DESA's STAFF SPEAK-UP: - CAREER DEVELOPMENT

B. Enhancing opportunities for career development (Summary of the issue raised by DESA Staff)

• Several staff members commented on the lack of sufficient learning and career development opportunities. Many viewed more flexible arrangements for short-, and medium-term assignments as necessary to help mobility and increase career opportunities. Working across divisions and departments, e.g. through task forces or on short- and medium-term assignments with other divisions, departments, regional commissions, and UN specialized agencies, was viewed by many as a way to improve staff exposure to other divisions/offices, increase knowledge and skills, stimulate creativity and dynamism, and create career opportunities for the long run.

• Assignment with the regional commissions, in particular, was seen as helping create a better understanding and stronger working relations between DESA and the commissions, whose work is closely related.

• A number of staff members pointed to the lack of strategic management of human resources that took into account the need to prepare junior staff to take on responsibilities at the senior level when required and the need to provide career prospects to all staff members, regardless of their grades. The use of consultants and retired staff also needed to be viewed in this context. It was noted that the frequent use of consultants and retirees to fill temporary vacancies – including for the writing of SG reports – had limited opportunities for junior staff to grow on the job by absorbing responsibilities at a more senior level, and perpetrated a capacity gap into the future. It also wastes financial resources and institutional memory. Overall, managers need to take better advantage of existing skills and provide incentives for staff to engage in their field of work.

• A number of issues were raised regarding performance evaluation relating to career development. These are included in the Section on Performance Management.