s delegations gather from around the world for the United Nations’ (UN) Summit of the Future, the speed and complexity of daunting challenges in the world are moving faster than the UN system created to address those challenges. For the UN to fully realize its duties in today’s world, it must move beyond its current reform efforts to create a modern day UN that is nimble, fit for purpose, and one which puts the right talent in the place.
The Summit of the Future’s aims are noble, including agreeing on solutions to new challenges and addressing how advances in knowledge, science, technology, and innovation can deliver a breakthrough for a more sustainable future. But to truly reinvigorate multilateralism and achieve the Sustainable Development Goals by 2030, the Summit must prioritize restoring trust and involving future generations in order to have a UN system that is fully adapted for today’s many challenges.
So how should they proceed as they gather to endorse the Pact for the Future, the Declaration on Future Generations, and the Global Digital Compact?
The first aspect in restoring trust is ensuring that the UN of today is fit for purpose by prioritizing that personnel IS policy.
Whether contractual peacekeepers or the coveted “P” positions, there is a reality that the structures of the UN—many which were established decades ago—are no longer effective. Worse, the UN struggles to hold employees and contractors accountable for unethical actions, particularly those in a position of power. Some of these struggles are well documented and known, including documented reports of sexual abuse in the Democratic Republic of Congo. The accompanying Declaration on Future Generations that will be endorsed at the Summit of the Future includes a “commitment to all forms of persistent historical and structural inequalities, including by addressing and remedying past tragedies and their consequences.” To truly rebuild trust, the UN must prioritize addressing these actions in their own house. While certain actions involve abhorrent sexual abuse by the very UN peacekeepers that were intended to protect the most vulnerable, there are other actions/behaviors that are also troubling.
During my time at the UN, I witnessed and reported practices that would be considered unethical in many government or business environments, but were ultimately deemed acceptable at the UN. For example, a high level UN official was able to run and campaign globally for an elected UN position while still working in said organization that the individual would govern. In the United States and other countries, that individual would be required to take a leave of absence, as it would present a conflict of interest. However, at the UN, this was an accepted practice.
Many of those in the UN’s younger ranks are frustrated and struggle to understand these types of behaviors that are modeled as accepted practice. Those behaviors also often put younger UN employees in difficult positions as they seek to faithfully complete their work and fulfill the UN’s mandate. The reality within the UN is that the youngest members of the organization are bearing the brunt of an archaic system. It’s encouraging to see that the Summit of the Future has emphasized younger individuals through the Declaration on Future Generations and organizations within the UN will need to “practice what they preach” by prioritizing efforts outlined in the Declaration within the halls of the UN.
More investment in the junior ranks of the United Nations—better planning, policy engagement and involvement of younger ranks within the organization.
While at the UN, I had the privilege of working with the best and brightest individuals in the world. Yet many UN employees—particularly the younger ranks—were often not utilized to their potential, due to the hierarchical structure of the organization. Chances to meaningfully engage and advise leadership were few and often very controlled. During my first days at the UN International Labour Organization, I decided to meet employees in their respective offices and visited different floors. Throughout the day, the shock from individuals of having a Deputy Director–General knock on their door and ask about the work they were doing was pronounced. I was told over and over that “no D–2 (one of the highest levels at the UN) has ever been on this floor.”
To fully realize the goals outlined in the Pact for the Future, the UN must find new ways of utilizing and engaging all ranks at the UN, particularly the younger employees. This will be critical for the work under the Digital Compact that will be outlined at the Summit, including establishing and supporting national digital skills strategies and creating new possibilities while utilizing emerging technologies. The commitment in the Digital Compact to close all digital divides and accelerate progress on the SDG’s must also address the digital divide within the UN halls. The UN is woefully short of digital experts and to implement the goals outlined in the Digital Compact, many UN agencies will need to prioritize hiring digital experts and training existing staff to be up to the task of execution of the Compact. Again, the UN should look toward the younger ranks when it comes to digital skills.
