Key fingerprint 9EF0 C41A FBA5 64AA 650A 0259 9C6D CD17 283E 454C

-----BEGIN PGP PUBLIC KEY BLOCK-----

mQQBBGBjDtIBH6DJa80zDBgR+VqlYGaXu5bEJg9HEgAtJeCLuThdhXfl5Zs32RyB
I1QjIlttvngepHQozmglBDmi2FZ4S+wWhZv10bZCoyXPIPwwq6TylwPv8+buxuff
B6tYil3VAB9XKGPyPjKrlXn1fz76VMpuTOs7OGYR8xDidw9EHfBvmb+sQyrU1FOW
aPHxba5lK6hAo/KYFpTnimsmsz0Cvo1sZAV/EFIkfagiGTL2J/NhINfGPScpj8LB
bYelVN/NU4c6Ws1ivWbfcGvqU4lymoJgJo/l9HiV6X2bdVyuB24O3xeyhTnD7laf
epykwxODVfAt4qLC3J478MSSmTXS8zMumaQMNR1tUUYtHCJC0xAKbsFukzbfoRDv
m2zFCCVxeYHvByxstuzg0SurlPyuiFiy2cENek5+W8Sjt95nEiQ4suBldswpz1Kv
n71t7vd7zst49xxExB+tD+vmY7GXIds43Rb05dqksQuo2yCeuCbY5RBiMHX3d4nU
041jHBsv5wY24j0N6bpAsm/s0T0Mt7IO6UaN33I712oPlclTweYTAesW3jDpeQ7A
ioi0CMjWZnRpUxorcFmzL/Cc/fPqgAtnAL5GIUuEOqUf8AlKmzsKcnKZ7L2d8mxG
QqN16nlAiUuUpchQNMr+tAa1L5S1uK/fu6thVlSSk7KMQyJfVpwLy6068a1WmNj4
yxo9HaSeQNXh3cui+61qb9wlrkwlaiouw9+bpCmR0V8+XpWma/D/TEz9tg5vkfNo
eG4t+FUQ7QgrrvIkDNFcRyTUO9cJHB+kcp2NgCcpCwan3wnuzKka9AWFAitpoAwx
L6BX0L8kg/LzRPhkQnMOrj/tuu9hZrui4woqURhWLiYi2aZe7WCkuoqR/qMGP6qP
EQRcvndTWkQo6K9BdCH4ZjRqcGbY1wFt/qgAxhi+uSo2IWiM1fRI4eRCGifpBtYK
Dw44W9uPAu4cgVnAUzESEeW0bft5XXxAqpvyMBIdv3YqfVfOElZdKbteEu4YuOao
FLpbk4ajCxO4Fzc9AugJ8iQOAoaekJWA7TjWJ6CbJe8w3thpznP0w6jNG8ZleZ6a
jHckyGlx5wzQTRLVT5+wK6edFlxKmSd93jkLWWCbrc0Dsa39OkSTDmZPoZgKGRhp
Yc0C4jePYreTGI6p7/H3AFv84o0fjHt5fn4GpT1Xgfg+1X/wmIv7iNQtljCjAqhD
6XN+QiOAYAloAym8lOm9zOoCDv1TSDpmeyeP0rNV95OozsmFAUaKSUcUFBUfq9FL
uyr+rJZQw2DPfq2wE75PtOyJiZH7zljCh12fp5yrNx6L7HSqwwuG7vGO4f0ltYOZ
dPKzaEhCOO7o108RexdNABEBAAG0Rldpa2lMZWFrcyBFZGl0b3JpYWwgT2ZmaWNl
IEhpZ2ggU2VjdXJpdHkgQ29tbXVuaWNhdGlvbiBLZXkgKDIwMjEtMjAyNCmJBDEE
EwEKACcFAmBjDtICGwMFCQWjmoAFCwkIBwMFFQoJCAsFFgIDAQACHgECF4AACgkQ
nG3NFyg+RUzRbh+eMSKgMYOdoz70u4RKTvev4KyqCAlwji+1RomnW7qsAK+l1s6b
ugOhOs8zYv2ZSy6lv5JgWITRZogvB69JP94+Juphol6LIImC9X3P/bcBLw7VCdNA
mP0XQ4OlleLZWXUEW9EqR4QyM0RkPMoxXObfRgtGHKIkjZYXyGhUOd7MxRM8DBzN
yieFf3CjZNADQnNBk/ZWRdJrpq8J1W0dNKI7IUW2yCyfdgnPAkX/lyIqw4ht5UxF
VGrva3PoepPir0TeKP3M0BMxpsxYSVOdwcsnkMzMlQ7TOJlsEdtKQwxjV6a1vH+t
k4TpR4aG8fS7ZtGzxcxPylhndiiRVwdYitr5nKeBP69aWH9uLcpIzplXm4DcusUc
Bo8KHz+qlIjs03k8hRfqYhUGB96nK6TJ0xS7tN83WUFQXk29fWkXjQSp1Z5dNCcT
sWQBTxWxwYyEI8iGErH2xnok3HTyMItdCGEVBBhGOs1uCHX3W3yW2CooWLC/8Pia
qgss3V7m4SHSfl4pDeZJcAPiH3Fm00wlGUslVSziatXW3499f2QdSyNDw6Qc+chK
hUFflmAaavtpTqXPk+Lzvtw5SSW+iRGmEQICKzD2chpy05mW5v6QUy+G29nchGDD
rrfpId2Gy1VoyBx8FAto4+6BOWVijrOj9Boz7098huotDQgNoEnidvVdsqP+P1RR
QJekr97idAV28i7iEOLd99d6qI5xRqc3/QsV+y2ZnnyKB10uQNVPLgUkQljqN0wP
XmdVer+0X+aeTHUd1d64fcc6M0cpYefNNRCsTsgbnWD+x0rjS9RMo+Uosy41+IxJ
6qIBhNrMK6fEmQoZG3qTRPYYrDoaJdDJERN2E5yLxP2SPI0rWNjMSoPEA/gk5L91
m6bToM/0VkEJNJkpxU5fq5834s3PleW39ZdpI0HpBDGeEypo/t9oGDY3Pd7JrMOF
zOTohxTyu4w2Ql7jgs+7KbO9PH0Fx5dTDmDq66jKIkkC7DI0QtMQclnmWWtn14BS
KTSZoZekWESVYhORwmPEf32EPiC9t8zDRglXzPGmJAPISSQz+Cc9o1ipoSIkoCCh
2MWoSbn3KFA53vgsYd0vS/+Nw5aUksSleorFns2yFgp/w5Ygv0D007k6u3DqyRLB
W5y6tJLvbC1ME7jCBoLW6nFEVxgDo727pqOpMVjGGx5zcEokPIRDMkW/lXjw+fTy
c6misESDCAWbgzniG/iyt77Kz711unpOhw5aemI9LpOq17AiIbjzSZYt6b1Aq7Wr
