The FAO manual contains all the rules and regulations that govern staff conditions of service, including recruitment procedures, entitlements, workplace health and wellbeing, and more. It is an essential resource for any staff member to understand their rights and obligations, as well as the obligations of the Organization toward them.
Any time people work together, conflict is a part of doing business. Some forms of conflict are a normal and natural part of any workplace that can be caused by a number of variables, such as personality styles, differences of opinion, or communication breakdowns (to name just a few). Other forms of conflict stem from unacceptable behaviour by one or more parties, such as favouritism, bias, or harassment. Whatever the cause, workplace conflict can have negative impacts on individuals and teams alike.
The UN Secretariat has defined workplace conflict as: “Any opposition or difference of wishes, needs, statements, arguments, actions or principles between two or more staff members, or between staff members and the Organization.” (ST/IC/2004/4 – Conflict resolution in the United Nations Secretariat).
Here is how the 2013 Standards of Conduct for the International Civil Service (2013) describes workplace conflict and the role of managers in addressing it:
6. Tolerance and understanding are basic human values. They are essential for international civil servants, who must respect all persons equally, without any distinction whatsoever. This respect fosters a climate and a working environment sensitive to the needs of all. To achieve this in a multicultural setting calls for a positive affirmation going well beyond passive acceptance.
14. An international outlook stems from an understanding of and loyalty to the objectives and purposes of the organizations of the United Nations system as set forth in their legal instruments. It implies, inter alia, respect for the right of others to hold different points of view and follow different cultural practices. It requires a willingness to work without bias with persons of all nationalities, religions and cultures; it calls for constant sensitivity as to how words and actions may look to others. It requires avoidance of any expressions that could be interpreted as biased or intolerant. As working methods can be different in different cultures, international civil servants should not be wedded to the attitudes, working methods or work habits of their own country or region.
16. Managers and supervisors are in positions of leadership and it is their responsibility to ensure a harmonious workplace based on mutual respect; they should be open to all views and opinions and make sure that the merits of staff are properly recognized. They need to provide support to them; this is particularly important when staff are subject to criticism arising from the performance of their duties. Managers are also responsible for guiding and motivating their staff and promoting their development
These standards represent the ideal, but they may not always be possible to attain. Workplace conflicts do occur from time to time, despite our best intentions.
Work conflicts can be highly stressful. Yet the presence of conflict is not necessarily a negative thing. If conflict is effectively resolved, it can lead to personal and professional growth.
When you run into a conflict at work
Staff should always start by attempting internal, informal resolution of a conflict. However, if your own attempts at resolution are not successful, AP-in-FAO can help.
We offer advice and guidance on how to deal with issues related to harassment, improper administrative decisions, career advancement (or lack thereof), retirement, rental subsidy, education benefits, mobility, and more. Support runs from helping staff to resolve issues through informal mediation to providing guidance on how to file internal appeals to take cases to the UN's justice system. We are also a source of direct assistance, including legal and financial assistance to support the appeal process before the ILO Administrative Tribunal.
Additionally, the Organization offers a number of informal and formal mechanisms for addressing grievances and conflict in the workplace. These mechanisms are available to all staff and non-staff employees in Headquarters and in the field.
- Mediation: This is a voluntary, informal and confidential process involving a neutral mediator who assists parties to work out their differences or disputes by reaching a mutually acceptable agreement. Mediation can be used to resolve inter-personal conflicts, situations of perceived harassment, issues with managers, conflicts over performance evaluation, etc. Contact AP in FAO to learn more about how to initiate mediation process.
- Ethics Office: The role of the ethics office is to promote high standards of ethical conduct, integrity, transparency and accountability at FAO, in line with the Standards of Conduct for the International Civil Service. While on the one hand this relates to how staff should behave vis-à-vis the Organization and its rules, the Ethics Office can also assist when you run into workplace conflicts, providing advice and guidance and facilitating mediation between parties. The office also has responsibilities under the Organization’s Whistle-blower Protection Policy for the protection of staff against retaliation for reporting misconduct and for cooperating with duly authorized audits or investigations conducted by the Ombudsman (OIG).
- Ombudsman: The ombudsman and Office of Investigation (OIG) are available to help informally with work-related conflicts or problems, especially those related to more serious sources of conflict such as harassment, sexual Harassment, abuse of authority, retaliation, sexual exploitation or abuse, or other types of misconduct. They can advise you on your different options and help you to understand the issues involved. The ombudsman will meet you in strict confidence to listen to your concern and will try to find a fair solution by informal means, including a discussion with all parties involved if appropriate.
