|
GB.276/PFA/17
| ||
|
| ||
|
Programme, Financial and Administrative Committee |
PFA |
|
| |
SEVENTEENTH ITEM ON THE AGENDA
Review of recruitment and selection procedures
1. The Programme, Financial and Administrative Committee will recall that at its March 1997 meeting, new selection and recruitment procedures were introduced for a trial period of two years. It was understood that the new system would be reviewed by the Committee and the Governing Body. The procedures were implemented in August 1997 and are reviewed in the present document.
Historical review
The 1981 reform
2. Over the last 20 years, selection procedures have undergone considerable changes. The following brief historical review outlines the main features of those reforms rather than going into detail. For detailed accounts, the reader will be referred to the relevant Governing Body documents.
3. Until 1981, the Programme, Financial and Administrative Committee was responsible for staff movements. It consisted of two subcommittees, one responsible for general issues, the other specifically responsible for staff movements. A fundamental distinction was made at that time between permanent posts and fixed-term posts. The Committee responsible for staff matters was responsible on an ad hoc basis for organizing internal and external competitions for permanent posts below the level of P.5. In the case of fixed-term posts, external appointments were made on the basis of direct recommendations to the Director-General by programme managers and the Personnel Department.
4. One major structural change introduced by the reform of 1981(1) was to apply the same recruitment and selection procedures to officials with permanent contracts and those with fixed-term contracts, and to apply identical competition procedures to both categories. One reason given for this change was the fact that direct recruitment of fixed-term staff often failed to take into account the Organization's overall objectives of geographical distribution, gender representation, etc., even though such recruitment provided the main route to permanent appointments. It was at that time that the Selection Board was set up to administer internal and external competitions for posts below the level of D.1. The right to make recommendations concerning fixed-term appointments was removed from programme managers and given to the Selection Board; the former, however, were still able to make a recommendation which was passed on to the Director-General. This reform, which was approved by the Governing Body at its March 1981 session for a trial period of two years, was incorporated in the Staff Regulations with effect from 1 July 1981. The trial period has been regularly extended since then by the Governing Body.(2)
The context of the 1997 reform
5. Recurring criticisms have been made of the 1981 reform and were set out in a paper analysed by the Administrative Committee in March 1986.(3) The main criticism was that programme managers lacked influence in the process of selecting people recruited to work in their departments. The ability of the system to help the Office to achieve its recruitment objectives was also discussed.
6. These problems, together with the length of the recruitment procedures, prompted the Director-General to ask the Administration to begin discussions with the Staff Union Committee on possible changes to the recruitment and selection procedures. These consultations began in May 1995, although no agreement on fundamental issues was reached until the end of 1996. The Director-General decided to submit a programme of reforms to the Governing Body at its March 1997 session,(4) but specified, in order to take into account the opposition of the Staff Union Committee, that the changes would be introduced by way of circulars for a trial period of two years. It was also agreed that the results of the changes would be assessed and a report made to the Governing Body. That assessment is the subject of the present document.
The contents of the 1997 reform
7. The main aspects of this reform are as follows. With regard to external recruitment, selection and assessment of applicants for posts is the responsibility of the technical department concerned and the Personnel Department. The latter arranges consultation for applicants who have been preselected by the department concerned with specialists in the relevant area and passes on their assessments to the programme manager requesting the recruitment for final recommendation. The Selection Board's role is to ensure that the procedure is fair. The internal competition procedure with a tripartite panel is retained, but a greater role is given to the programme managers who are involved at every stage of the procedure. The limit for appointments of purely temporary and highly qualified staff under the direct selection procedure, without expectation of a career at the ILO, is increased from two to four years and the possibilities of using direct selection for transfers in the same grade is extended. Lastly, the Young Professionals Programme, which was launched in 1985 with the aim of recruiting young external candidates by direct selection, giving preference to women and applicants from under-represented States, also became established under the new procedures.