aB+C1yws2ivIl9ZYK911A1m69yuUg0DPK+uyL7Z86XC7hI8B0IY1MM/MbmFiDo6H
dkfwUckE74sxxeJrFZKkBbkEAQRgYw7SAR+gvktRnaUrj/84Pu0oYVe49nPEcy/7
5Fs6LvAwAj+JcAQPW3uy7D7fuGFEQguasfRrhWY5R87+g5ria6qQT2/Sf19Tpngs
d0Dd9DJ1MMTaA1pc5F7PQgoOVKo68fDXfjr76n1NchfCzQbozS1HoM8ys3WnKAw+
Neae9oymp2t9FB3B+To4nsvsOM9KM06ZfBILO9NtzbWhzaAyWwSrMOFFJfpyxZAQ
8VbucNDHkPJjhxuafreC9q2f316RlwdS+XjDggRY6xD77fHtzYea04UWuZidc5zL
VpsuZR1nObXOgE+4s8LU5p6fo7jL0CRxvfFnDhSQg2Z617flsdjYAJ2JR4apg3Es
G46xWl8xf7t227/0nXaCIMJI7g09FeOOsfCmBaf/ebfiXXnQbK2zCbbDYXbrYgw6
ESkSTt940lHtynnVmQBvZqSXY93MeKjSaQk1VKyobngqaDAIIzHxNCR941McGD7F
qHHM2YMTgi6XXaDThNC6u5msI1l/24PPvrxkJxjPSGsNlCbXL2wqaDgrP6LvCP9O
uooR9dVRxaZXcKQjeVGxrcRtoTSSyZimfjEercwi9RKHt42O5akPsXaOzeVjmvD9
EB5jrKBe/aAOHgHJEIgJhUNARJ9+dXm7GofpvtN/5RE6qlx11QGvoENHIgawGjGX
Jy5oyRBS+e+KHcgVqbmV9bvIXdwiC4BDGxkXtjc75hTaGhnDpu69+Cq016cfsh+0
XaRnHRdh0SZfcYdEqqjn9CTILfNuiEpZm6hYOlrfgYQe1I13rgrnSV+EfVCOLF4L
P9ejcf3eCvNhIhEjsBNEUDOFAA6J5+YqZvFYtjk3efpM2jCg6XTLZWaI8kCuADMu
yrQxGrM8yIGvBndrlmmljUqlc8/Nq9rcLVFDsVqb9wOZjrCIJ7GEUD6bRuolmRPE
SLrpP5mDS+wetdhLn5ME1e9JeVkiSVSFIGsumZTNUaT0a90L4yNj5gBE40dvFplW
7TLeNE/ewDQk5LiIrfWuTUn3CqpjIOXxsZFLjieNgofX1nSeLjy3tnJwuTYQlVJO
3CbqH1k6cOIvE9XShnnuxmiSoav4uZIXnLZFQRT9v8UPIuedp7TO8Vjl0xRTajCL
PdTk21e7fYriax62IssYcsbbo5G5auEdPO04H/+v/hxmRsGIr3XYvSi4ZWXKASxy
a/jHFu9zEqmy0EBzFzpmSx+FrzpMKPkoU7RbxzMgZwIYEBk66Hh6gxllL0JmWjV0
iqmJMtOERE4NgYgumQT3dTxKuFtywmFxBTe80BhGlfUbjBtiSrULq59np4ztwlRT
wDEAVDoZbN57aEXhQ8jjF2RlHtqGXhFMrg9fALHaRQARAQABiQQZBBgBCgAPBQJg
Yw7SAhsMBQkFo5qAAAoJEJxtzRcoPkVMdigfoK4oBYoxVoWUBCUekCg/alVGyEHa
ekvFmd3LYSKX/WklAY7cAgL/1UlLIFXbq9jpGXJUmLZBkzXkOylF9FIXNNTFAmBM
3TRjfPv91D8EhrHJW0SlECN+riBLtfIQV9Y1BUlQthxFPtB1G1fGrv4XR9Y4TsRj
VSo78cNMQY6/89Kc00ip7tdLeFUHtKcJs+5EfDQgagf8pSfF/TWnYZOMN2mAPRRf
fh3SkFXeuM7PU/X0B6FJNXefGJbmfJBOXFbaSRnkacTOE9caftRKN1LHBAr8/RPk
pc9p6y9RBc/+6rLuLRZpn2W3m3kwzb4scDtHHFXXQBNC1ytrqdwxU7kcaJEPOFfC
XIdKfXw9AQll620qPFmVIPH5qfoZzjk4iTH06Yiq7PI4OgDis6bZKHKyyzFisOkh
DXiTuuDnzgcu0U4gzL+bkxJ2QRdiyZdKJJMswbm5JDpX6PLsrzPmN314lKIHQx3t
NNXkbfHL/PxuoUtWLKg7/I3PNnOgNnDqCgqpHJuhU1AZeIkvewHsYu+urT67tnpJ
AK1Z4CgRxpgbYA4YEV1rWVAPHX1u1okcg85rc5FHK8zh46zQY1wzUTWubAcxqp9K
1IqjXDDkMgIX2Z2fOA1plJSwugUCbFjn4sbT0t0YuiEFMPMB42ZCjcCyA1yysfAd
DYAmSer1bq47tyTFQwP+2ZnvW/9p3yJ4oYWzwMzadR3T0K4sgXRC2Us9nPL9k2K5
TRwZ07wE2CyMpUv+hZ4ja13A/1ynJZDZGKys+pmBNrO6abxTGohM8LIWjS+YBPIq
trxh8jxzgLazKvMGmaA6KaOGwS8vhfPfxZsu2TJaRPrZMa/HpZ2aEHwxXRy4nm9G
Kx1eFNJO6Ues5T7KlRtl8gflI5wZCCD/4T5rto3SfG0s0jr3iAVb3NCn9Q73kiph
PSwHuRxcm+hWNszjJg3/W+Fr8fdXAh5i0JzMNscuFAQNHgfhLigenq+BpCnZzXya
01kqX24AdoSIbH++vvgE0Bjj6mzuRrH5VJ1Qg9nQ+yMjBWZADljtp3CARUbNkiIg
tUJ8IJHCGVwXZBqY4qeJc3h/RiwWM2UIFfBZ+E06QPznmVLSkwvvop3zkr4eYNez
cIKUju8vRdW6sxaaxC/GECDlP0Wo6lH0uChpE3NJ1daoXIeymajmYxNt+drz7+pd
jMqjDtNA2rgUrjptUgJK8ZLdOQ4WCrPY5pP9ZXAO7+mK7S3u9CTywSJmQpypd8hv
8Bu8jKZdoxOJXxj8CphK951eNOLYxTOxBUNB8J2lgKbmLIyPvBvbS1l1lCM5oHlw
WXGlp70pspj3kaX4mOiFaWMKHhOLb+er8yh8jspM184=
=5a6T
-----END PGP PUBLIC KEY BLOCK-----

