Upon the invitation of Mr. André J. 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 Quito, Ecuador, 20 to 24 August 2001.

Eighteen UN Agencies participants from different Duty Stations attended the Workshop (please refer to Annex I).

Participants welcomed FICSA´s initiative to develop two Workshops in one, i.e., Salaries and Post Classification, and 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.

Ninety per cent of the participants were not only unaware of the basic principles governing this issue, and their relation with other related subject matters, such as: Post Classification vis-à-vis Conditions of Service, Salaries, Career Development, Human Resources, Training, 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 explained in depth in order to establish clearly the adequate procedures in force, for the sake of building job descriptions accordingly.

A large number of exercises regarding the Point Factor Rating were developed by different Working Groups. The results were presented and discussed at the plenary sessions.

Additionally, the Policy Delegating Authority to Country Offices regarding the Process and Guidelines for Post Classification was analyzed.

The Agenda (Annex II) 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 very constructive to hear the participants´ statements from different UN Agencies with absolutely diverse realities.

Unfortunately, once again, we could only confirm that it is very strange 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 at a same duty station.

I would like to re-emphasize that this lack of conformity in job classification has a general negative impact, creating the so-called "grade creep" phenomenon that invariably leads to serious internal difficulties regarding staff relationships and their salary levels and conditions of service. In the past, these types of situations were identified in a limited number of places and as isolated cases; but regrettably, it can be confirmed that it has become a common practice within the UN common system.

At the end of the first part of the Workshop,I suggested to the participants that I devote a few minutes to explaining the content and objectives of the Standards of Conduct for the International Civil Service.

Regrettably, none of the participants even knew of its existence.

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 the respective roles of those who participate in a comprehensive salary survey;

• The preparation phase, preparing the staff inventory, survey of benchmark jobs, direct and indirect remuneration;

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

• The data-analysis phase, criteria for the construction of the 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 developed in depth and discussed, encouraging and challenging the participants to navigate in the proper and correct way throughout the Manual.

The ICSC Report on the methodology (ICSC/45/R.15/Rev.1 dated 5 January 1998), was also explained, in particular, the issue of the number of employers retained at each duty station according to the criteria unfairly established by the ICSC.

The above allows the ICSC to maintain full control over the information that it processes. According to participants, unfair data is sent by the Lead Agency, which is responsible for gathering accurate information in each duty station.

In this sense, please allow me to strongly recommend that the LSSCs follow-up closely on any changes, so that they are in a good position to request a re-categorization of that duty station and thereby modify the number of comparators to be retained.

The Flemming principle must be properly, adequately and fairly reflected, so that conditions of service are not jeopardized.

Finally, the last part of the Workshop focused on navigating through the new B6 Programme. We worked with PC´s and participants were gathered in different Working Groups according to their profile and knowledge. Regrettably, ninety five per cent of the participants were unfamiliar with this programme.

Participants, as in another workshops, pointed out that their lack of knowledge about this programme was basically due to the fact that at the different duty stations, the Lead Agency keeps "good custody" of it, thus not allowing fair and equal access by the staff.

Only 13 participants completed and hand-delivered the FICSA Assessment Questionnaire. A table on the participants evaluation of the workshop is attached as Annex III.

Participants were split into two Working Groups. They prepared and presented conclusions and recommendations on Job Classification (Annex IV).

During the Workshop, the subject of FUNSAs was discussed.

I informed participants that it would be desirable to establish a Local Federation of UN Staff Associations in those duty stations not yet having one.

In addition to the Workshop, participants and the undersigned, paid a courtesy visit to the UN House and held a meeting with all UN staff in Ecuador.

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

As in the case of Costa Rica, and given the fact that the FICSA Secretariat takes good care of distributing corresponding Circulars and/or Newsletters in due time, the vast majority of the UN staff in Ecuador, didn’t know of the existence of Ms. Ajero´s Mission Report.

I expressed my surprise and distributed a copy thereof.

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

During this meeting we discussed matters related to the FUNSAs and I expressed my surprise regarding their inaction towards establishing a Local Federation.