8. As indicated in the paper setting out these reforms and presented at the March 1997 session, it was not possible to reach agreement on the changes with the Staff Union Committee. The principal objection concerned not the rules and procedures themselves, but the failure to respect them. In particular, the Staff Union Committee considered that it was not necessary to give greater power to the programme managers in the selection procedure, since they had sufficient powers under the old rules. However, the Staff Union representatives on the Selection Board have complied with the new ground rules during the two years in which the new procedures have been in place and have shown a very constructive attitude with regard to their implementation, both in their criticisms and in the way they have overseen the fairness of the procedures.(5) The Staff Union Committee remains opposed to the preselection of candidates by the unit manager concerned in external competitions with an internal call for candidates, which has been the practice in recent years. It considers that there should be some monitoring of choices made by managers and that the new procedures do not provide adequate controls. However, the Staff Union Committee, aware that a new policy will be proposed, prefers not to discuss these procedures in detail. It is willing to discuss a new recruitment and selection procedure with representatives of the Administration.
Methodology of the inquiry
9. The criteria on which this analysis was based were defined jointly with the Staff Union Committee in June 1999 and it was agreed that the information should be organized on the basis of the following elements.
Length of procedures
10. For the purpose of analysing the length of internal and external recruitment and selection procedures, three separate stages are defined as follows:
- the period between the meeting of the Selection Board until approval for the opening of a competition (approval);
- the period between approval and publication of the competition (publication);
- the period between publication and closure of the competition (applications stage);
- the period between closure of the competition and the first meeting of the panel (panel);
- the period between the report and final approval for the appointment (final approval).
Other quantitative information on types of recruitment
11. Although not necessarily linked to the new recruitment procedures as such, data have been collected, with the agreement of the Staff Union Committee, on the following:
- the number of competitions declared unsuccessful and the recruitment methods used in these cases;
- cases of changes of grade at the time of appointment (appointment at a grade other than the one indicated in the job description);
- the number of temporary appointments (article 4.2(e));
- the number of young professionals recruited and the percentage of total recruitment, by sex and geographic origin;
- the number of transfers in the same grade;
- composition of the technical panels;
- the ratio of internal competitions to external competitions/searches under the old and new systems;
- the ratio of internal candidates to external candidates selected.
Qualitative assessment of appointments
12. As indicated above, a major objective of this reform was to improve the quality of appointments by entrusting the matter of selection to those most familiar with the requirements of the post to be filled, namely, the programme managers. Nevertheless, it is difficult in the short term to carry out a qualitative assessment in this area, and quantitative indicators also present difficulties. The most obvious of these, such as a candidate's level of qualifications and number of years' experience, vary so much among candidates from extremely diverse backgrounds that comparison is difficult. Such a comparison may also be biased as a result of other recruitment policy variables. For example, if the intention is to boost recruitment of young professionals, their experience by definition is relatively limited.
13. Nevertheless, two elements in this assessment were retained. The first involves distributing assessment questionnaires among those responsible for hiring, that is to say, the programme managers. The questionnaire was developed jointly with the Staff Union Committee.
14. The second element involves calculating the average number of years of higher education and professional experience of the candidates appointed, taking into account the above proviso.
Methods of data collection
15. The competitions considered for the purpose of these statistics took place between January 1995 and September 1999. The comparison periods are therefore January 1995 to July 1997 and August 1997 to September 1999, the new procedures having been introduced from August 1997 onwards. This allows us to compare two periods which are as near identical as possible (it was technically difficult to begin data collection in July 1995, which would have given two identical periods). These periods were agreed with the Staff Union Committee.
16. The following competitions were excluded from the statistics: the 52 competitions (internal and external) recommended in 1994; those recommended by the Selection Board in August 1999 at the time when the present report was drafted (five competitions); and competitions that have not yet been closed (21 internal competitions and 44 external competitions).
17. Also excluded were officials recruited by ACTRAV and ACTEMP, whose selection procedures were not affected by the changes (23 appointments for this period). The same applies to the 25 officials appointed by direct selection under article 4.2(e) and (f), and appointments at D level which do not go through the Selection Board. Finally, young professionals were not included in the main analysis of the report for the same reasons, although some information concerning this group is provided.
18. The number of external appointments for the period under consideration breaks down as follows:
|
| |
|
Appointments under the old procedures |
24 |
|
Appointments under the new procedures (13 in 1999) |
19 |
|
Appointments made in 1995 but approved in 1994 |
18 |
|
ACTRAV-ACTEMP appointments |
25 |
|
Appointments of young professionals |
30 |
|
Appointments under article 4.2(e) and (f) |
28 |
|
Total |
144 |
|
| |
19. The difference in the total number of appointments (177 for the period 1995-98) is explained by the number of appointments at D level or equivalent (21), the return of officials from unpaid leave or secondment, regrading/selection from G to P, and direct appointments (direct decision, applicants placed second in a competition or equivalent (12)).