I’m proud to say that I utilized the digital talents of younger UN staff through a pilot “reverse mentorship” program and as the Deputy Director–General, I was paired with a young UN professional to enhance my digital skills and share knowledge. I identified digital skills where I wanted to improve my proficiency (in my instance, the graphic platform Canva) and was paired and met weekly with a young expert within the UN system to not only be instructed, but to dialogue about our common work within the UN. We formed a unique bond that allowed me to not only enhance my digital proficiency, but become a better leader by more fully understanding the perceptions of younger staff and even implementing suggestions for improvement on their behalf. Although only one example, these types of programs are becoming more welcome within the UN and should be mandatory for senior UN officials while offering unique opportunities for rising professionals.
My UN reality as a Deputy Director–General for Policy was that the best policy work facilitated during my time at the United Nations was created, fostered, and encouraged by its younger ranks. It’s welcoming to see the Pact for the Future recognizing the younger generation as agents of change and prioritizing the importance for intergenerational dialogue and engagement. We must enhance their consideration in our policy and decision making processes in order to safeguard the needs and interests of future generations. I also encourage the UN and member states to expand the Young Professionals Program (YPP) and invest in the Junior Professional Program (JPO). JPO’s are young, emerging leaders sponsored by member states and often become future senior leaders. Investing in JPO’s can assure member states that their “best and brightest” will be participatory by bringing their innovation and cooperation to bridge the digital divide on behalf of the UN.
As the UN and member states gather for the Summit of the Future, an important commitment of providing young people with a nurturing environment for the full realization of their rights and capabilities, including through investment in life–long learning will be made. The UN will also affirm the importance of involving youth and youth–led and youth–focused organizations meaningfully in the work of the UN. As such, the UN should “double down” on their efforts to engage and take inspiration from the youngest in their professional ranks. The future of a meaningful and relevant UN depends upon it.
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At the UN’s Summit of the Future, personnel is policy
Image via Adobe Stock.
September 19, 2024
The UN should 'double down' on their efforts to engage and take inspiration from the youngest in their professional ranks, writes Martha E. Newton.
A
s delegations gather from around the world for the United Nations’ (UN) Summit of the Future, the speed and complexity of daunting challenges in the world are moving faster than the UN system created to address those challenges. For the UN to fully realize its duties in today’s world, it must move beyond its current reform efforts to create a modern day UN that is nimble, fit for purpose, and one which puts the right talent in the place.
The Summit of the Future’s aims are noble, including agreeing on solutions to new challenges and addressing how advances in knowledge, science, technology, and innovation can deliver a breakthrough for a more sustainable future. But to truly reinvigorate multilateralism and achieve the Sustainable Development Goals by 2030, the Summit must prioritize restoring trust and involving future generations in order to have a UN system that is fully adapted for today’s many challenges.
So how should they proceed as they gather to endorse the Pact for the Future, the Declaration on Future Generations, and the Global Digital Compact?
The first aspect in restoring trust is ensuring that the UN of today is fit for purpose by prioritizing that personnel IS policy.
Whether contractual peacekeepers or the coveted “P” positions, there is a reality that the structures of the UN—many which were established decades ago—are no longer effective. Worse, the UN struggles to hold employees and contractors accountable for unethical actions, particularly those in a position of power. Some of these struggles are well documented and known, including documented reports of sexual abuse in the Democratic Republic of Congo. The accompanying Declaration on Future Generations that will be endorsed at the Summit of the Future includes a “commitment to all forms of persistent historical and structural inequalities, including by addressing and remedying past tragedies and their consequences.” To truly rebuild trust, the UN must prioritize addressing these actions in their own house. While certain actions involve abhorrent sexual abuse by the very UN peacekeepers that were intended to protect the most vulnerable, there are other actions/behaviors that are also troubling.