At the same time, I explained the latest ICSC recommendations regarding the reform of the UN system, which is intrinsically linked to the Framework of Human Resources Management, which was approved by ICSC at is fifty-second session and endorsed by the General Assembly in Resolution 55/223.

The objectives of the current reform emphasize the need, inter alia:

• to improve organizational performance;

• to provide competitive conditions of service (select and retain staff of highest quality); and

• to strengthen management capacity.

A colleague from the UNDP Office in Ecuador explained that they had received a message from Headquarters on this issue, instructing them to unify services (Finance and Administration) and that it would surely result in the abolition of posts.

Ecuador is one of the 12 duty stations that will carry out a Pilot Experience in this respect.

In addition, I explained FICSA´s principles and objectives, I also encouraged staff to support UN Staff Rules and Regulations to guarantee the conditions of service of all UN staff without exception.

The Workshop and the Mission were successful.

I am sure that both the participants in the Workshop and the Ecuador UN staff are very grateful to FICSA for providing this opportunity to enhance their knowledge at this difficult time within the UN common system.

Last but not least, I would like to convey to Mr. Bernard Grandjean, FICSA President; to Mr. André Heitz, FICSA General Secretary and through them to FICSA EXCOM 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.

Osvaldo Bastida, FICSA Expert and Resource Person

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

• Ms. Catalina Moreno, UNDP Senior Administrative Assistant; and
• All Participants.

ANNEX I

LIST OF PARTICIPANTS

08:30 Registro de los participantes

09:00 Inauguración del Taller

Palabras de la Seňora María Jordan, Presidenta

Asociación de Personal, UNICEF, Quito, Ecuador

09:15 / 10:00 Presentación individual de los participantes y del facilitador

10:00 / 10:15 Pausa / café

10:15 / 12:00 Introducción a la Teoría General de la Clasificación de Puestos

• Clasificación de Puestos
• Métodos de Evaluación de Descripción de Funciones
• Desarollo del Sistema de Clasificación de Puestos

12:00 / 12:30 Discusión en Plenaria

12:30 / 14:00 Almuerzo

14:00 / 15:00 Relaciones del Sistema de Clasificación de Puestos y otros Sistemas de Manejo y Administración de Recursos Humanos

• Descripción de funciones y salarios
• Clasificación de Puestos y Desarollo de los Recusos Humanos
• Descripción de Puestos y Proceso de Selección de Personal
• Clasificación de Funciones y Evaluación Profesional

15:00 / 15:30 Discusión en Plenaria

15:30 / 15:45 Pausa / café

15:45 / 17:00 Formación de Grupos de Trabajo

• Cada grupo de trabajo elaborará un resúmen de la jornada, incluyendo, perspectivas y propuestas

17:00 Fin de la jornada

08:30 / 10:00 Continuación : Presentación en Sesión Plenaria

10:00 / 10:15 Pausa / café

10:15 / 12:30 Descripción de funciones

• Guías para la Elaboración de Descripción de Funciones
• Organigrama de una Oficina de Campo

12:30 / 14:00 Almuerzo

14:00 / 15:30 Formación de grupos de trabano (cada grupo seleccionará un relator)

15:30 / 15:45 Pausa / café

15:45 / 17:00 Presentación y discusión en plenaria acerca del ejercicio

17:00 Fin de la jornada

08:30 / 10:00 Modificaciones introducidas al Manual sobre Metodología de Salarios Locales

10:00 / 10:15 Pausa / café

10:15 / 11:45 Preparativos de la Encuesta Salarial

Inventario de puestos, selección de puestos de referencia (benchmark jobs), selección de empleadores, cuestionarios, remuneración directa e indirecta, relevamiento y verificación de información.

11:45 / 12:30 Ejercicio de simulación de entrevista con un empleador

Recolección de datos.

(Se designarán dos participantes y sus roles, y el ejercicio será compartido con el facilitador. Discusión en plenaria acerca del ejercicio.

