A SPIRAL-TRAINING PROGRAMME FOR STAFF REPRESENTATIVES (STAFF REPS)

CHRISTIAN DAVID

Due to the present situation:
There is a lack of motivation for staff members to become staff reps.
Because of lack of knowledge, staff representatives are often obliged to “improvise”, thus ignoring fundamental standards, particularly in connection with legal defences and due process guarantees, in conflict prevention or conflict resolution related situations. The result is a loss of effectiveness and credibility in our function that goes to the detriment of the rights and the interest of staff, and ultimately impinges upon the image and the credibility of the United Nations.
The purpose of this paper is to try to suggest an approach to motivate staff members to become staff reps. For this, we use the idea of a “spiral”, to suggest the desired effect of “movement and interaction”. It goes in line with the proposed system-wide reforms, as it would be also an opportunity to build up competencies, “empowering” and sharing values for all staff. The underlying idea is that, in terms of conflict prevention and resolution, both management and staff representatives have a legitimate and distinct role to play that must be recognized and promoted. Each party must contribute without undue interferences to find the best, short and longterm “quality” solution. We believe that this should be the under relying principle for any scheme to provide all UN staff reps the means and facilities required to carry out their training programmes.
In our opinion, we must take the present opportunity afforded by the “UN reform process” to improve not only the training program of staff reps but also the overall knowledge, motivation and effectiveness (not to forget the “credibility” in terms of actual “ownership” of UN proclaimed standards) of staff at large. Training should take place according to the following principles.

1. Common Values:
   Introduce relevant standards with regard to Human Rights and Fundamental Freedoms
   Promote knowledge of UN Charter and core values.
2. Common Rules:
   Uniform regulations in connection with means and facilities for staff representatives for all duty stations
   Responsibilities, rights and duties of staff reps must be clearly outlined and enforced (if required before Dispute Judge or other jurisdictions)
   Common rules of procedure and due process guarantees (for all staff and specifically for staff representatives).
3. Common Statute:
   His staff rep must be recognized by a common statute which gives the opportunity to be released from his usual work, to follow specific training and have other activities
   It must be clearly indicated (and enforced) that neither intimidation nor sanction can result from these activities.
4. Common Vision and Common Projects:
   Recognizing the role and function of staff representatives as “engines” and “actors” of proposed reforms
   Active involvement in the implementation of the recommendations of the Redesign Panel for the Reform of the UN internal justice system. This vision of the UN future must be shared and contributed to by each staff member, and particularly each staff rep.
5. Common Access to Information and Training:
   Currently databases and information are extremely diversified and interactive. Staff reps must be trained to use and manage this information
   Conflict resolution
   Management, skills development and specific representational training.
6. Effective Participation on an Equal Footing:
   SMCC is presently the only forum for staffmanagement interaction at global level. Other avenues for effective employers-employees dialogue must be established
   Suggestions and contributions by staff reps should be identified and given an official symbol in the Optical Disk System
   It is important that the independence of staff reps with regard to the content of training programs dealing specifically with their role and duties (in connection with conflict resolution, as well as the internal justice system) be ensured at all times.
7. Development of Competencies:
   Each staff rep must improve his/her overall administrative and managerial competencies, as well as those relating specifically to their representational mandates
   Specific training modules, including the items listed above, should be developed with the logistical help of the UN training division and/or conducted by independent legal and trade union specialists
   This function could be an added motivation and opportunity to “get acquainted” (or re-acquainted as the case may be ) with the UN system, its universal values and standards, and to share this knowledge with the staff, thereby contributing to the prevention and resolution of prevent of conflict and contributing to the establishment of a “culture of peace” inside the United Nations.
8. Recognition and Validation of Competencies:
   The responsibilities of the staff reps are, most of the time, an “addition” to their professional responsibilities. As such, they must be duly recognized by the UN and contribute to their career development
   An official validation of “acquired knowledge and skills” during the implementation of representational mandates by the local Staff Union President or equivalent person must be ensured.

Spiral of Training for Staff Reps.

Conclusion:
The issue is guaranteeing the “same statute, same standards and the same facilities” for all UN staff reps. The present heterogeneous and uncoordinated system must be reformed to become more efficient and allow for quality, timely and efficient staff representation. It is in the interest of both management and staff representatives to provide tangible, concrete and applicable solutions to improve the present situation. Ultimately, it is in the interest of Member States and the entire UN system to ensure that we have the means and the resources required to develop effective training mechanisms for staff reps.
To allow them defend fully the legitimate rights and interests of the staff in the context of the ongoing reforms.