Quantitative analysis of appointments
Duration of competition
20. Irrespective of the type of competition (internal or external) or category (Professional or General Service), the duration of the competitions is less with the new procedures. In the case of internal competitions for Professional staff, that duration (in calendar days, rather than working days) has been reduced from 255 to 196 days, and in the case of external competitions for the Professional category from 388 to 326 days. For the General Service category, internal competitions have been reduced from 247 to 225 days, external competitions from 403 to 341 days. This is still only a modest reduction of between 8 and 9 per cent (see tables 1-4).
Number of competitions declared unsuccessful
21. There were no unsuccessful competitions in the General Service category. For Professional posts, the failure rate is lower for internal competitions under the new procedures: 17 per cent of the total number of competitions, as opposed to 24 per cent under the old procedures. With regard to external competitions for this category, the failure rate is roughly the same: 28 per cent under the new procedures, 27 per cent under the old ones (tables 5 and 6).
22. When competitions are declared unsuccessful, a number of options are open to the Office: transfer of an official who is not a candidate, external recruitment, or leaving the post vacant. There is little to choose between the old and new procedures with regard to these options (tables 5 and 6).
Change of grade at the time of appointment
23. This refers to cases in which the selected candidate is appointed at a different grade from the one indicated in the job description. This practice has nothing to do with new recruitment procedures. In the case of external appointments, this practice has been more common during the period in which the new procedures have been in force, although it is still rare: only three cases for Professional staff and four for the General Service category during the period in question (tables 7 and 8). The candidates concerned are generally considered to have the potential needed for the post while requiring more experience. They are accordingly appointed at a lower grade for a specified period and promoted when their supervisor considers that they are fully qualified for the post. In only one case was a candidate appointed at a higher grade on the grounds that his qualifications justified such a step.
Temporary appointments
24. This refers to the direct appointment of Professional staff under article 4.2(e) and (f) for a specific task, without any expectation of a career in the Organization. In the old system, the period of appointment was limited to two years and could lead to a normal appointment. This practice has been considerably cut back under the new procedures, from 17 appointments during the period January 1995 to July 1997 to three for the period August 1997 to 1999 (table 9).
Transfers at the same grade
25. This practice is encouraged under the new procedures and is more common under the new system in the case of Professional staff. It concerned 36 officials in the Professional category and 12 in the General Service category during the period in which the old procedures were in force, and 59 officials in the Professional category and nine in the General Service category since the new procedures have been in force (tables 10 and 11). It is broadly linked to the policy of mobility. The greater number of same-grade transfers in Geneva is largely explained by the return of Professional staff from the field to headquarters departments. This has been happening more frequently during the period in which the new procedures have been in force.(6)
The technical panels
26. The new system relies on technical panels (including representatives of the Personnel Department) for external recruitment. In only two cases (one at P level and one at GS level), a technical panel was not convened since, in each of the competitions in question, only one candidate had been selected by programme managers. In seven cases, a competition was declared unsuccessful (so that no panel was required), and in six cases internal candidates were selected (thus requiring a different assessment procedure). In all other cases the average number of panels was 6.6 for Professional staff and 3.7 for the General Service category (table 12).
Internal recruitment versus external recruitment
27. Under the new procedures, the relative proportion of internal candidates selected by comparison with external candidates has been higher than under the old procedures: 48 internal and 19 external candidates with the new procedures, as opposed to 34 internal and 24 external candidates with the old procedures. Much the same has been the case with the General Service category: 27 internal and four external candidates under the new procedures, 29 internal and five external candidates with the old procedures (tables 13 to 16).
28. At the same time, the percentage of women appointed from outside the Organization under the new procedures has been lower: five under the new procedures, as opposed to 12 under the old procedures. This has been offset by more vigorous action in favour of women candidates within the framework of other recruitment procedures, such as the Young Professionals Programme.