		

Contact

If you need help using Tor you can contact WikiLeaks for assistance in setting it up using our simple webchat available at: https://wikileaks.org/talk

If you can use Tor, but need to contact WikiLeaks for other reasons use our secured webchat available at http://wlchatc3pjwpli5r.onion

We recommend contacting us over Tor if you can.

Tor

Tor is an encrypted anonymising network that makes it harder to intercept internet communications, or see where communications are coming from or going to.

In order to use the WikiLeaks public submission system as detailed above you can download the Tor Browser Bundle, which is a Firefox-like browser available for Windows, Mac OS X and GNU/Linux and pre-configured to connect using the anonymising system Tor.

Tails

If you are at high risk and you have the capacity to do so, you can also access the submission system through a secure operating system called Tails. Tails is an operating system launched from a USB stick or a DVD that aim to leaves no traces when the computer is shut down after use and automatically routes your internet traffic through Tor. Tails will require you to have either a USB stick or a DVD at least 4GB big and a laptop or desktop computer.

Tips

Our submission system works hard to preserve your anonymity, but we recommend you also take some of your own precautions. Please review these basic guidelines.

1. Contact us if you have specific problems

If you have a very large submission, or a submission with a complex format, or are a high-risk source, please contact us. In our experience it is always possible to find a custom solution for even the most seemingly difficult situations.

2. What computer to use

If the computer you are uploading from could subsequently be audited in an investigation, consider using a computer that is not easily tied to you. Technical users can also use Tails to help ensure you do not leave any records of your submission on the computer.

3. Do not talk about your submission to others

If you have any issues talk to WikiLeaks. We are the global experts in source protection – it is a complex field. Even those who mean well often do not have the experience or expertise to advise properly. This includes other media organisations.

After

1. Do not talk about your submission to others

If you have any issues talk to WikiLeaks. We are the global experts in source protection – it is a complex field. Even those who mean well often do not have the experience or expertise to advise properly. This includes other media organisations.

