STATEMENT BY MR WONG KANG JET, DELEGATE TO THE 64th SESSION OF THE UNITED NATIONS GENERAL ASSEMBLY ON AGENDA ITEM 133: HUMAN RESOURCES MANAGEMENT, FIFTH COMMITTEE, 17 NOVEMBER 2009

STATEMENT BY MR WONG KANG JET, DELEGATE TO THE 64th SESSION OF THE UNITED NATIONS GENERAL ASSEMBLY ON AGENDA ITEM 133: HUMAN RESOURCES MANAGEMENT, FIFTH COMMITTEE, 17 NOVEMBER 2009

1. Mr Chairman, as this is the first time I am taking the floor during this session, allow me to congratulate you on your appointment as Chairman of the Fifth Committee. My delegation appreciates working under your able leadership. Our thanks also to Ms Catherine Pollard, Assistant Secretary-General, Office of Human Resources Management, Department of Management, for introducing the reports of the Secretary-General on Human Resources Management and to Ms Susan McLurg, Chairperson, Advisory Committee on Administrative and Budgetary Questions, for introducing the related report of the Advisory Committee. At the outset, my delegation would like to align fully with the statement made by Sudan on behalf of the Group of 77 and China.

The Need for Reform

2. A competent, committed and adequately compensated national civil service is essential for good governance, and vital for the economic and social well-being of any nation and the lives of its citizens. By extension, these qualities of professionalism and dedication are of paramount importance for a strong international civil service. At a time when the world is facing immense global challenges, it is especially crucial that the Organisation remains capable of effectively and efficiently implementing the numerous mandates of the General Assembly. That the Organisation faces increasing difficulties in fulfilling its mandated activities can partly be attributed to its outmoded and cumbersome human resources management policies.

Progress to date

3. Human resources management reform was taken a critical step forward by the General Assembly decision in its 63rd session to streamline the contractual arrangements and harmonise the conditions of service on the ground. This helped in paving the way for a new system that is more transparent and easier to administer. On that note, my delegation supports the efforts of the Secretary-General in implementing these reforms in a systematic and thorough manner. However, while contracts and service conditions are key human resource policies, my delegation reiterates that reforms should be carried out holistically and comprehensively to address other key aspects such as human resource planning, career development, performance management and training. In particular, I would like to touch on three specific areas.

Performance management

4. First, the Organization needs a robust performance management system for all staff to ensure that good performers are recognised and rewarded; underachievers undergo training to improve their performance; and deadbeats are served notice and/or given the appropriate sanctions. Putting strong incentives in place engenders a culture of excellence that would in turn attract capable and dynamic individuals to join and stay in the Organisation. My delegation is therefore encouraged to hear that the Staff-Management Coordination Committee is considering a 360 degree feedback mechanism, performance management training for supervisors, as well as a new rating system. However, I would like to stress that a good system goes beyond installing the right mechanisms but also stems from a genuine desire to differentiate for performance. For instance, the performance rating system will have to evolve from the current one where 99% of staff are rated as meeting or exceeding expectations to one where we are able to draw meaningful distinctions about staff performance.

Human Resource Planning

5. Second, at the broader level, it is not sufficient to merely identify individual talents serving in the Organisation. Human resource planning and monitoring functions will need to be strengthened to enable the Organisation to more clearly determine and define its long-term needs. The Secretary-General should ideally have a bird's-eye view of how human resource requirements are evolving across departments, in terms of headcount as well as the expertise and skills required, so that he can plan ahead to pre-empt the problems of tomorrow. Thus there will be a plan in place to deal with, for example, the coming wave of retirements whereby 30-40% of senior staff will leave the Organisation taking with them valuable experience and institutional memory, so that there is minimal impact on the functioning of the Organisation. For the individual staff, career progression should be clearly charted, and should include development opportunities such as milestone training and postings both at headquarters and in the field where appropriate.

Equitable Geographic Distribution

6. Third, we must not forget that a truly international civil service is one which attracts and retains talents from all parts of the world, for only then can the Organisation reflect the diverse character of its Member States. Today, developing countries are under-represented at the senior levels and some departments remain fiefdoms of a select few Member States. Let me state clearly that I am not advocating to bring about more equitable geographic representation as an end in itself. Rather, the Organisation can and should tap more extensively on individuals from across the globe who are as talented or more talented than those from the current predominant sources. The ensuing diversity will enable the Organisation to act local while thinking global.

Conclusion

7. While my delegation has highlighted three important areas where reforms are needed, we are also aware that those reforms take time to implement and are phased in at different times. Hence, we should not expect to, like a flick of a switch, transform the old human resource management system into a completely new and improved system at one go. Rather, we should continue to mould the human resource management system as it evolves. This brings me back to the issue in front of us today - the implementation of continuing appointments. Member States have made considerable progress at the 63rd session and all of us must now ensure that those reforms are fully realised in the near future to ensure that staff are not shortchanged. On that note, Singapore looks forward to working constructively with Member States and the Secretariat to finalise the implementation of continuing appointments as early as possible. I thank you, Mr Chairman.

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