Young professionals
29. This type of appointment has been available since 1985. Over a period of five years up to September 1999, 35 young professionals were appointed, representing 17.7 per cent of total recruitment. A special effort was made in 1998, when 14 young professionals were appointed, representing 27.5 per cent of total recruitment (table 17).
30. Most of the young professionals appointed during that period (54.3 per cent) were recruited from under-represented countries. Only a small minority (11.4 per cent) came from countries that are over-represented and, in these cases, were all women. Overall, it is predominantly women who are recruited as young professionals, accounting for 74 per cent of the total (table 18).
Assessment of the quality of the procedures
Replies to the questionnaire
31. As already indicated, a questionnaire was sent to programme directors requesting their comments on the recruitment procedures. The response rate was 56 per cent. A clear preference was expressed for the new procedures, which are considered to be faster while giving greater weight to programme managers' recommendations. This is particularly true of the external recruitment procedures. However, alongside the mostly positive reactions, there are also a certain number of criticisms. The procedures are still considered to be too lengthy, whatever the type of competition. As regards the internal competitions, the general view is that the recommendation of the programme manager is still not given enough weight. One proposal is to make the programme managers full members of the panels. The existence of the Selection Board and the panels is not questioned, but their role would be limited to verifying that the established procedures are adhered to, and in particular that the process is fair. As for the technical panels convened for external recruitment, their role is not questioned except in the case of certain specialized appointments which only the unit concerned can assess. It is also proposed that the members of the technical panels or those involved in selecting candidates in internal competitions should be trained in assessment and selection techniques.
32. As regards the quality of the candidates, the programme directors are in general satisfied with the appointments that have been made under the new external procedures. They consider that the right candidates have been appointed, although they find certain aspects of personnel policy concerning geographical distribution or redeployment restrictive. They also consider that prospection activities should be enhanced.
Quantitative data on the quality of candidates selected
33. Subject to the proviso made previously regarding the quality of the indicators, the average number of years spent by candidates in higher education tends to be higher among candidates appointed under the new procedures: 5.8 years as opposed to 5.2 for Professional staff, and 3.0 as opposed to 2.4 for the General Service category (table 19). The higher academic qualifications may offset the fact of having on average considerably less experience in the case of General Service staff: 14.5 years' experience on average at the time of appointment under the old procedures, as opposed to four under the new procedures.(7) In the case of Professional staff, experience at national level appears to have been preferred to international experience during the period in which the new procedures have been in operation: 12.8 years on average of professional experience at national level and 6.9 at international level at the time of appointment under the new procedures, as opposed to 8.6 years (national) and 8.3 (international) under the old procedures. However, the total number of years of experience is higher among candidates appointed during the more recent period: 19.7, as opposed to 16.9 (table 20).
Conclusion
34. The Committee may wish to examine these findings in the light of the reform proposals presented in the document concerning the ILO's human resources strategy.(8)
Geneva, 26 October 1999.
1. Documents GB.215/PFA/10/9, GB.216/PFA/7/1 and GB.216/11/26.
2. GB.224/10/28, GB.225/PFA/7/12, GB.225/10/30, GB.232/PFA/7/2 and GB.232/7/29.
3. GB.232/PFA/7/2.
4. GB.268/PFA/8 and GB.268/PFA/8(Add.1).
5. "New recruitment and selection procedures", in Union, May 1999, pp. 7-9.
6. GB.273/PFA/14/1.
7. It should be noted that external recruitment for this category is low and generally applies only to a small number of specialized posts.
