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Viewing cable 10UNROME17, MISSION STRATEGY TO INCREASE U.S. EMPLOYMENT AND PROMOTE

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Reference ID Created Released Classification Origin
10UNROME17 2010-02-12 08:39 2011-08-30 01:44 UNCLASSIFIED UN Rome
VZCZCXRO2075
RR RUEHRN
DE RUEHRN #0017/01 0430839
ZNR UUUUU ZZH
R 120839Z FEB 10
FM USMISSION UN ROME
TO RUEHC/SECSTATE WASHDC 1281
INFO RUEHUNV/USMISSION UNVIE VIENNA 0070
RUEHGV/USMISSION GENEVA 0372
RUCNDT/USMISSION USUN NEW YORK 0478
RUEHFR/USMISSION UNESCO PARIS FR
RUEHRN/USMISSION UN ROME 1359
UNCLAS SECTION 01 OF 03 UN ROME 000017 
 
SIPDIS 
 
FOR IO/MPR - MADELYN EVANS 
ALSO FOR IO/HS - JOHN TUMINARO 
 
E.O. 12958: N/A 
TAGS: AORC APER FAO
SUBJECT: MISSION STRATEGY TO INCREASE U.S. EMPLOYMENT AND PROMOTE 
GENDER PARITY AT FAO 
 
REF: UN ROME 0005 
 
Summary 
 
------- 
 
 
 
1.  In our ongoing effort to increase U.S. employment and 
promote gender parity at the UN Food and Agriculture 
Organization (FAO), Mission requested a meeting with the FAO 
Human Resource (HR) Director, Tony Alonzi. Alonzi briefed 
Mission officers on efforts to increase U.S. geographic 
representation and overall HR Reform initiatives.  The United 
States is currently outside of the desirable range in terms of 
representation by nine positions, with five American citizen 
retirements anticipated in 2010.  FAO has some new initiatives, 
including a database that would allow FAO vacancy announcements 
to be sent directly to professional organizations and 
universities in the United States. They also started a true 
internship program as opposed to their previous program that was 
strictly volunteer-based. A specific process was identified to 
help the Mission track job openings of interest. Mr. Alonzi 
noted the overall goal of gender parity and identified a 
specific target of 38 percent by 2013. HR Reforms are lumped 
under six main initiatives; 1) an electronic 360 performance 
evaluation system, 2) a management development and assessment 
center, 3) online human resources information for managers, 4) 
career mobility, 5) decentralization, and 6) streamlining HR 
processes. END SUMMARY. 
 
 
 
U.S. Under-Represented at FAO 
 
---------------------------- 
 
 
 
2.  The United States falls well below the desirable minimum 
range in terms of geographic representation. As of December 31, 
2009, 118 staff in posts subject to geographical distribution 
were held by American citizens, well below the desirable range 
between 127 and 172. 
 
 
 
3.  According to FAO HR, this first became an issue when the 
calculations for determining geographic representation were 
changed in 2003 at the request of the member states. Prior to 
2003 positions occupied at FAO were weighted based on their 
level. For example, a D-level position would be worth more than 
a P-level position. According to FAO HR, in 2003 the calculation 
was brought into conformity with that of the UN Secretariat 
where the main factors are population and contributions. Since 
then countries like the United States and Japan have been 
under-represented and countries such as the United Kingdom, 
France and Italy have been over-represented. 
 
 
 
Strategies to Improve U.S. Representation 
 
------------------------------------------ 
 
 
 
4.  The Mission has taken several steps to work with FAO in 
order to increase U.S. representation. First, the Ambassador has 
met with American citizen employees at FAO in both large and 
small gatherings to improve networking and hear their 
suggestions on how to increase the numbers of American citizen 
employees. Secondly, the Ambassador and other Mission officers 
highlight the importance of this issue at the most senior levels 
of FAO management. Finally the Mission has worked with FAO HR to 
determine how some new initiatives could be used to get 
qualified Americans into the FAO recruitment process such as: 
 
 
 
A. Mission provided FAO Head of Recruitment with a list of land 
and sea grant universities to go into a new database that will 
automatically send FAO vacancy announcements to interested 
parties. 
 
 
 
 
UN ROME 00000017  002 OF 003 
 
 
B. FAO has started an internship program along the lines of 
other UN agencies that is open to all nationalities. While the 
program mainly targets developing countries, it would be a good 
means of getting an American citizen's foot in the door. 
 