- Staff Counsellor: The FAO's Staff Counselling Unit is available 5 days per week, and also after hours in the case of emergencies. Assistance is also offered in resolving conflicts and tension within the workplace, working with individual employees, small teams as well as with supervisors and managers. Consultations can be requested by employees individually or through a consultation with a nurse or another medical officer within the Health Services: [email protected].
- Appeals process: A staff member may choose to undertake an appeal to challenge an official decision, such as the non-renewal or termination of appointment, a disciplinary measure, non-selection for a post, or a negative performance appraisal (see below for more information).
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The appeals process in a nutshell
Filing an appeal: the nuts and bolts
Staff members wishing to lodge a grievance should first present their case in a letter to the Director General transmitted through their head of department or office. The letter should be transmitted no more than 90 days after the action or decision in dispute.
If a staff member wishes to appeal the decision received from the Director-General (or if no reply has been received within the specified time period), they may submit a Memorandum of Appeal to the Chairman of the Appeals Committee, through the Secretary to the Committee, within 30 days (60 days for non-HQ staff)of receiving the decision or from the expiration of the time period specified for a reply.
The Appeals Committee advises the Director General on appeals by staff members. The Committee consists of two members and five alternate members nominated by the Director-General, two members and five alternate members elected by the staff and an independent chairman appointed by the FAO Council.
The hearings of the Appeals Committee normally begin within two weeks of receiving the submission, and proceed as rapidly as is consistent with a fair review of the issues. Staff members lodging an appeal shall have access to all pertinent documents in their personnel files and any other documents considered by the Committee. The Committee shall – by majority vote – adopt and submit a report to the Director-General within three weeks after completion of the hearings. The final decision taken by the Director-General will be transmitted to the staff member together with a copy of the Committee's report.
When the issues raised in an appeal are relevant to the terms and conditions of employment of FAO staff generally, the key points of the appeal and decision shall be communicated to the relevant staff bodies without identifying the staff member involved.
If a staff member is not satisfied with the final decision of the appeals process, they may lodge a complaint with the Administrative Tribunal of the ILO. The Tribunal is open to more than 58 000 international civil servants who are current or former officials of 57 international organizations. The Tribunal comprises seven judges, all of different nationalities, who are appointed for a renewable period of three years. The Tribunal's case law includes over 4 200 judgments, available in English and French.
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Sometimes, staff who dispute administrative decisions, find themselves accused of misconduct, or are forced to take formal action in situations of workplace misconduct, harassment, and/or abuse of power, may need to avail themselves of professional legal counsel.
It is the policy of AP-in-FAO to provide legal advice and assistance to members within its financial means, while ensuring judicious use of the funds of the Association, which are derived from the membership dues.
Given the prohibitive cost of third-party legal insurance, the objective is for AP-in-FAO to provide, as a matter of solidarity, a form of legal support to its members that is as far as possible self-funded and self- sustained. This will be achieved through a mechanism of an advance to cover legal expenses of appellants combined with an obligation to reimburse the Association in case monetary compensation is awarded as a result of the appeal.
Initial steps
Staff members who feel they need professional legal support in dealing with FAO/workplace-related issues should contact AP-in-FAO for an initial consultation.
Any member who approaches the Association for advice and assistance with possible legal implications will first meet with two members of the Executive Secretariat. This will normally be the President (Vice- President in the absence of the President) and the Legal Affairs Secretary. The President can, if deemed necessary, request an additional member of the Executive Secretariat or a member of the Standing Committee on Legal Matters and Administrative Justice to participate in the meeting, with the agreement of the concerned member. Normally, the AP-in-FAO office assistant will participate for the purpose of preparing a confidential record of the meeting.
All participants will respect strict confidentiality – also vis-à-vis other members of the Executive Secretariat – concerning the identity of the staff member and the contents of the grievance, except as far as it is necessary for the Executive Secretariat to make a decision on endorsing any financial assistance to cover legal expenditures.
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When you submit a claim to CIGNA please do so using their health benefits app. If you haven’t installed it, we recommend you do so.
The app has improved and is more user friendly now.
Most claim problems are with the coverage of costs of medicines/drugs. It is important when you claim medicines/drugs that you also add a picture of the prescription.
Generally prescriptions are valid for 1 year, but you may include an explanation for using a specific prescription longer. Often such is accepted.
