The Report adopted by the ICSC through their Circular ICSC/45/R.15/Rev.1 dated 5 January 1998, was also explained, in particular, the matter related to the number of employers´ retention at each duty station according to the criteria unfairly established by the ICSC.

The above cited keeps deep relationship regarding the information that the ICSC receives and processes according to the data sent by the Leading Agency, which is responsible for accurately gathering the whole information in each duty station.

In this sense, please allow me to strongly recommend that the LSSCs´ make a close follow-up of any changes happening, so that they stand in a good position to request for a recategorization of that duty station in order to modify the number of employer comparators to be retained. The purpose thereof is that the Flemming principle be properly, adequately and fairly reflected and thus observed, so that the staff conditions of service are not affected or jeopardized whatsoever.

Finally, we dedicated the last part of the Workshop to Navigate the new B6 Programme. We worked with full PC´s and participants were gathered in different Working Groups according to their profile and knowledge. Regrettably, 95 per cent of the participants did not even have the slightest idea about this Programme, and thus the instruction was on an elementary basis.

Participants pointed out that their lack of knowledge about this Programme was basically due to the fact that at the different duty stations, the Leading Agency keeps "good custody" of it, thus not allowing the staff standing on equal conditions.

Only 19 participants duly completed and hand-delivered the FICSA Assessment Questionnaire. A table containing a careful and fair weighting average of assessment is hereby attached as Annex 3.

Participants, as per their discussions during the Plenary Sessions held during the Workshop, gathered into two working groups.

They prepared and presented Conclusions and Recommendations (in Spanish) on Job Classification as well as on Local Salary Survey Methodology for Non-Headquarters Duty Stations (Annex 4).

I have allowed myself to translate them into English, making a relevant Summary thereof.

These Conclusions and Recommendations are so interesting, that I do hereby recommend not only reading them but, moreover, taking the appropriate follow-up action.

During the Workshop and within its framework, the FUNSA´s subject matter played an important role. The recently created Costa Rica Federation explained their experience and distributed among the other participants their Statutes, which reflects the same and very good model of the Uruguayan Federation (FAPNUU).

I encouraged the Costa Rica Federation (FAPCOSNU) to request Observer Status with FICSA Member. Since then, FAPCOSNU has become an observer member.

At the same time, I conveyed to all participants that it would be desirable to establish a Local Federation of UN Staff Associations in those duty stations where one did not yet exist.

In addition to the Workshop, I held two meetings as per their request:

1. With all UN staff in San José, and
2. With the Directors of all UN Agencies in San José (they asked for this meeting in order to talk about their post adjustment level).

During the meeting with all UN staff we discussed the contents of the Costa Rica Mission Report prepared by Ms. Elvira Ajero, former Member of the FICSA Executive Committee for the Americas (please refer to FICSA Circular 884 dated 25 September 2000).

On this particular point, the Local Federation acknowledged once again Ms. Ajero’s mission and FICSA´s support.

In spite of the fact that the FICSA Secretariat takes good care of sending the corresponding Circulars and/or Newsletters in due time, the vast majority of the UN staff in Costa Rica, didn’t know the existence of Ms. Ajero´s Mission Report. I expressed my surprise at this; and for this reason, distributed among them a copy thereof.

In addition, I advised the UN staff in Costa Rica, to periodically visit the FICSA website.

Regrettably, I could confirm that the difficulties identified during the year 2000, are not yet solved. Sadly, the feeling is that they are living and enduring the pressure of the UNDP re-profiling exercise. I explained the purpose thereof as well as the different results, which staff are undergoing in another duty stations. I conveyed too, that another UN Agencies are living this type of pressure since they are applying this type of exercise, using a different name but with the same objectives: staff reduction with the purpose of changing conditions of service for the organization’s own benefit; not only to detriment of but actually jeopardizing the UN Staff Rules and Regulations in force.

A courteously welcome meeting was held with the UNDP Resident Representative.

Ms. L. Elizondo thanked the presence of FICSA and immediately asked me how she could lower the level of salaries of the local staff taking into account the UNDP budget constraints and the high level of the local labour market salaries retained during the last comprehensive salary survey. Her objective for the coming comprehensive survey in San José would be to retain only the public sector as comparator.

I explained that it is well known that not only the UNDP but also the whole UN system is being confronted with budgetary constraints, but clarified the purpose and procedure of the methodology in force as well as the Flemming principle.

On the other hand, and taking into account that she has only been recently appointed Resident Representative, I asked how could she be so sure of the "high level" of UN local staff salaries vis a vis the level of the local labour market salaries.

A brief meeting with the Directors of all UN Agencies in San José also took place. Please note that I answered their queries about the post adjustment system, i.e. as to how it works, the methodology for its calculation and their primary responsibility in providing exact and timely information to the Lead Agency.

