UN management
PERFORMANCE MANAGEMENT SYSTEM IN THE UNITED NATIONS
Ali Hassnain Khichi
Nature of the Project
The United Nations is seeking to transform itself by attempting to reform its human capital (OHRM 1999). It seeks to be results oriented to promote high performance and continuous learning whereas being responsive and accountable. In order for this to be achieved, there is need for the development of a performance management system that is firmly rooted in the accomplishment of the above mentioned goals. There are fundamental steps that have been taken to set the ground for these steps including profound leadership by the secretary general in the development of statements of core values and competencies which have been communicated to all staff members.
The purpose of this paper will be to propose some key steps and strategies that the UN should adopt in order to be at par with other high-performing large organizations. If carefully implemented, it would go a long way in streamlining the UN’s human capital and developing a management system that is efficient for the provision of necessary services.
Sources of Information
In this paper, the information used will be from first hand observation and clear analysis of the UN systems provided in the public domain and through the numerous publications available on the internet.
Concepts and Techniques
In looking at the strategies that the UN needs to put in place in order to ensure that there is a performance management system that is competent, it is important to examine each initiative with the corresponding objective it will be aimed at achieving. First, in order to create a results oriented workforce, the UN should implement an appraisal system that is based on merits and which corresponds to the objectives it hopes to achieve in the long run. There is also a need of identifying and specifying the competencies that will be emphasized.
There is need for more training
Ali Hassnain Khichi
Nature of the Project
The United Nations is seeking to transform itself by attempting to reform its human capital (OHRM 1999). It seeks to be results oriented to promote high performance and continuous learning whereas being responsive and accountable. In order for this to be achieved, there is need for the development of a performance management system that is firmly rooted in the accomplishment of the above mentioned goals. There are fundamental steps that have been taken to set the ground for these steps including profound leadership by the secretary general in the development of statements of core values and competencies which have been communicated to all staff members.
The purpose of this paper will be to propose some key steps and strategies that the UN should adopt in order to be at par with other high-performing large organizations. If carefully implemented, it would go a long way in streamlining the UN’s human capital and developing a management system that is efficient for the provision of necessary services.
Sources of Information
In this paper, the information used will be from first hand observation and clear analysis of the UN systems provided in the public domain and through the numerous publications available on the internet.
Concepts and Techniques
In looking at the strategies that the UN needs to put in place in order to ensure that there is a performance management system that is competent, it is important to examine each initiative with the corresponding objective it will be aimed at achieving. First, in order to create a results oriented workforce, the UN should implement an appraisal system that is based on merits and which corresponds to the objectives it hopes to achieve in the long run. There is also a need of identifying and specifying the competencies that will be emphasized.
There is need for more training
References: Ameri, H 2003, Fraud, Waste and Abuse, Aspects of U.N. Management and Personnel Policies, Lanham, Oxford, New York. Competencies for the Future, booklet published by the UN Specialist Services Division, OHRM, November 1999, New York. Newsletter Issue No. 1, 1999: Human Resources Management, Reform: What does it mean? Office of Human Resources Management (Ed.), United Nations Headquarters, New York. Viewed on 08 August 2011