Claims are in 90% of the cases processed with 10 working days. On average it takes CIGNA 5 days to process a claim. Please be patient.
In case of problems
If a claim is not handled to your satisfaction, AP-in-FAO proposes that you follow these steps:
1) Open the Health Benefits app -> my claims -> click on claim concerned -> view settlement note/request for additional information -> download the documents -> click on add missing information -> supply the missing information. Within 10 days you should receive a response via e-mail.
2) If the response received is not to your satisfaction, we would advise to give a call CIGNA at: +32 32931842 or in Italy 800 194666. Normally you get someone on the phone within 1 minute. Instead, if you send an e-mail to [email protected] it may take up to 4 days to get a response. Calling can help to resolve an issue faster! Moreover, it is often easier to explain what is the situation than writing lengthy e-mails. CIGNA staff is generally reasonable and aims to serve you as best as they can. Please give them some time to find a solution. Sometimes they need to consult the head medical officer for advice.
3) If phone call and/or e-mail under step 2 has not resolved your matter, we would suggest you write to FAO CSH colleagues via [email protected] explaining the situation and attaching the relevant documentation and communication on the issue. All your documentation submitted will be treated confidentially. The CSH colleagues have every 2 weeks a meeting with CIGNA to discuss the health insurance plan implementation and they will take up unresolved issues with CIGNA as needed. Again, a response may take time. In case you have a valid claim then CSH will support you actively. They will also tell you if your claim cannot be covered within the plan.
4) If you don’t receive any response within 2 weeks from [email protected], then you may consider sending a reminder with a copy to the AP-in-FAO Secretariat [email protected]. AP will keep your information also confidential. If you desire AP-in-FAO follow-up assistance with CSH, then our members in the FAO Advisory Committee on Medical Coverage (FAC/MC) can assist with contacting specific CSH staff involved and/or we can bring the matter up in an insurance plan implementation meeting with CIGNA. Such meetings are held on average every 4 months.
Most claim issues are resolved after having submitted additional information. It is very seldom that all 4 above steps need to be followed.
The AP-in-FAO Standing Committee on Field Matters has prepared an information package to assist its members to prepare for transfers to and between duty stations in the field.
The package contains sections on FAO entitlements and benefits; health insurance; life insurance; bank issues; credit union loans; travel requirements (e.g. vaccinations, visas); field duty stations; potential changes to salary and post adjustments; settling-in grant; special entitlements at designated duty stations; transfer travel; shipment of goods and effects; host country agreements; driver’s licenses, car insurance, and additional information sources.
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The vitality and effectiveness of the association depends on reps being active and engaged.
As a representative, your main duties as a rep are to:
Network with your Electoral Group to stay informed about their concerns and viewpoints. You could send regular email updates, remind them your door (virtual or real) is always open, or explore other means of exchanging views like a Team chat, Yammer, or a WhatsApp group. You could also hold occasional social get-togethers; there is funding available to support such events – contact the Exec. Sec. for more information.
Always attend Rep Council meetings, unless you are on leave or duty travel. Please, make a point of participating regularly in these sessions.
Represent the concerns, interests and viewpoints of Members in the Rep Council and in discussions with the ExecSec. In HQ but particularly for decentralized offices, representatives are a key source of information on concerns of staff in the various regions.
Keep abreast of AP-in-FAO activities. Do this by regularly checking the AP-in-FAO website, reading our email updates, and networking with other reps from other divisions. Suggestions and contributions for the website and our bulletins/newsletter are welcome.
Share information and the outcomes of discussions back to members after every Rep Council meeting and as appropriate. One option is to create an email list for your Electoral Group. (The list can be requested from the AP-in-FAO office.) E-mails, Electoral Group meetings, or chat groups can help keep members informed and engaged. One easy way to keep in touch with members is to circulate the final records of the Rep. Council meetings with your electoral group.
Recruit new members. Share a link to this article or the AP-in-FAO flyer. Invite a colleague to coffee and make a pitch for membership – both existing colleagues and always each and every new colleague that has joined (Stay tuned for more information on recruitment in 2022). If there are newcomers to FAO, make them aware of the Association and what we do. We can provide you with information material to be shared with them.
Help identify potential candidates for the Rep. Council and ExecSec. If you or another member has to step down from a role on the Representative Council or Executive Secretariat, your help lining up a replacement is key. We know that there are people who are interested in these roles, but generally they need to be asked.
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