Human Resource Management

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A Framework for Human Resources Management
International Civil Service Commission

Introduction
The International Civil Service Commission (ICSC) adopted in 2000 a Framework for Human Resources Management. It was developed by members of ICSC and its secretariat, representatives of the organizations of the United Nations common system and representatives of the staff. The purpose of the Framework is to enable the organizations of the United Nations common system to manage their human resources effectively. The philosophy underlying it is grounded in the principles emanating from the provisions of the United Nations Charter, namely, the independence of the international civil service and the need for the organizations to recruit staff with the highest standards of efficiency, competence and integrity, with due regard to the importance of recruiting the staff on as wide a geographical basis as possible and to the equal participation of men and women in the work of the organizations. An overriding concern of human resources managers in the common system is to link human resources management with organizational goals, taking into account the external and internal forces relevant to human resources management. The Framework includes a definition of organizational design and its impact on the human resources management environment. It identifies the diverse yet interrelated elements which make up human resources management in the common system. It has six major components, some of which have a number of sub-components. Definitions, identification of core/non-core elements, underlying principles and the linkages between components are provided for the components and sub-components. The Framework provides the organizations with a holistic conceptual base from which to take action in one or more areas of human resources management reform. As such, it can be used to form the basis of the organizations’ future work on human resources policies and procedures. Mohsen Bel Hadj Amor Chairman International Civil Service Commission August 2001

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A Framework for Human Resources Management
The organization’s mission, mandate and strategy Internal forces: for example, organizational culture and style, staff/management relations, the budget process, jurisprudence Evolution of technology External forces: for example, funding, labour market, culture, media etc.

Development of conceptual base: how human resources management affects operational effectiveness

Human resources management strategies
Ethics/Standards of conduct for the international civil service Human resources information management underpins the framework

Organizational design, including job design and human resources planning

Compensation and benefits
Compensation/ benefits system

Employment
Recruitment, placement and retention Contractual arrangements Staff well-being

Career management
Career management, staff development and training Mobility Performance management

Good governance
Management style Role of staff representatives Administration of justice

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Environmental impact on human resources management

The organization’s mission, mandate and strategy Internal forces: for example, organizational culture and style, staff/management relations, the budget process, jurisprudence Evolution of technology External forces: for example, funding, labour market, culture, media etc.

Development of conceptual base: how human resources management affects operational effectiveness

Human resources management strategies

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Environmental impact on human resources management
Forces at various levels influence changes in human resources strategies and directions.Those with the most direct effect include changes in the nature of the organization’s mission, work and overall policy direction. Other forces are internal to the organization itself (its culture, work organization and management style), while still others originate outside the...
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