his year’s Summit of the Future at the UN General Assembly underscored the pivotal role of youth in shaping global governance. However, despite the event's focus on youth–driven initiatives, their representation and impact on decision making remains stagnant. The current youth presence includes attendance and presentations at the summit, which often serve as a symbol rather than an integrated part of ongoing policy–making decisions. Few institutional mechanisms exist for young professionals to have an impactful voice in high–level discussions.
There is a significant age gap within the United Nations System, with the average age ranging from 42.6 in the Office of the United Nations High Commissioner for Refugees (UNHCR) to 48.9 in the World Meteorological Organization (WMO). This disparity underscores the lack of youth presence at international organizations, highlighting the pressing need for institutional changes to ensure youth inclusion in policy discussions. Member states often prioritize their national agendas, which can overshadow the needs and perspectives of youth engagements.
Recruiting young professionals remains a significant challenge across several departments in the United Nations. A UN survey, “A Picture of the United Nations Staff,” revealed that the most “de–motivating aspect of employment with the United Nations is the lack of career and promotion prospects.” This issue is a systemic challenge that urgently needs to be addressed to ensure the UN remains an attractive and sustainable career option for young professionals.
For example, contract positions are currently an immense setback for young professionals at the United Nations because of the lack of sustainability and career trajectory. The uncertainty surrounding contract renewals and limited upward mobility have a profound impact, discouraging many from staying long enough to invest in a meaningful UN career. This situation calls for action, understanding, and support from the UN and its stakeholders.
Discrepancies in the UN P–Level System
The P–level at the United Nations is part of the professional category of job levels per year of work experience required for a position. Several factors limit the intake of young professionals, one of which is the imbalance of the P–levels at the UN. Overall statistics for the United Nations system show that 21% of total appointments are made at the P1 to P2 levels, while a significant proportion of the workforce continues to be appointed at the P4 and higher levels. The P1 and P2 levels are intended to be entry–level for young professionals; however, these positions are relatively scarce within the UN system. Most positions advertised at the P2 level require some prior experience, which contradicts the idea of an entry–level role.
The challenges youth face in accessing and thriving within the P–levels at the United Nations showcase a need for reform in recruitment practices, mentorship, and career development strategies. Several P3 and higher–level positions require a minimum of five to ten years of professional experience, making it difficult for younger professionals to qualify for these roles, even when they possess the necessary skills and competencies. This rigid experience requirement often overlooks the potential of younger candidates who bring fresh perspectives and innovative approaches.
Additionally, young professionals who secure P–level positions frequently find it difficult to advance to higher levels within the system. The long gaps in required experience between P–levels mean many young employees remain stuck in entry–level positions for extended periods. The lack of clear pathways for rapid career progression disincentivizes young professionals from pursuing long–term careers within the UN.
This discrepancy within the P–Level system is the prevalence of age–based biases. The UN workforce tends to value seniority and long tenure, which can lead to the perception that younger professionals lack the maturity or experience required for leadership roles. This bias, whether implicit or explicit, can hinder the career development of young employees and contribute to a culture that is resistant to youth inclusion.
Initiatives for Youth–Based Positions at the UN
Youth–focused initiatives like the UN Youth Envoy and Young Profession Program are often fragmented and don't provide systematic opportunities for youth to influence outcomes across all UN bodies and discussions. The age distribution is prevalent due to the structure of long–term contracts, which has created a low turnover rate and high level of job security, which means fewer vacancies for younger professionals. Ultimately, the UN acknowledged the importance of youth participation. However, substantial reform, such as lowering barriers to entry, ensuring youth seats in decision–making forums, and addressing the structural constraints of employment, is needed to create a more youth–inclusive system.
Additionally, structured pathways for moving from internship or fellowship programs into full–time P–level positions should be established. Further, P1 and P2 level positions should require little to no prior experience, allowing young graduates and early–career professionals a genuine opportunity to join the organization.
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Increasing youth participation at the UN decision–making table
Photo by James Wong via Pexels.