During my time at the UN, I witnessed and reported practices that would be considered unethical in many government or business environments, but were ultimately deemed acceptable at the UN. For example, a high level UN official was able to run and campaign globally for an elected UN position while still working in said organization that the individual would govern. In the United States and other countries, that individual would be required to take a leave of absence, as it would present a conflict of interest. However, at the UN, this was an accepted practice.
Many of those in the UN’s younger ranks are frustrated and struggle to understand these types of behaviors that are modeled as accepted practice. Those behaviors also often put younger UN employees in difficult positions as they seek to faithfully complete their work and fulfill the UN’s mandate. The reality within the UN is that the youngest members of the organization are bearing the brunt of an archaic system. It’s encouraging to see that the Summit of the Future has emphasized younger individuals through the Declaration on Future Generations and organizations within the UN will need to “practice what they preach” by prioritizing efforts outlined in the Declaration within the halls of the UN.
More investment in the junior ranks of the United Nations—better planning, policy engagement and involvement of younger ranks within the organization.
While at the UN, I had the privilege of working with the best and brightest individuals in the world. Yet many UN employees—particularly the younger ranks—were often not utilized to their potential, due to the hierarchical structure of the organization. Chances to meaningfully engage and advise leadership were few and often very controlled. During my first days at the UN International Labour Organization, I decided to meet employees in their respective offices and visited different floors. Throughout the day, the shock from individuals of having a Deputy Director–General knock on their door and ask about the work they were doing was pronounced. I was told over and over that “no D–2 (one of the highest levels at the UN) has ever been on this floor.”
To fully realize the goals outlined in the Pact for the Future, the UN must find new ways of utilizing and engaging all ranks at the UN, particularly the younger employees. This will be critical for the work under the Digital Compact that will be outlined at the Summit, including establishing and supporting national digital skills strategies and creating new possibilities while utilizing emerging technologies. The commitment in the Digital Compact to close all digital divides and accelerate progress on the SDG’s must also address the digital divide within the UN halls. The UN is woefully short of digital experts and to implement the goals outlined in the Digital Compact, many UN agencies will need to prioritize hiring digital experts and training existing staff to be up to the task of execution of the Compact. Again, the UN should look toward the younger ranks when it comes to digital skills.
I’m proud to say that I utilized the digital talents of younger UN staff through a pilot “reverse mentorship” program and as the Deputy Director–General, I was paired with a young UN professional to enhance my digital skills and share knowledge. I identified digital skills where I wanted to improve my proficiency (in my instance, the graphic platform Canva) and was paired and met weekly with a young expert within the UN system to not only be instructed, but to dialogue about our common work within the UN. We formed a unique bond that allowed me to not only enhance my digital proficiency, but become a better leader by more fully understanding the perceptions of younger staff and even implementing suggestions for improvement on their behalf. Although only one example, these types of programs are becoming more welcome within the UN and should be mandatory for senior UN officials while offering unique opportunities for rising professionals.
My UN reality as a Deputy Director–General for Policy was that the best policy work facilitated during my time at the United Nations was created, fostered, and encouraged by its younger ranks. It’s welcoming to see the Pact for the Future recognizing the younger generation as agents of change and prioritizing the importance for intergenerational dialogue and engagement. We must enhance their consideration in our policy and decision making processes in order to safeguard the needs and interests of future generations. I also encourage the UN and member states to expand the Young Professionals Program (YPP) and invest in the Junior Professional Program (JPO). JPO’s are young, emerging leaders sponsored by member states and often become future senior leaders. Investing in JPO’s can assure member states that their “best and brightest” will be participatory by bringing their innovation and cooperation to bridge the digital divide on behalf of the UN.
As the UN and member states gather for the Summit of the Future, an important commitment of providing young people with a nurturing environment for the full realization of their rights and capabilities, including through investment in life–long learning will be made. The UN will also affirm the importance of involving youth and youth–led and youth–focused organizations meaningfully in the work of the UN. As such, the UN should “double down” on their efforts to engage and take inspiration from the youngest in their professional ranks. The future of a meaningful and relevant UN depends upon it.