12:30 /14:00 Almuerzo

14:00 / 15:15 Criterios para la elaboración de la escala salarial

Selección de empleadores, eliminación de datos, técnicas de ponderación.

Ajustes interinos, implementación y modelos de los mismos

15:15 / 15:30 Pausa / café

15:45 / 17:00 Cuantificación de beneficios, prestaciones y servicios

Aplicación práctica de la nueva metodología y otras condiciones de servicio

17:00 Fin de la jornada

08:30 / 10:00 Análisis de los Datos

Eventos Detonantes

10:00 / 10:15 Pausa / café

10:15 / 12:30 Discusión en Plenaria

12:30 /14:00 Almuerzo

14:00 /16:00 Navegando el Programa B6

Formación de grupos de trabajo (cada grupo seleccionará un relator)

16:00 / 16:15 Pausa / café

16:15 / 17:00 Continuación del ejercicio

17:00 Fin de la jornada

08:30 / 10:00 Evaluación preliminar del ejercicio

10:00 / 10:15 Pausa / café

10:15 / 12:30 Continuación del ejercicio

12:30 /14:00 Almuerzo

14:00 /15:15 Presentación y discusión en plenaria del ejercicio y del cuestionario

Los relatores de cada grupo deberán realizar la presentación.

15:15 / 15:30 Pausa / café

15:30 / 17:00 Continuación de la presentación y discusión en plenaria del ejercicio y del cuestionario

17:00 / 17:30 Evaluación del Taller

17:45 Clausura del Taller

Facilitador: Señor Osvaldo Bastida, Facilitador y Experto de la FICSA

Apoyo: Señora Catalina Moreno, Asistente Administrativa Sr, UNDP, Quito, Ecuador

Workshop evaluation

Workshop on local salary survey methodology And job classification For non-headquarters duty stations

20 - 24 August 2001
Quito, Ecuador

Table Key
Ref. : 1 (potential usefulness of topic)
Ref. : 2 (gain in knowledge)
Ref. : 3 (resource staff were effective in helping your learning objectives)
Ref. : 4 (resource person effectiveness)
1 to 5 average: 1 as worthless and 5 as excellent

According to the new unified nomenclature announced through the UNDP Administrative Circular UNDP/ADM/99/5 dated 14 January 1999, traditional references to Professional and General Service categories were modified as follows: ICS (International Civil Servant) Grades ICS 1 to ICS 7 are used in lieu of categories known as General Services; Grades ICS 8 to ICS 12 are used in lieu of Grades known as P1 to P5 and LNOA to LNOE; and Grades ICS 13 to ICS 14 replace Grades referred to as D1 and D2. (Copy of Circular was included among Workshop documents).

The Classification of Posts constitutes an organizational method of posts and level of responsibilities in a particular order, or in other words, grouping similar or comparable jobs among them, according to their tasks, competencies, knowledge and experience required. All this to ensure and guarantee an adequate development of tasks, and thus equal job to equal salary.

The UN System Classification of Posts is based on the "Rank in Job" concept, i.e., rank within the post which should be applied over the "Rank in Person" concept, i.e., the personal qualifications of the incumbent of the post. The application of the Rank in Job concept guarantees coherence between real tasks and responsibilities of the post and grade assigned.

The following structures should be taken into account:

• Level of responsibilities
• Broad definition of tasks
• Framework of comparison with the labour market
• Perspective of career development

• Difficulty of work
• Work relationships
• Level of Supervision (responsibility for work of others)
• Physical environment
• Independence of action
• Knowledge / professional qualifications (this includes languages)

• Non Clerical Support (Drivers/Messengers)
• Secretaries
• Finance
• Administration

Job Classification Exercise within the whole United Nations System at any given Duty Station should be done prior to a Comprehensive Salary Survey. The results of this exercise should reflect a unified classification for all UN Organizations.

As a mandatory principle and in case of Job Classification Exercise, the incumbent should sign the corresponding form as well as his/her right to make relevant remarks. If the incumbent disagrees, he/she has the right to appeal before the corresponding Committee in order to seek the correct result.