November 22, 2024
Recruiting young professionals remains a significant challenge across several departments in the United Nations, writes Anoussa Salim.
T
his year’s Summit of the Future at the UN General Assembly underscored the pivotal role of youth in shaping global governance. However, despite the event's focus on youth–driven initiatives, their representation and impact on decision making remains stagnant. The current youth presence includes attendance and presentations at the summit, which often serve as a symbol rather than an integrated part of ongoing policy–making decisions. Few institutional mechanisms exist for young professionals to have an impactful voice in high–level discussions.
There is a significant age gap within the United Nations System, with the average age ranging from 42.6 in the Office of the United Nations High Commissioner for Refugees (UNHCR) to 48.9 in the World Meteorological Organization (WMO). This disparity underscores the lack of youth presence at international organizations, highlighting the pressing need for institutional changes to ensure youth inclusion in policy discussions. Member states often prioritize their national agendas, which can overshadow the needs and perspectives of youth engagements.
Recruiting young professionals remains a significant challenge across several departments in the United Nations. A UN survey, “A Picture of the United Nations Staff,” revealed that the most “de–motivating aspect of employment with the United Nations is the lack of career and promotion prospects.” This issue is a systemic challenge that urgently needs to be addressed to ensure the UN remains an attractive and sustainable career option for young professionals.
For example, contract positions are currently an immense setback for young professionals at the United Nations because of the lack of sustainability and career trajectory. The uncertainty surrounding contract renewals and limited upward mobility have a profound impact, discouraging many from staying long enough to invest in a meaningful UN career. This situation calls for action, understanding, and support from the UN and its stakeholders.
Discrepancies in the UN P–Level System
The P–level at the United Nations is part of the professional category of job levels per year of work experience required for a position. Several factors limit the intake of young professionals, one of which is the imbalance of the P–levels at the UN. Overall statistics for the United Nations system show that 21% of total appointments are made at the P1 to P2 levels, while a significant proportion of the workforce continues to be appointed at the P4 and higher levels. The P1 and P2 levels are intended to be entry–level for young professionals; however, these positions are relatively scarce within the UN system. Most positions advertised at the P2 level require some prior experience, which contradicts the idea of an entry–level role.
The challenges youth face in accessing and thriving within the P–levels at the United Nations showcase a need for reform in recruitment practices, mentorship, and career development strategies. Several P3 and higher–level positions require a minimum of five to ten years of professional experience, making it difficult for younger professionals to qualify for these roles, even when they possess the necessary skills and competencies. This rigid experience requirement often overlooks the potential of younger candidates who bring fresh perspectives and innovative approaches.
Additionally, young professionals who secure P–level positions frequently find it difficult to advance to higher levels within the system. The long gaps in required experience between P–levels mean many young employees remain stuck in entry–level positions for extended periods. The lack of clear pathways for rapid career progression disincentivizes young professionals from pursuing long–term careers within the UN.
This discrepancy within the P–Level system is the prevalence of age–based biases. The UN workforce tends to value seniority and long tenure, which can lead to the perception that younger professionals lack the maturity or experience required for leadership roles. This bias, whether implicit or explicit, can hinder the career development of young employees and contribute to a culture that is resistant to youth inclusion.
Initiatives for Youth–Based Positions at the UN
Youth–focused initiatives like the UN Youth Envoy and Young Profession Program are often fragmented and don't provide systematic opportunities for youth to influence outcomes across all UN bodies and discussions. The age distribution is prevalent due to the structure of long–term contracts, which has created a low turnover rate and high level of job security, which means fewer vacancies for younger professionals. Ultimately, the UN acknowledged the importance of youth participation. However, substantial reform, such as lowering barriers to entry, ensuring youth seats in decision–making forums, and addressing the structural constraints of employment, is needed to create a more youth–inclusive system.
Additionally, structured pathways for moving from internship or fellowship programs into full–time P–level positions should be established. Further, P1 and P2 level positions should require little to no prior experience, allowing young graduates and early–career professionals a genuine opportunity to join the organization.