2. Act normal

If you are a high-risk source, avoid saying anything or doing anything after submitting which might promote suspicion. In particular, you should try to stick to your normal routine and behaviour.

3. Remove traces of your submission

If you are a high-risk source and the computer you prepared your submission on, or uploaded it from, could subsequently be audited in an investigation, we recommend that you format and dispose of the computer hard drive and any other storage media you used.

In particular, hard drives retain data after formatting which may be visible to a digital forensics team and flash media (USB sticks, memory cards and SSD drives) retain data even after a secure erasure. If you used flash media to store sensitive data, it is important to destroy the media.

If you do this and are a high-risk source you should make sure there are no traces of the clean-up, since such traces themselves may draw suspicion.

4. If you face legal action

If a legal action is brought against you as a result of your submission, there are organisations that may help you. The Courage Foundation is an international organisation dedicated to the protection of journalistic sources. You can find more details at https://www.couragefound.org.

WikiLeaks publishes documents of political or historical importance that are censored or otherwise suppressed. We specialise in strategic global publishing and large archives.

The following is the address of our secure site where you can anonymously upload your documents to WikiLeaks editors. You can only access this submissions system through Tor. (See our Tor tab for more information.) We also advise you to read our tips for sources before submitting.

http://ibfckmpsmylhbfovflajicjgldsqpc75k5w454irzwlh7qifgglncbad.onion

If you cannot use Tor, or your submission is very large, or you have specific requirements, WikiLeaks provides several alternative methods. Contact us to discuss how to proceed.


Office of the United Nations High Commissioner for Refugees: Audit of International Professional Roster (AR2005-162-03), 13 Jun 2006

From WikiLeaks

Jump to: navigation, search

Donate to WikiLeaks

Unless otherwise specified, the document described here:

  • Was first publicly revealed by WikiLeaks working with our source.
  • Was classified, confidential, censored or otherwise withheld from the public before release.
  • Is of political, diplomatic, ethical or historical significance.

Any questions about this document's veracity are noted.

The summary is approved by the editorial board.

See here for a detailed explanation of the information on this page.

If you have similar or updated material, see our submission instructions.

Contact us

Press inquiries

Follow updates

Release date
January 12, 2009

Summary

United Nations Office of Internal Oversight Services (UN OIOS) 13 Jun 2006 report titled "Audit of International Professional Roster [AR2005-162-03]" relating to the Office of the United Nations High Commissioner for Refugees. The report runs to 12 printed pages.

Note
Verified by Sunshine Press editorial board

Download

File | Torrent | Magnet

Further information

Context
International organization
United Nations Office of Internal Oversight Services
Authored on
June 13, 2006
File size in bytes
166210
File type information
PDF
Cryptographic identity
SHA256 157e88be8b40e496dfbf85a3dee665c13962088534e49c3258f23b70ccff07a7


Simple text version follows

                      UNITED NATIONS

                Office of Internal Oversight Services
                       UNHCR Audit Service




Assignment AR2005/162/03                                13 June 2006
Audit Report R06/R011




 AUDIT OF UNHCR INTERNATIONAL PROFESSIONAL ROSTER




                              Auditors:
                        Theodor Ludviksson
                           M�nica D�az
                          Stephan Helck


-----------------------------------------------------------------------------------------

      UNITED NATIONS                                                    NATIONS UNIES

                             Office of Internal Oversight Services
                                    UNHCR Audit Service

AUDIT OF UNHCR INTERNATIONAL PROFESSIONAL ROSTER (AR2005/162/03)

                                  EXECUTIVE SUMMARY


Towards the end of 2005 and extending into 2006, OIOS conducted an audit of the UNHCR
International Professional Roster (IPR) at Headquarters. The audit covered activities related to the
IPR from its establishment in 2004. The responsibility for these activities was the Roster Unit of the
Recruitment and Postings Section. During an Exit Conference held on 21 April 2006, OIOS
presented the audit results to the Head of the Roster Unit. A positive reaction was received to the
recommendations made.
                                          Overall Assessment
� OIOS assessed the establishment and start-up management of the IPR as above average. This
   was a new initiative in UNHCR that needed dedicated input and creativity by DHRM staff, as
   well as close support and observance by management. Overall, apart from normal teething
   problems, it was well managed and monitored closely, and the activities were re-assessed early
   on allowing corrective action in a timely manner. In OIOS' opinion the IPR pilot project was
   successful and although some enhancements are still required it has to a great extent helped
   UNHCR in meeting certain recruitment and staff advancement needs.

                                           Call for Candidates
�    The annual calls for candidates attracted an increased number of applications each year. It has
    resulted in a fairly wide range of applications by job profiles; the most popular was for protection
    functions. The Roster Unit made concerted efforts to attract more applicants with
    technical/logistics backgrounds by targeting them when announcing the call for candidates, as
    well as making presentations to universities in certain countries to raise awareness to the Roster
    to attract and motivate potential candidates to apply.

                                            Entry Tests
� The entry tests, which were initially mandatory for external candidates and optional for internal
  candidates, have proved very helpful in the Roster process by clearly identifying strong
  candidates through its rating system. The policies and procedures surrounding the entry test have
  developed since the launch of the Roster. All potential candidates are required to pass the entry
  test before being accepted. The test's formulation has been changed to assess competencies and
  skills rather than knowledge of the UN and UNHCR, and of its policies and procedures.