The Job Classification System has been developed in accordance with other integrated areas of the Human Resource Management and Administration System.

The planning of Human Resources includes the following areas:

• Data Collection of Job Descriptions and Evaluation Process
• Job Descriptions and Recruitment
• Job Descriptions and Salaries
• Job Descriptions and Career Development
• Job Descriptions and Staff Training
• Job Descriptions and Performance Evaluation

Typical post titles have been identified within certain UN Agencies such as: information and technology, laboratory, librarian, etc. These posts normally lack appropriate updated job descriptions and/or lack appropriate comparators within the labour market. This has increased "outsourcing" to cover these posts.

The trend of considering General Services Staff Members (ISC 1 to ISC 7) inferior to Professional Categories (ISC 8 to ISC 12), has forced some Staff Members from ISC 1 to ISC 7 to pursue University studies even though their Job Descriptions do not require this level of knowledge. In most cases, when an opportunity opens, these Staff Members have no chance to occupy posts of greater responsibility in spite of their studies. What generally occurs is that the office seeks young professionals externally and this affects existent personnel negatively because the equivalent experience acquired is not considered by some UN Agencies.

All vacancies should firstly be announced within the interested UN Organization and then circulate among other United Nations Organizations at that given Duty Station. In case the vacancy has not been filled with internal candidates the advertisement should appear in a local newspaper. When publishing the advertisement it should say, "International Organization requires…" and not "International Enterprise/Institution requires…" Nevertheless, a vacancy announcement could be made simultaneously (in the three places) establishing different deadlines. Internal candidates should be given priority in case that during the recruitment process an external one meets the same level of requirements.

In many Organizations of the UN System there have been cases of abuse of power, sexual harassment and hostility. Even though many UN Organizations have a Code of Conduct regulating these situations, the vast majority of Staff Members are not aware of it. On the other hand, Personnel are exposed to a series of health problems such as loosening of the retina and radiation caused by the use of technology and information equipment. In some cases, Personnel are also exposed to situations of occupational stress and adverse working conditions. Situations such as these cited above make personnel occupational security vulnerable.

1. Regarding the Classification and Unification of Jobs and in order to guarantee the best prevailing conditions, the Local Salary Survey Committee (LSSC), those responsible for Human Resources and/or the Administrators of each UN Organization as well as Staff Associations should:

• Request Heads of UN Organizations to facilitate and promote the establishment of Inter-Agency Committees integrated by experienced personnel in the area to perform exercises on Classification and Unification of Jobs and Grades for the whole System at the given Duty Station.
• Consider that even though Job Descriptions have up to 18 responsibilities, it is advisable to include a maximum of 12 and, preferably, only 7. When classifying a job, low percentage responsibilities should be grouped and only those that add up to 5% or more should be included, thus avoiding any weakening of responsibilities.
• Update Job Description forms in accordance to the new technologies and labour market reality. The present terminology employed is obsolete. Concise and precise language should be used avoiding any ambiguity.
• Inform Staff Members of the Classification Process as well as their right to appeal in case of disagreement.

2. Regarding the recruitment process, Management and Staff Associations, should be responsible for the following:

• The fulfillment of Rules and Regulations in regards to the process of filling vacancies that is open within the UN System.
• That locally recruited staff from ISC 1 to ISC 7, regarding the process of filling vacancies and according to the Staff Rules and Regulations in force, does not required a University Degree.
• That all UN Agencies should apply and/or consider the years of equivalent experience acquired within the Organization.

3. As delivered and discussed during the Workshop, the Secretariat document under the code ST/ SGB/1998/19, dated 10 December 1998, regarding the Standards of Conduct for the International Civil Servants should be widely promoted and thus well known by all Staff.

4. Permanent communication among the different UN Organizations (Staff Associations and Management) should be maintained in order to exchange experiences and establish common procedures and guidelines.

Note: A network of UN Staff within the Americas who have attended FICSA Workshops since 1999 is available to help and advise Staff Members.