8. GB.276/PFA/16.
Annex
Statistical analysis of selection and
recruitment procedures
Periods considered:
Old procedures: January 1995 to July 1997
New procedures: August 1997 to September 1999
I. Duration of competition
A. Professional staff
Table 1. Internal competitions
|
| ||
|
New procedures |
Old procedures | |
|
No. of competitions |
46 |
25 |
|
Stage of the application |
Duration (days) |
Duration (days) |
|
| ||
|
Approval |
39 |
47 |
|
Publication |
40 |
49 |
|
Application |
33 |
44 |
|
Panel |
42 |
42 |
|
Final approval |
17 |
19 |
|
Others |
25 |
24 |
|
Total duration |
196 |
255 |
|
| ||
Table 2. External competitions
|
| ||
|
New procedures |
Old procedures | |
|
No. of competitions |
25 |
37 |
|
Stage of the application |
Duration (days) |
Duration (days) |
|
| ||
|
Approval |
43 |
55 |
|
Publication |
93 |
65 |
|
Application |
41 |
62 |
|
Panel |
97 |
96 |
|
Final approval |
52 |
49 |
|
Others |
0 |
61 |
|
Total duration |
326 |
388 |
|
| ||
B. General Service
Table 3. Internal competitions
|
| ||
|
New procedures |
Old procedures | |
|
No. of competitions |
27 |
29 |
|
Stage of the application |
Duration (days) |
Duration (days) |
|
| ||
|
Approval |
40 |
65 |
|
Publication |
62 |
74 |
|
Application |
37 |
37 |
|
Panel |
42 |
32 |
|
Final approval |
13 |
14 |
|
Others |
31 |
25 |
|
Total duration |
225 |
247 |
|
| ||
Table 4. External competitions
|
| ||
|
New procedures |
Old procedures | |
|
No. of competitions |
4 |
6 |
|
Stage of the application |
Duration (days) |
Duration (days) |
|
| ||
|
Approval |
64 |
61 |
|
Publication |
63 |
131 |
|
Application |
39 |
59 |
|
Panel |
106 |
75 |
|
Final approval |
60 |
7 |
|
Others |
6 |
70 |
|
Total duration |
341 |
403 |
|
| ||
Notes regarding tables 1 to 4:
- Calendar days.
- The total number of days was taken from the date of the Selection Board's meeting until final approval. This figure is generally not equal to the sum of the number of days at each stage, since some stages which are too difficult to define in terms of date have not been considered (e.g. the time taken to circulate the report). The term "others" covers this discrepancy.
-
Definitions:
- the definitions of the terms used are given in the report. Some additional information for some of the items is given here.
-
Old procedures:
- approval: includes circulation of the report;
- circulation: includes classification, translation and signature by the programme manager(s).
-
New procedures:
- panel: includes assessment, preselection and interview of candidates.
II. Unsuccessful competitions
A. Professional staff
Table 5. Internal competitions
|
| |||
|
New procedures |
Old procedures | ||
|
Total |
46 |
25 | |
|
Unsuccessful |
8 |
6 | |
|
Percentage |
17 |
24 | |
|
| |||
|
Follow-up |
Transfer External prospection No action taken |
3 2 3 |
1 3 1 |
|
| |||
Table 6. External competitions
|
| |||
|
New procedures |
Old procedures | ||
|
Total |
25 |
37 | |
|
Unsuccessful |
7 |
10 | |
|
Percentage |
28 |
27 | |
|
| |||
|
Follow-up |
Transfer External prospection No action taken |
0 5 2 |
2 4 4 |
|
| |||
B. General Service
No competition was declared unsuccessful.
III. Changes of grade at the time of appointment
Table 7. Professional staff
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Higher grade |
M |
1 |
0 |
|
W |
0 |
0 | |
|
Subtotal |
1 |
0 | |
|
Lower grade |
M |
0 |
0 |
|
W |
0 |
0 | |
|
Subtotal |
0 |
0 | |
|
SI |
M |
1 |
0 |
|
W |
1 |
0 | |
|
Subtotal |
2 |
0 | |
|
Total |
3 |
0 | |
|
| |||
Table 8. General Service
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Higher grade |
M |
0 |
0 |
|
W |
0 |
0 | |
|
Subtotal |
0 |
0 | |
|
Lower grade |
M |
2 |
0 |
|
W |
2 |
1 | |
|
Subtotal |
4 |
1 | |
|
SI |
M |
0 |
0 |
|
W |
0 |
0 | |
|
Subtotal |
0 |
0 | |
|
Total |
4 |
1 | |
|
| |||
Lower grade: Appointment at a grade lower than that of the post ("underfilling").
SI: Special indemnity (appointment is at a lower grade but the salary is the same as the grade of the post advertised).
IV. Temporary appointments
Table 9.