�    The tests have been conducted in English but certain sections allowed candidates to demonstrate
    their skills and competency in French or Arabic. OIOS' agrees with such an approach, as
    competency in other languages is very important considering UNHCR's rotation policy and the
    fact that UNHCR has already identified that the number of staff with competency in French
    should be increased.


-----------------------------------------------------------------------------------------

                                     Placing Candidates on Shortlists
�    After candidates pass the screening and entry test they are placed on the Roster and can be
    presented on the shortlists given to managers selecting personnel for vacancies. For selected
    candidates, an interview was not mandatory but it was OIOS' view, that the manager responsible
    for the selection process should conduct an interview. This would aim to verify the test results
    and to assess whether the candidate had the required language and other skills necessary to
    effectively carry out the functions to be assigned.

                                          IPR Database System
�    All relevant data on the Roster is kept in a stand-alone database system, which was created and
    developed within the Roster Unit. It was custom-made for the Roster from a common openly
    available system. OIOS noted there were no user guides or other documentation available on its
    functions or processes, and no guaranteed technical support. OIOS recommended that this be
    addressed to ensure the integrity and reliability of the data gathered for the IPR.


                                                                                    June 2006


-----------------------------------------------------------------------------------------

                                 TABLE OF CONTENTS



CHAPTER                                                  Paragraphs


  I.    INTRODUCTION                                       1-6

 II.    AUDIT OBJECTIVES                                     7

 III.   AUDIT SCOPE AND METHODOLOGY                          8

 IV.    AUDIT FINDINGS AND RECOMMENDATIONS

        A. Call for Candidates                             9 - 15
        B. Entry Tests                                    16 - 21
        C. Functional Clearance                           22 - 23
        D. Roster Unit Processing and Data Maintenance    24 - 28
        E. Placing Candidates on Shortlists               29 � 31
        F. IPR Database System                            32 - 34

 V.     ACKNOWLEDGEMENT                                     35


-----------------------------------------------------------------------------------------

                                    I.     INTRODUCTION


1.      OIOS carried out an audit of UNHCR's International Professional Roster (IPR) during
the period from late 2005 extending into early 2006. The audit was conducted in accordance
with the International Standards for the Professional Practice of Internal Auditing.

2.       As UNHCR normally fills posts through re-assignments and the rotation of internal
staff, there have been some difficulties in filling vacant posts, particularly in the least
attractive locations. Some posts had to be re-advertised causing long delays in filling them.
As a result, the IPR was established through IOM/02/2004& FOM/02/2004, dated 7 January
2004 as a pilot project to enable UNHCR to maintain a list of qualified candidates that could
be included with the vacancy shortlists for managers' review, if there was an insufficient
number of internal applicants, i.e. less than three. The Roster aimed at filling entry-level
international positions (P-2 and P-3) in a timely manner with qualified professionals.

3.      The Roster contains data on pre-screened and pre-selected candidates, who meet
various UNHCR requirements and can be employed/deployed by UNHCR within a relatively
short period. It includes various categories of UNHCR internal staff, staff and persons from
the UN common system, as well as external candidates. Also, staff at the G category, JPOs
and UNVs can apply to be included on the Roster. It can therefore serve as an instrument for
promotions and assignments to higher or more permanent employment categories in UNHCR.

4.      The IPR is maintained by the Division of Human Resources Management/Roster Unit.
The Roster Sub-Unit consists of two GS regular staff and occasionally one temporary
assistant, reporting to the Head of the Recruitment Unit, which also includes the
JPO/Consultants Sub-Unit. Additional resources were allocated, when required, e.g. during
the pre-screening process or the conducting of the entry tests. During these periods, the Roster
Unit sourced assistance from their colleagues of the Postings Unit or from staff in between
assignments. For the design, development and the administration of the entry tests, the Roster
Unit hired assistance from the United Nations System Staff College (UNSSC) in Turin.

5.      Apart from staff resources, no direct costs are associated with the IPR. Initially, some
travel and other costs for candidates were incurred, however, such costs are no longer
accepted.

6.     The findings and recommendations contained in this final audit report have been
discussed with the officials directly responsible for the audited activities during the exit
conference held on 21 April 2006. A draft of this report was sent to the Director, Division of
Human Resources Management and the Head of the Roster Unit on 2 May 2006, on which
comments were received on 30 May 2006 and are reflected as appropriate in this final report.
DHRM has responded positively to all of the audit recommendations made and is in the
process of implementing them.

                                 II.     AUDIT OBJECTIVES

7.     The main objectives of the audit were to evaluate the adequacy and effectiveness of
controls established for the International Professional Roster, and to:

       �   Assess the level of improved recruitment actions after its establishment


-----------------------------------------------------------------------------------------

                                                2



            with regard to timeliness of recruitment and the increased level of
            appropriate candidates for selection purposes
        �   Determine the level of compliance with the requirements established under
            IOM/02/2004 - FOM/02/2004 and Rev. 1
        �   Assess the appropriateness of the IPR Database information, including the regular
            updating and maintenance of the Roster system

                          III.   AUDIT SCOPE AND METHODOLOGY

8.      The audit focused on activities undertaken during the period from the establishment of
the Roster in 2004 until early 2006. It included a review of two calls for candidates, the pre-
screening process, the design and administration of the entry tests including the marking
process. It also reviewed the management and administration of the IPR data system and the
recruitment procedure, including the shortlisting of candidates for selection by managers. The
audit activities included interviews with staff, analysis of applicable data and a review of the
IPR data system, as well as available documents and other relevant records.

