Statement by H.E. Ambassador Bui The Giang Deputy Permanent Representative of Viet Nam to the United Nations at the Fifth Committee of the General Assembly on Human Resources Management
11-14-2008, 02:06 pm
by H.E. Ambassador Bui
Representative of Viet Nam
to the United Nations
at the Fifth Committee
of the General Assembly
on Human Resources
New York, 14 November 2008
At the outset, let me join previous
speakers in congratulating you and Bureau members for your election to this important
body. I believe that your vast experience and able leadership will guarantee
for our deliberations to be a great success.
Let me also take this opportunity to
thank Deputy Secretary-General Asha Magiro and Under Secretary-General Angela
Kane for introducing the reports of the Secretary-General on human resources
management. My thanks also go to Mrs. Susan McLurg, Chairperson of the ACABQ,
for her report on this central topic and to other keynote speakers for their
My Delegation fully shares the views expressed by Ambassador
Conrod C. Hunte of Antigua and Barbuda
on behalf of the Group of 77 and China on this agenda item. At the
same time, we wish to further elaborate on some issues that, in our opinion,
need greater attention.
Nobody would dare to challenge the
vital role that strong and efficient human resources management plays in any organization.
The U.N. is no exception. However, the definition and requirement of such
management has evolved over the years, along with the development of humankind
in every field of operation, demanding a continuous improvement of the work of
management itself. As an all-time advocate of efforts for better performance
and higher efficiency of the U.N. through different measures, including reforms,
has reserved special support for the U.N.’s human resources management reform. As
this reform deals with the most delicate factor – the human being - it must be well
prepared, well planned, well managed and carried out with the greatest possible
care. It must also be perceived and conducted as a process, a continuous one in
which success may not come as a result of mere physical and financial efforts
or wishful thinking.
Indeed, U.N. staff are pivotal in the implementation
of the multidisciplinary workload the Member States assigned to them. We have learnt
of various, and sometimes bold, measures undertaken to make sure that U.N.
staff better deliver their mandates. We understand that these measures in most
cases take time to produce visible results. Given this easily disheartening
reality, and also given the fact that like civil servants elsewhere U.N. staff need
to be accordingly assisted, we believe that it is only fair and practical for
the Organization to ensure that its staff enjoy equal treatment, that their
legitimate necessities and enumeration be met, that equal opportunities for
their career development be provided, and that experts who have proved to be
highly qualified through their efficient performance in the interests of the
Organization in the field be exempted from applying for the same job and satisfying
all kinds of requirements from the very beginning on termination of their terms
as if they were freshmen. Equally important, U.N. staff must held accountable,
corresponding to their entitlements and tasks assigned.
My Delegation is appreciative of the endeavors
to simplify work contracts and intention to achieve a single unified set of
regulations to be applicable across U.N. bodies, funds and programs. To this
end, we urge that concrete actions be taken to accelerate the harmonization and
integration of their conditions of service as well as their enumeration,
healthcare and education benefits.
Recruitment is an issue that concerns
many delegations from developing countries, including mine. We welcome
suggestions and recommendations that have helped reduce considerable
complications. However, there are still discrepancies that hinder gender
equality and balanced geographical representation, especially at senior levels.
We believe stronger measures have to be taken to address this problem and further
improve developing countries’ geographical representation in particular. Also,
recruitment must be well planned to ensure continuity and avoid the likelihood
of generational gap in U.N. personnel.
Transparency is yet another thorny issue
as shown in many cases. Again, we join the common call for effective and
feasible measures to be worked out and put in place with a view to bringing
about a radical change in the related situation.
Finally, we take note of the Secretary-General’s
request to suspend the mobility issue and to review the current policy before
any further course of action concerning this matter could be realized. While
concurring with the idea in principle, we wish to further request that such a
review be inclusive, and that all resulting decisions be well-informed, taken
into consideration the double-facetted nature of mobility: On the one hand, it
helps people from the Headquarters understand the situation and make decisions
in relation to things on the ground, but it entails quite a few hurdles for our
staff as well as their families on the other. Our point here is that there need
to be a kind of time frame, say 5 years in each location, before such a
re-deployment may take place, so that the possible side-effects of mobility can