The complexity and the time-frame of the process is, in part, a result of the requirements of gender and geographical representation that are unique to the UN system and required by its Charter to ensure the representativeness of the international civil service. It also reflects elaborate checks and balances instituted over the years in efforts to ensure transparency and fairness. She is convinced that the process can be reduced to around 120 days. Human resources planning The United Nations is also addressing the need for a more effective system for forecasting staffing requirements. The Secretary-General is giving priority to human resources planning in view of the fact that 11 per cent of the Secretariat staff are due to retire over the next five years.
Concrete steps are well under way.
Virtually everybody working at the Organization s New York Headquarters and in related offices around the world has been asked to complete a detailed on-line survey of their skills and experience. This skills inventory of staff, organized by OHRM, will assist in effective human resources planning throughout the Secretariat, providing a clear analysis of what skills are being lost and helping to guide future recruitment. In order to take full advantage of this data, OHRM is also developing a human resources forecasting and modelling system that eventually will further integrate human resources planning with programme, organizational and financial planning. Until recently, there was no systematic approach to staff development, either in terms of training or overall career planning. Although increased training funds were made available in the current budget, the report of the Secretary-General on human resources management notes that the United Nations currently spends only 0.75 per cent of staff costs on training and staff development.