                  IV.      AUDIT FINDINGS AND RECOMMENDATIONS

                                    A.      Call for Candidates

9.       Since the establishment of the IPR, there have been three annual calls for candidates.
They were advertised in either December or January via the UNHCR Broadcast system for the
attention of internal candidates and on the UNHCR website for external candidates. In July
2004 there was an exceptional second call for internal candidates. The calls for internal
candidates set out all the criteria required and contained relevant information concerning the
application, e.g. recruitment profiles, specific eligibility criteria, deadlines, as well as the
required documents and application forms that were to be completed. For external candidates,
all the necessary information concerning the application and the respective forms were
provided on the UNHCR website. The period for reception of applications was about four to
six weeks from the time the advertisement was placed. No major communication or technical
problems were identified by the audit in this area.

10.     The calls for candidates were successful, as many applications were received. It is
also interesting to note that while the number of external candidates increased considerably
every year, the number of internal candidates reduced drastically. The relevant details are as
follows:

          2004                   Applicants         Eligible      Passed test       Inc. in IPR
UNHCR Staff                         602               281         (test optional)       281
External Candidates                 598               533              252              252
Exceptional 2nd internal call     Unknown             100         (test optional)       100

          2005                   Applicants         Eligible      Passed test       Inc. in IPR
UNHCR Staff                         162                82         (test optional)        82
External Candidates                2193               932              180              180
UNVs                                150                75               16               16


-----------------------------------------------------------------------------------------

                                             3




11.      The 2006 call resulted in over 4,000 applications from which well over 1,400
candidates passed the initial screening done to confirm their qualifications and were offered to
sit the entry test on 30 May 2006. Of those, there were over 1,000 external candidates and 420
internal ones. The above figures show the growing interest in the IPR as total applications
moved from 1,200 to 2,500 to 4,000 over three calls from 2004 to 2006.

12.    At the end of each calendar year, the IPR Unit writes to the candidates and asks them
to express their interest in remaining on the roster. At the end of 2005, about 650 candidates
were requested to confirm their interest. Around 170 candidates did not revert within the
deadline, which appeared to the Roster Unit to be a reasonable number as likely they got jobs
elsewhere. As part of this annual exercise, candidates were asked to send updates on their
Curriculum Vitae so that they can be recorded in the IPR database.

13.     During 2004 and 2005 about 215 UNHCR entry-level vacancies (mainly P-2 and P-3
posts) were filled with Roster candidates. There was a rather negative feedback by managers
concerning the shortlisted candidates for technical job profiles (e.g. logistics). The Roster
Unit discussed these concerns with the managers involved, and initiated action to improve the
situation. In order to increase the number and quality of Roster candidates with a technical
background, the Roster Unit contacted other international organizations that may have had a
pool of suitable candidates. The IPR information was also posted on targeted websites, which
may have been frequented by potential candidates. Furthermore there have been presentations
from UNHCR Representatives in university circles in the USA, Norway and Japan, in which
the IPR has been presented and discussed in an effort to attract and motivate potential
candidates to apply.

      Recommendation:

            The UNHCR Division of Human Resources Management
            should continue to target potential candidates with required
            backgrounds to ensure that the Roster will meet UNHCR
            recruitment needs for all functions (Rec. 01).

14.     In response, DHRM stated that the IPR Unit will continue to request assistance of
technical departments in UNHCR such as Public Information and Supply/Logistics in order
to expand the information on the IPR. The outcome of the 2006 IPR will show whether the
expanded and targeted publicity has resulted in an increased number of suitable candidates
for these profiles. OIOS is pleased to note the action to be taken and will monitor the outcome
of the 2006 IPR.

15.     Only the candidates having met the eligibility criteria were considered for the Roster.
To determine whether applicants met these criteria, the candidates were pre-screened by
checking their curriculum vitae. If it was difficult to determine whether the candidates met
the requirements, the cases were presented, discussed and resolved within a panel. The
relatively small Roster Unit needed assistance to cope with the large number of interested
candidates and to complete the related pre-screening. The Recruitment Unit will be
discontinued on 30 June 2006, and the Roster Sub-Unit will be attached to the Postings Unit,
reporting to the Head of that Unit as of 1 July 2006.


-----------------------------------------------------------------------------------------

                                               4




                                         B. Entry Tests

16.     According to Para 18 of the IOM/02/2004 - FOM/02/2004 and its subsequent revision,
external candidates applying for the Roster were required to take an entry test, while internal
candidates were given the option as whether to sit the test or not. In 2005, it was decided that
irrelevant of their status, all future applicants should sit the entry test, and only the successful
ones be considered for the Roster. Only candidates applying for Finance posts, who have
successfully passed the UN Competitive Finance Examination or the UN NCE were exempt.

17.     The High Commissioner announced on 19 December 2005 that henceforth the IPR test
was mandatory for all IPR applicants. Candidates for Finance posts as referred to above were
except as was those for Field Safety Adviser posts are not required to undergo the IPR test,
since they are subject to a rigorous selection and vetting process, which involves the UN
Secretariat (UNDSS, previously UNSECORD).