The level of the post adjustment in Costa Rica seriously affects the purchasing power of the internationally-recruited staff. I explained too, that according to the post adjustment system, a survey is carried out every 4 years, but that according to the principles and objectives of this system, the said survey should be made in advance taking into account special situations, among others: devaluation of the local currency and/or cumulative inflation, thus ending up in high-rate inflation (such as the case of Costa Rica).

In addition, I conveyed to all of them FICSA´s principles and objectives, encouraging the need to support all UN Staff Rules and Regulations in force in order to guarantee the conditions of service of all UN staff without exception.

Finally, the Workshop was a success and the Mission on its whole too.

I am sure and expect that, in particular, all the Workshop participants and Costa Rica UN staff are very grateful to FICSA for providing them with this opportunity to upgrade their knowledge at this difficult time within the UN common system.

Last but not least, I would like to convey to Mr. Bernard P. Grandjean, FICSA President; to Mr. André J. Heitz, FICSA General Secretary and through them to the FICSA Executive Committee Members; and to Ms. Amanda Gatti, FICSA Secretariat – for her continuous support and hard work -, my sincere acknowledgement for trusting me once again, as well as for giving me the opportunity to share my experience towards bettering UN staff conditions of service.

Remarks

I would like to acknowledge the effort and support received from:

• Ms. Marta Salvatierra, UNDP Administrative Assistant

• Ms. Rocío Picado, PAHO/PAHO Staff Representative and President of the Local Federation

• Local Working Group Support for the Workshop

• All Participants.

CONCLUSIONS

1. Within all UN Agencies, the tendency level of reduction of staff is more than obvious, vis a vis the increase in implementing other types of contract, that do not represent neither compromise nor work-relationship responsibility towards the UN common system, thus contravening the UN Staff Rules and Regulations.
2. Participants shared experiences of their respective Agencies regarding the different types of contract being offered to locally-recruited staff. On this particular point, this situation has a negative impact towards the level of regular UN staff posts. The supervision exercised by the regular staff towards personnel recruited under the basis of new types of contracts is not recognized.
3. Career Development was also a subject matter. In practice, the disadvantage between the internal and external candidates was evidenced. An external candidate is normally assigned to the post at the advertised level; whereas an internal candidate must and should wait one year to achieve the advertised level of the post, depending of his/her evaluation performance.
4. Among all UN Agencies within the same duty station, it was noticed that, in as far as Staff Rules and Regulations principles are concerned, there exist crucial differences that contravene the principle of equal remuneration to equal work responsibilities.
5. The relevance of having an equal and fair representation of both staff representatives and administration within the framework of job Classification exercises has been noted.
6. Most of the job descriptions do not reflect the real complexity of the tasks inherent to those posts.
7. We count on previous experiences´ tips that represent an added value to the current methodology knowledge. This will fully contribute to an adequate and equitable enforcement thereof.
8. Locally-recruited staff from ICS1 to ICS7, according to the Staff Rules and Regulations in force, do not require a University Degree.
9. It was clearly noticed that there are UN Agencies that do not apply and/or consider the years of equivalent experience within the Organization, when for example a high level ICS local staff applies for a LNO post.
10. It was reminded and highlighted that, as staff members of the UN common system, both Internationally- and locally-recruited staff have the same fundamental rights and obligations. In this sense, all staff should be treated on an equal and fair basis, without discrimination whatsoever as international civil servants.
11. Participants considered that the Workshop offers important instruments for staff to participate in post classification and job description exercises with more efficiency and accuracy.

 

12. The Local Salary Survey Committees have the right to request the postponement of any comprehensive salary survey, taking into account the social, political and, moreover, economical crisis at a given country, thus making said survey impossible to take place under adequate and rightful conditions.
13. All Members of the Local Salary Survey Committee together with the Specialist should carefully and clearly establish all steps of any comprehensive salary survey. Under no circumstances should the Specialist be allowed to work alone.
14. According to the Methodology in force, it is hereby requested that the UNDP Compensation Unit send, before the arrival of the Specialist, all data previously sent to them (Preparatory Phase) and already loaded into the B6 Programme. The above cited has the purpose of allowing all members of the Committee to revise the data and work on an equal ground when the Specialist arrives.
15. The Local Salary Survey Committee should be in permanent contact with the local labour market, especially with the employer comparators retained.
16. The Local Salary Survey Committees, according to the ICSC Circular ICSC/45/R.15/Rev.1, dated 5 January 1998, in particular their paragraph 30, should know that they have the right to request a recategorization at a given duty station, thus having the possibility of modifying the number of employers to be retained.