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Geneva |
M |
0 |
10 |
|
W |
3 |
6 | |
|
Subtotal |
3 |
16 | |
|
Field |
M |
0 |
0 |
|
W |
0 |
1 | |
|
Subtotal |
0 |
1 | |
|
Total |
3 |
17 | |
|
| |||
V. Transfers in the same grade
Table 10. Professional staff
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
To Geneva |
M |
24 |
15 |
|
W |
9 |
8 | |
|
Total |
33 |
23 | |
|
To the field |
M |
19 |
9 |
|
W |
7 |
4 | |
|
Total |
26 |
13 | |
|
| |||
Table 11. General Service
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Geneva |
M |
0 |
10 |
|
W |
3 |
6 | |
|
Total |
3 |
17 | |
|
| |||
VI. Technical panels
Table 12.
|
| ||
|
P |
GS | |
|
| ||
|
Total number of external competitions |
25 |
4 |
|
No panel |
||
|
Unsuccessful competition |
7 |
0 |
|
Internal candidates (no panel) |
6 |
0 |
|
Without panel |
1 |
1 |
|
Average No. of panels |
6.6 |
3.7 |
|
| ||
VII. Internal appointments/external appointments
A. Professional staff
Table 13. Internal candidates selected
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Geneva |
M |
13 |
12 |
|
W |
10 |
8 | |
|
Subtotal |
23 |
20 | |
|
Field |
M |
14 |
7 |
|
W |
11 |
7 | |
|
Subtotal |
25 |
14 | |
|
Total |
48 |
34 | |
|
| |||
Table 14. External candidates selected
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Geneva |
M |
7 |
4 |
|
W |
2 |
8 | |
|
Subtotal |
9 |
12 | |
|
Field |
M |
7 |
8 |
|
W |
3 |
4 | |
|
Subtotal |
10 |
12 | |
|
Total |
19 |
24 | |
|
| |||
B. General Service
Table 15. Internal candidates selected
|
| ||||
|
New procedures |
Old procedures | |||
|
| ||||
|
Geneva |
M |
9 |
10 | |
|
W |
18 |
* |
19 | |
|
Total |
27 |
29 | ||
|
* Plus one field post (Beijing). | ||||
|
| ||||
Table 16. External candidates selected
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Geneva |
M |
2 |
2 |
|
W |
2 |
3 | |
|
Total |
4 |
5 | |
|
| |||
Notes regarding tables 13 to 16: The figures given in these tables differ from the figures for the number of competitions (tables 1 to 4), since recruitment through external prospection can result in internal appointments (an external competition is generally also open to internal candidates), and conversely, unsuccessful internal competitions can give rise to external appointments.
VIII. Young professionals
Table 17. Recruitment of young professionals by year (1995-99)
|
| |||
|
Year |
Total recruitment |
Young professionals |
% |
|
| |||
|
1995 |
38 |
5 |
13.1 |
|
1996 |
31 |
6 |
19.4 |
|
1997 |
45 |
5 |
11.1 |
|
1998 |
51 |
14 |
27.5 |
|
To September 1999 |
32 |
5 |
15.6 |
|
Total |
197 |
35 |
17.7 |
|
| |||
Table 18. Recruitment of young professionals on the basis of
geographical distribution and gender (1995-99)
|
| |||||
|
M |
W |
Total |
%W |
% geographic category | |
|
| |||||
|
A |
5 |
14 |
19 |
73.7 |
54.3 |
|
B |
4 |
8 |
12 |
66.7 |
34.3 |
|
C |
- |
4 |
4 |
100.0 |
11.4 |
|
Total |
9 |
35 |
35 |
74.3 |
100.0 |
|
| |||||
Notes regarding table 18:
A: Under-represented countries.
B: Adequately represented countries.
C: Over-represented countries.
IX. Quantitative assessment of the quality of selected candidates (external appointments)
Table 19. Average number of years of higher education
|
| ||
|
New procedures |
Old procedures | |
|
| ||
|
Professional staff |
5.8 |
5.2 |
|
General Service staff |
3.0 |
2.4 |
|
| ||
Table 20. Average number of years of professional experience
at the time of appointment
|
| |||
|
New procedures |
Old procedures | ||
|
| |||
|
Professional staff |
International experience |
6.9 |
83.0 |
|
National experience |
12.8 |
8.6 | |
|
Total |
19.7 |
16.9 | |
|
|
| ||
|
General Service staff |
International experience |
1.5 |
7.3 |
|
National experience |
2.5 |
7.2 | |
|
Total |
4.0 |
14.5 | |
|
| |||