18.     Since the establishment of the IPR, two entry tests have been conducted, the first on
18 March 2004 and the second on 28 April 2005. Of the 381 candidates who attended the first
entry test a total of 305 candidates (53 internal and 252 external) (80 per cent) passed.
Almost 800 applicants took the second entry test in April 2005 and this time the overall pass
rate was lower and only 204 (25 per cent) candidates passed. The disparity in the percentage
passing the tests was due to the different approach taken when 2004 is compared to 2005.
The pass-mark for the 2004 test was set after the grading/assessment, while for the 2005 test,
the pass-mark (50 out of 100) was set in advance and was strictly applied. OIOS understands
that several candidates only just failed (e.g. 49/ 48 out of 100). In a few cases, borderline
applicants were reconsidered and included in the Roster after an examination of their files.

19.      DHRM stated that the disparity in the percentage could be explained by the fact that
the first entry exam was done in a non-controlled environment and the second one in a
controlled environment. Candidates who passed the entry test in 2004 had a full working day
to return the exam and could work from any location even from home. In 2005 candidates
were given a fixed time, venue and focal points were designated to monitor the test location.
In 2006 the test will again be conducted in a controlled environment.

20.     The initial intention was to evaluate inter alia the applicants' analytical skills,
awareness of the international environment, knowledge of the United Nations and refugee
affaires, skills in English and computer literacy. A demonstrated working knowledge of
French, as well as another official UN language was to be taken into account. Accordingly,
DHRM developed the entry tests in collaboration with divisions and functional units at
Headquarters and in consultation with the UNSSC. The Staff College was also involved in the
grading process and provided a comprehensive evaluation of the 2004 entry test. DHRM is in
the progress of implementing the recommendations made in the evaluation report. These
mainly relate to modifying the test structure towards a more `general test' to examine
candidates' core competencies. DHRM further explained that the Staff Development Section
was charged with validation and preparation of the future IPR test and in this capacity
invited the UNSSC in 2004 for post-facto validation of questions and methodology as well
coordinated the stakeholders from other concerned Divisions (DOS, DIP); in 2005 they were
involved in validation and correction procedures. However, the IPR Unit does all the work
from the initial call to the candidates until the first screening. Furthermore, IPR Unit


-----------------------------------------------------------------------------------------

                                              5



provides the database of all screened candidates as well as the focal points to the UNSSC so
that they can focus on the design of the entry exam and its final administration.

21.      The entry test was in English however the first entry test (in March 2004) gave
candidates the choice to answer 4 out of 10 questions of part IV in French or Arabic to
demonstrate their language skills. It is also planned that the 2006 candidates can choose to
answer some of the questions in French. OIOS is of the opinion that language skills are
essential to perform UNHCR assignments worldwide because of the UNHCR principle of
staff rotation. Therefore, the entry test should be designed not only to test the candidates'
proficiency in English, but also their knowledge of other UNHCR working languages. DHRM
stated that considering the fact that important refugee situations are in francophone areas,
candidates who are proficient in French will be given the opportunity to reply in that
language to one of the sections in the forthcoming 2006 IPR test. Apart from that UNHCR
will continue to ensure, to the maximum extent possible, that IPR candidates are appointed
who are proficient in at least one other official UN language. OIOS is pleased to note DHRM
agrees with our recommendation and we will monitor its implementation.

      Recommendation:

            The UNHCR Division of Human Resources Management
            should not limit the entry test to assess candidates' proficiency
            in English, but design it to also assess their abilities and level
            of proficiency in other UNHCR working languages (Rec.02).

                                      C. Functional Clearance

22.    Each candidate can apply for up to three different occupational groups/ job profiles.
The candidates should possess the necessary and required qualifications, work experience and
core competencies as defined and described in the (sample) job profiles for each occupational
group. To be considered for Finance functions, candidates have to pass the UN Competitive
Finance Examination.

23.     To assess whether Roster candidates have the required skills and qualifications, the
respective UNHCR Sections/Units (e.g. DIP for protection officers) check the statements
made in the candidates curriculum vitae and application forms against the requirements. If
candidates meet all the criteria and requirements as outlined in the job profiles, they are
endorsed by the respective occupational group. If rejected for a specific group, they could still
qualify for another group. DHRM added that candidates who are not endorsed by any of the
technical departments are placed in the "Field Officer" profile group for which there is no
endorsement requirement.

                        D. Roster Unit Processing and Data Maintenance

24.     Staff members under the supervision of the Roster Unit are responsible for the input
and update of the database. The data has to be constantly updated, whenever the status of a
candidate on the Roster changes such as when a candidate is recruited. OIOS test-checked the
data entered and did not find any major errors or faults. In all sample cases examined by
OIOS, the personnel data in the IPR correlated with the information of other available sources
(e.g. P.11, application forms).


-----------------------------------------------------------------------------------------

                                              6



25.      The Roster Unit discussed with the MSRP project team the possibility of the
incorporation of this data system into the MSRP Human Resources Module. Although there
is no firm planning on this yet, it would be to UNHCR's advantage to have a fully integrated
system. For example an automated pre-screening procedure within the system would be very
helpful.