 
 
C. A standard operating procedure has been mapped with the FAO 
Recruitment Office to track individual inquiries from American 
Citizens. While the recruitment decisions have been 
decentralized to the relevant departments, new recruitment 
software being installed at FAO should help FAO HR better track 
individual vacancy announcements of interest to the USG. 
 
 
 
D. Mission has entered into discussions with FAO and relevant 
USG agencies about increasing the number of Junior Professional 
Officer (JPO) positions at FAO. This will provide excellent 
opportunities for American citizens with relevant specialized 
skills to get hands-on experience within the organization, 
thereby opening the door to more long-term career opportunities 
at FAO. 
 
 
 
Gender Parity 
 
------------- 
 
 
 
5.  According to Alonzi, there is no written regulation or 
administrative rule calling for gender parity in FAO, but 
Director General (DG) Jacques Diouf has made it clear that all 
Divisions seek gender parity as an overall goal in their hiring. 
Members of the DG's office also confirmed that the DG requires 
that all short-lists for vacancy announcements contain at least 
one qualified woman. According to data received from the FAO HR 
Division, as of January 15, 2010, 32 percent of the FAO 
professional staff were women (P-level staff at 34 percent and 
D-level at 15 percent). The overall FAO target for 2013 is 38 
percent. Mission has raised this issue with other like-minded 
members and will follow-up in the Geneva Group and Finance 
Committee. 
 
 
 
HR Reform at FAO 
 
---------------- 
 
 
 
6.  FAO has initiated a large reform program to improve the 
functioning of the Human Resources Division. The six main 
initiatives are highlighted below and involve leveraging 
information technology and updating policies. 
 
 
 
A. FAO HR is in the process of implementing a 360 evaluation 
program called the Performance Evaluation Management System 
(PEMS). It is a corporate software system that will manage all 
aspects of the performance cycle. 
 
 
 
B. FAO has hired outside consultants to run a Management 
Development Center (MDC) that provides coaching and leadership 
development opportunities. 
 
 
 
C. Managers and HR staff will also have easier access to 
personnel data and reports after the implementation of an HR 
Online Information system. 
 
 
 
D. Several new HR Policies will be implemented to improve 
internal mobility and thereby increase morale. They include 
cross-functional and cross-regional opportunities that target 
medium and long term development of employees. FAO also intends 
to expand the Junior Professional and Associate Professional 
Programs 
 
UN ROME 00000017  003 OF 003 
 
 
 
 
 
E. Restructuring of the FAO HR system includes implementing 
corporate services, while decentralizing authority and 
de-layering management hierarchy. 
 
 
 
F. Finally, HR will continue to focus on streamlining by 
delegating more authority and improving HR services. 
 
 
 
Comment 
 
------- 
 
 
 
7.  The chances of seeing an immediate improvement in terms of 
U.S. representation at FAO remain very slim. The hiring process 
itself is very slow, 260 days on average. While we have 
identified many proactive strategies, in the end our ability to 
influence the recruitment process directly is still only 
marginal and highly dependent on the exogenous factor of having 
qualified American citizen candidates apply. 
 
 
 
8.  HR reform at FAO is very welcome and the leadership in the 
Human Resources Management Division appears very engaged and 
responsive. However, improvements will be gradual as the entire 
organization will have to embrace the new technologies and 
processes involved. Currently one of the weak points of the 
system is the transition to more decentralization of the 
recruitment process. Empowering divisions to become more engaged 
in the decision process is clearly beneficial, but efficiency 
has not been a hallmark of the system.  Divisions have on 
average been taking six to nine months to take the recruitment 
process from the pre-screening stage to the short-list. 
 
 
 
9.  Finally, some proposals that have emanated as part of the 
reform process would clearly be detrimental to our goal of 
increasing U.S. representation. In particular there is a 
proposal to post all vacancy announcements internally. Only if a 
qualified candidate could not be found internally would the 
position then be advertized externally. This would follow the 
practice of the World Food Program, and more closely follow 
FAO's own administrative regulations. The result would clearly 
be fewer opportunities for under-represented countries at higher 
level positions.  The Mission will take an active role in the 
governing bodies to oppose this change. END COMMENT. 
COUSIN