26.     The MSRP HR Module will include an automated on-line application process to
handle IPR applications as and when candidates will be invited to apply for the Roster. The
MSRP HR Module related to recruitment and postings is scheduled to go live as of
1 November 2006. The next IPR invitation (for which no date has been fixed yet) will make
use of the new on-line application system. The information in the existing IPR database is to
be incorporated in the new MSRP HR Module.

27.     OIOS also met with the Management Performance Section of DHRM and reviewed
some Performance Appraisal Reports (PAR) of staff recruited through the Roster. This
allowed OIOS to get some feedback on the performance of Roster candidates. In general the
work performance reporting was positive, and similar to that of other staff members. Only in a
few cases, especially for external Roster candidates, was it considered that there was some
lack of an `introduction period' to enable them to get more familiar with UNHCR's work,
rules, guidelines and procedures before being employed. UNHCR may want to consider the
tracking and monitoring of PARs from the Roster candidates, particularly the first cycle after
recruitment.

28.     DHRM agreed that ideally new recruits from the IPR should come to Headquarters
for an induction, but it is dependent on the budget of the hiring departments and their
operational needs. Since these new recruits from the IPR are often sent to emergency
operations, priority is given to their quick deployment. A tracking system is in place to the
extent that newly recruited staff are given a one-year fixed-term contract upon appointment,
which may only be extended upon a recommendation from the supervising manager. Such a
recommendation has to be supported by a performance appraisal report. The fact that
extensions have been recommended for virtually all new recruits indicates that the screening
process � while still open to further improvement - is highly successful in identifying qualified
and suitable candidates.

                           E.      Placing Candidates on Shortlists

29.     OIOS reviewed the process of placing candidates on the general recruitment shortlists
for vacant posts. Whenever there are less than three (internal compendium) candidates,
eligible persons from the Roster are included for consideration by managers. The shortlists
are compiled and prepared by the Postings Unit and candidates are taken from the "IVN
view" (the database field that keeps track of which candidate applied to which Vacancy
Notice). There is a mechanism in place to avoid a Roster candidate being recommended for
more than one post. This is taken into account, along with the order of preference by
managers at the APPB when decisions are made.

30.     Candidates from the Roster, who are appointed through the APPB or who have
rejected offers have their names promptly blocked and they are no longer visible under the
normal view of most users of the Roster. It therefore eliminates the risk of including someone
no longer available on a shortlist.


-----------------------------------------------------------------------------------------

                                             7



31.     Frequently, Roster candidates were selected for a post without being interviewed, as
interviews are not a mandatory part of the employment process channelled through the Roster.
In OIOS' view managers responsible for the selection process should arrange interviews with
the candidates, particularly to confirm the entry test results and to assess basic competencies.
DHRM fully agrees that as part of the recruitment process, the recommended candidate(s)
should be interviewed by the manager of the post and that this should be reflected in the
recommendation. Managers are currently strongly encouraged to do so. It is intended to
include this as a requirement in the revised APPB procedural guidelines due to enter into
force in September 2006. OIOS is pleased to note the proposed action and this requirement
will be included in the revised APPB guidelines.

      Recommendation:

            The UNHCR Division of Human Resources Management
            should ensure that candidates selected from the International
            Professional Roster be interviewed by managers responsible for
            the selection process before being offered an employment with
            UNHCR to confirm the entry test results and to assess basic
            competencies (Rec.03).

                                     F. IPR Database System

32.     The IPR data system was created and developed in the Roster Unit by a Temporary
Assistant, who has changed functions and no longer works in the Unit. The system is easy to
use and has sufficient features to manage the Roster, e.g. search tools by different criteria
(occupational groups, languages, external/ internal candidate), print-out functions, statistics,
etc, and it was continuously modified and improved since its introduction. Appropriate access
controls such as passwords, limited and restricted use are in place to prevent misuse or
unauthorized use of the data and the system.

33.    OIOS noted that the developer of the system, whenever needed to provide some
technical assistance, could still be contacted in UNHCR in 2005. Nonetheless, this is a
tenuous arrangement. OIOS noted that DIST/Applications Development and Support Section
had not been involved in any maintenance or support for this system. If the system is going to
continue in the longer-term, their involvement may be required.

34.     OIOS found that there was no back-up copy of the data system, and no standard data
back-up procedures were followed. Furthermore, there are no user or maintenance guides
available, or any other documented information on the system. Although so far there have not
been any serious or major technical problems with the data system, OIOS considers the above
shortcomings as an unnecessary risk, as the system contains valuable information that should
not be lost or corrupted. DHRM explained that the IPR database is located on the main
UNHCR server (DHRM L-Drive) and Techline and Lanops are responsible for the back-up
system (on a daily basis). DHRM nevertheless fully agrees that there is a risk involved in
maintaining a "home-made" database, and the issue is being addressed through the
introduction of the MSRP HR Module for recruitment in November 2006.


-----------------------------------------------------------------------------------------

                                             8



     Recommendation:

           The UNHCR Division of Human Resources Management
           should ensure the availability at all times of adequate technical
           support and basic information on the system's functions and
           processes (Rec.04).


                             V.     ACKNOWLEDGEMENT

35.    I wish to express my appreciation for the assistance and cooperation extended to the
auditors by the staff of the Division of Human Resources Management.




                                                     Eleanor T. Burns, Acting Chief
                                                     UNHCR Audit Service
                                                     Office of Internal Oversight Services


-----------------------------------------------------------------------------------------


Personal tools